Language: English Original: English/ AFRICAN DEVELOPMENT FUND PROJECT : Building Capacity on Managing for Development Results in the Regional Member Countries (RMCs) and the Regional Economic Communities (RECs) COUNTRY : Multinational PROJECT APPRAISAL REPORT Appraisal Team Team Leaders: Mr. M. Lamine N’Dongo, Lead Results Adviser ORQR.0 Mrs Patience U. Ekoh, Senior Educational Analyst OSHD2/ZMFO Team Members: Mr. Alfred Ouedraogo, Socio-economist, OSHD.2/BFFO Mr. Eshetu D. Legesse, Chief Financial Management Specialist, ORPF.2 Mr. Natan Jere, Procurement Specialist, ZMFO/ORPF1 Mr. Abdulai Baba Imoru, Principal Procurement Specialist, OSHD Sector Manager: Mr. Boukary Savadogo, Manager OSHD.2 Sector Director: Mrs Agnes Soucat, Director OSHD Mr. Simon Mizrahi, Director ORQR Peer Reviewers Mrs Yeshirag Dejene, Chief Gender Expert, ORQR.4 Mr. Samer Hachem, Principal Results Specialist ORQR.1 Mr. Issiaka Zoungrana, Principal Capacity Building Specialist, ONRI.1 Mr. Lamin Manneh, Chief Officer of REC’s Liaison and Partnership, ONRI.0 Mr. Gerald Ajumbo, Principal Trade Expert, ONRI.2 Mr. Mamadou Kone, Senior Training Officer, EADI Mr. Corbin Michel Guedegbe, Chief Education Analyst, OSHD.2
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Language: English
Original: English/
AFRICAN DEVELOPMENT FUND
PROJECT : Building Capacity on Managing for
Development Results in the Regional Member
Countries (RMCs) and the Regional Economic
Communities (RECs)
COUNTRY : Multinational
PROJECT APPRAISAL REPORT
Appraisal Team
Team Leaders: Mr. M. Lamine N’Dongo, Lead Results Adviser ORQR.0
Mrs Patience U. Ekoh, Senior Educational Analyst OSHD2/ZMFO
Team Members: Mr. Alfred Ouedraogo, Socio-economist, OSHD.2/BFFO
Mr. Eshetu D. Legesse, Chief Financial Management Specialist,
ORPF.2
Mr. Natan Jere, Procurement Specialist, ZMFO/ORPF1
Mr. Abdulai Baba Imoru, Principal Procurement Specialist, OSHD
Sector Manager: Mr. Boukary Savadogo, Manager OSHD.2
Sector Director: Mrs Agnes Soucat, Director OSHD
Mr. Simon Mizrahi, Director ORQR
Peer Reviewers
Mrs Yeshirag Dejene, Chief Gender Expert, ORQR.4
Mr. Samer Hachem, Principal Results Specialist ORQR.1
Mr. Issiaka Zoungrana, Principal Capacity Building Specialist, ONRI.1
Mr. Lamin Manneh, Chief Officer of REC’s Liaison and Partnership, ONRI.0
Mr. Gerald Ajumbo, Principal Trade Expert, ONRI.2
Mr. Mamadou Kone, Senior Training Officer, EADI
Mr. Corbin Michel Guedegbe, Chief Education Analyst, OSHD.2
TABLE OF CONTENTS
I – STRATEGIC THRUST AND RATIONALE ...................................................................... 1
1.1. Project linkages with country strategy and objectives .............................................. 1
1.2. Rationale for Bank’s involvement ............................................................................. 2
Annex IV: Map of AfCoP membership ..................................................................................... 1
Currency Equivalents
As of December, 2011
1 UA = USD 1.55
Fiscal Year
1 January – 31 December
Weights and Measurements
1 metric tonne = 2204 pounds (lbs)
1 kilogramme (kg) = 2.2 lbs
1 meter (m) = 3.28 feet (ft)
1 millimeter (mm) = 0.03937 inch (“)
1 kilometer (km) = 0.62 mile
1 hectare (ha) = 2.471 acres
Abbreviations and acronyms
ACBF : Africa Capacity Building Foundation
ADB : Asian Development Bank
ADF : African Development Fund
AfCoP : African Community of Practice for Managing for Development Results
AfDB : African Development Bank
CDS : Capacity Development Strategy CIDA : Canadian International Development Agency
CMT : Core Management Team
COMESA : Common Market for Eastern and Southern Africa
CoP : Community of Practice for Managing for Development Results
EADI : African Development Institute
ESTA : Statistics Department
FFCO : Financial Control Department
GECL : Legal Department
HDS : Human Development Strategy
IADB : Inter-American Development Bank
IFAD : International Fund for Agriculture Development
IsDB : Islamic Development Bank
M&E : Monitoring and Evaluation
MfDR : Managing for Development Results
NEPAD : The New Partnership for Africa’s Development
OECD : Organization for Economic Co-operation and Development
ONRI : NEPAD and Regional Integration Department
ORQR : Quality Assurance and Results Department
OSGE : Governance, Economic and Financial Management Department
OSHD : Human Development Department
REC : Regional Economic Community
RISP : Regional Integration Strategy Paper
RMC : Regional Member Country
RPG : Regional Public Goods
RRA : Rapid Results Approach
UA : Unit of Account
USAID : United States Agency for International Development
WAEMU : West African Economic and Monetary Union
WB : World Bank
ii
Grant Information
Client’s information
GRANT RECIPIENT : African Community of Practice for Managing for Development
Results (AfCoP)
EXECUTING AGENCY : African Capacity Building Foundation (ACBF) for the Component
1 AfCoP secretariat for Components 2, 3 and 4
Financing plan
Source Amount (UA) Instrument
ADF
9.00 million
Grant for Regional
operations
ADB (mainly in kind) 0.42 million Administrative budget
RMCs &RECs 0.56 million
TOTAL COST 9.98 million
ADB’s key financing information
Grant currency
UA
Commitment fee NA
Other fees NA
Tenor NA
Grace period NA
ENPV (base case) NA
EIRR (base case) NA
*if applicable
Timeframe - Main Milestones (expected)
Concept Note approval
October 2011
Project approval April 2012
Effectiveness May 2012
Last Disbursement December 2015
Completion 30 June 2016
iii
PROJECT SUMMARY
Project overview: The project aims to support the African Community of Practice for
Managing for Development Results (AfCoP to mainstream results-based practices of
Managing for Development Results (MfDR) into the policies and strategies of RMCs
and RECs. It will enhance the capacity of the Regional Economic Communities (RECs) and
their member countries to facilitate the implementation of regional policies and programs by
using MfDR approaches, and thereby promote regional integration. The project will support
the African Community of Practice on Managing for Development Results (AfCoP) in order
to build African capacity on MfDR and will contribute to promoting political leadership for
results, strengthening regional and national capacities and systems, and engaging non-state
actors to hold policy makers accountable for results in the RECs and their member states. The
expected outcomes are: to improve the effectiveness in implementing the regional policies in
the West African Economic and Monetary Union (WAEMU) and the Common Market for
Eastern and Southern Africa (COMESA) and in their member states; to improve the result
orientation of the policies, the programs and the projects of the above selected RECs; and to
strengthen the MfDR capacity of WAEMU and COMESA and their member states. The total
cost is UA 09.98 million over a three-year period.
Beneficiary participation: The identification, preparation and appraisal of the project
included a wide consultation of AfCoP members. These included more than 900 people
drawn from public administrations, civil society, parliaments, the private sector, academia,
the media and development partners. The two RECs (COMESA and WAEMU) have also
been consulted through a participatory process. The project activities will be integrated in the
AfCoP work program, and AfCoP will thus be closely involved in the implementation of the
project. Its implementation will be coordinated by the AfCoP secretariat, while monitoring
will be ensured by the AfCoP Core Management Team during its bi-monthly meetings.
Annual progress reports will be submitted to the AfCoP’s annual meetings.
Project rationale: The project responds to the Bank’s commitment to support the
development effectiveness global agenda. The Busan declaration of the High-Level forum
on aid effectiveness held in South Korea (29 November-1 December 2011) recognizes the
regional dimension of development effectiveness and the role of the RECs in that regard.
Regional integration in Africa faces some challenges, however, which include limited
political engagement and policy convergence, weak capacity of the RECs and lack of
involvement of non-state actors. MfDR as a global public good can contribute to overcoming
these constraints to regional integration. AfCoP has been instrumental in building stronger
ownership and leadership as well as promoting capacity development initiatives to strengthen
regional and country institutions. The Global Partnership on MfDR recognized AfCoP as a
primary source of MfDR, emphasizing its good practices in Africa and its contributions to
advancing the results agenda and improving national development processes. AfCoP’s
activities on MfDR are geared towards achieving all five fundamental principles of the Paris
Declaration (2005) for making aid more effective, the Accra Agenda for Action (AAA, 2008)
and the Busan Partnership on Effective Development (2011).
Bank’s added value: The project, which is aligned with most Results Based Regional
Integration Strategy Papers, will contribute to promoting South-South cooperation,
Development effectiveness and capacity development. The capacities of the AfCoP
member countries for MfDR differ widely. It is therefore crucial to mainstream both the
iv
regional practices as well as strengthen the capacities of the RECs and their member states on
MfDR. With the objective of ensuring results-oriented approaches in regional programs, the
project will contribute to enhancing regional integration by engaging political decision-
makers and lobbying governments and development partners. The project will ensure
synergies between regional and national levels through harmonized systems that use common
indicators and reporting formats. This will help ensure integration and coherence of policies
and programs at both levels. The AfCoP online platforms will allow the RECs and their
member states to access knowledge and good practices on MfDR and policy convergence
issues in Africa and indeed all over the world. The project is consistent with both the new
Human Development Strategy (HDS) in preparation and the priorities of the Regional
Integration Strategic Papers (RISPs) of the Bank group, which focus on enhancing the
capacities of the RECs in implementing regional policies, programs and projects. It is also
consistent with the Bank’s Capacity Development Strategy (CDS), which calls for more
capacity-development actions for RMCs.
Knowledge management: The project will generate and disseminate MfDR knowledge,
and subsequently ensure the use of the knowledge products to improve regional and
national processes. It will contribute to connecting sources of practitioner knowledge and
innovation to share experience on MfDR both within Africa and all over the world. Case
studies, guidelines, analytical work and tools on emerging good practices on MfDR will be
developed and published on the online platforms.
v
VII. RESULTS-BASED LOGICAL FRAMEWORK
Country and project name: Multinational: Building Capacity on Managing for Development Results in Regional Member Countries (RMCs) and Regional Economic Communities (RECs)
Purpose of the project: To Build Capacity on Managing for Development Results and accelerate the implementation of regional policies and programs undertaken by the RECs and their member
states through the African Community of Practice for Managing for Development Results (AfCoP).
have complied with the convergence criteria by 2020
Annual reports of
COMESA and WAEMU
OU
TC
OM
ES
Outcome 1: Effectiveness in the implementation of the regional
policies in WAEMU and
COMESA member states improved
Compliance with the performance standards established for regional
policies
0% 50% of the countries supported have complied with the
performance standards by 2018
Annual reports of COMESA and
WAEMU
Risk: Low commitment among government officials
Mitigation: The regional peer review meetings and the advocacy actions of the regional cluster
will foster the engagement of the RECs’
member states.
Outcome 2: MfDR capacity of COMESA and WAEMU and
their member states strengthened
Percentage of the MfDR improvement action plan rated satisfactorily
0%
50% of the MfDR improvement action plan implemented rated
satisfactorily by 2016
Annual reports of COMESA and
WAEMU
Risk: Partnerships of the national CoPs and the governments are weak
Mitigation: The high-level seminar on MfDR
will contribute to mobilize the support from the
policy makers at the country level.
1. Sharing Knowledge on
MfDR
1.1 Findings of the online
discussions published
1.2 Case studies, guidelines and tools on MfDR emerging
practices developed including
gender responsive guidelines
2. Linking MfDR knowledge to
regional processes
2.1 Regional CoPs created and
supported to share good practices
on MfDR and policy convergence
2.2 Methodologies on readiness assessment, and performance
standards developed
1.1 Number of online discussions on
MfDR topics carried out including gender responsive topics
1.2 Number of case studies, guidelines and tools published online including
gender responsive ones
2.1 Regional CoPs established
2.2 Methodologies on readiness assessment , regional standards to
measure performance gap and common
indicators developed
1.1: 8 in 2011
1.2: 50 in 2011
2.1: 0 in 2012
2.2: 0 in 2011
1.1: 30 ( including at least 10
gender-responsive in 2012-
2015)
1.2: 150 (including at least 50
gender-responsive) in 2012-15
2.1: 2 in 2012
2.2: Methodologies on readiness assessment, regional standards and
common indicators developed in
2012
Risk: ACBF efficiency in carrying out the
knowledge sharing activities
Mitigation: A transition plan will be carried
with the World Bank to prepare ACBF to handle the knowledge-sharing activities
Risk: The regional CoPs lack support from RECs
Mitigation: The focal points within the RECs will be strengthened to support the regional
CoPs.
vi
OU
TP
UT
S
2.3 Training of trainers programs
on the methodologies carried out
2.4 Regional thematic clusters for
advocacy actions established
3. Synergies between regional
and national processes
3.1 National CoPs created and
supported to instill results
culture in the countries
-3.2 Readiness assessment
carried out and improvement action plans developed
3.3 MfDR training and coaching event organized to implement the
action plans
3.4 Seminars for high-level
policy-makers to secure buy-in
of MfDR organized
2.3 No. of people trained
2.4 Regional thematic clusters
established
3.1 National CoPs established
3.2 No. of Readiness assessment carried
out and action plans developed
3.3 No. of people trained or coached on MfDR with at least one-third of female
and one-fourth of youth
3.4 No. of policy-makers trained
2.3: 0 in 2011
2.4: 0 in 2011
3.1: 8 in 2010-2011
3.2: 0 in 2008-2011
3.3: 917 in 2010-11 (22% female)
3.4: 0 in 2011
2.3: 51 in 2012-13
2.4: 6 in 2012-2014
3.1: 9 in 2012-2013
3.2: 17 in 2011-2015
3.3: 15 000 in 2012-15(33% female)
3.4: 680 in 2012-2014
AfCoP annual
Report
Risk: The national CoPs lack capacity to
support the development and the implementation of the country action plans
Mitigation: A group of facilitators will be provided intensive training to coach the
development and the implementation of the
action plans at country level.
KE
Y A
CT
IVIT
IES
COMPONENTS
INPUTS (BASE COSTS)
Component 1: Sharing Knowledge on MfDR
- Carrying out online discussions on MfDR topics
- Developing knowledge products on MfDR - Organizing MfDR fora
UA 1.75 million (19.31%)
Component 2: Linking MfDR knowledge to regional processes
- Creating regional CoPs and thematic groups - Developing methodologies on readiness assessment on MfDR and regional policy implementation
- Training trainers on MfDR, building capacity of COMESA and WAEMU on MfDR
- Establishing regional thematic clusters
UA 2.13 million (23.51%)
Component 3: Synergies between regional and national processes
- Creating national CoPs
- Launching readiness assessment on MfDR and regional policy implementation - Organizing MfDR capacity building events, coaching the implementers of the regional policies
- Organizing seminars for high-level decision makers
UA 3.58 million (39.52%)
Component 4: Project management
- Undertake project implementation
- Supervise all Project activities and prepare and submit all project reports on schedule
- Carry out the AfCoP secretariat activities
UA 1.60 million (17.66%)
vii
MfDR project implementation schedule
Project implementation Schedule
2012 2013 2014
Ap
r
May
Jun
Jul
Au
g
Sep
Oct
No
v
Dec
Jan
Feb
Mar
Ap
r
May
Jun
Jul
Au
g
Sep
Oct
No
v
Dec
Jan
Feb
Mar
Ap
r
May
Jun
Jul
Au
g
Sep
Oct
No
v
Dec
Grant processing
Grant approval
Grant signature
Grant effectiveness
Knowledge sharing and mutual learning
Hold online discussions
Knowledge products
Establish the Recs online platform
Hold Africa Forum on MfDR
Linking MfDR Knowledge to regional processes
Developing methodology of readiness assessment and validation
Establishing regional CoPs for COMESA and WAEMU
Training of trainers and coachers
Establishing thematic clusters
Organizing RECs MfDR trainings events
Synergies between regional and national processes
Establishing national CoPs
High level workshops
Country readiness assessment on MfDR and policy
implementation
Coaching the implementation of the improvement of action plans
MfDR Learning events
Project management
Recruit AfCoP facilitator, project manager and assistant
Annual progress reports
Audit reports
Submit PCR
viii
MfDR project implementation schedule ( cont.)
Project implementation Schedule
2015 2016
Jan
Feb
Mar
Ap
r
May
Jun
Jul
Au
g
Sep
Oct
No
v
Dec
Jan
Feb
Mar
Ap
r
May
Jun
Grant processing
Grant approval
Grant signature
Grant effectiveness
Knowledge sharing and mutual learning
Hold online discussions
Knowledge products
Establish the Recs online platform
Hold Africa Forum on MfDR
Linking MfDR Knowledge to regional processes
Developing methodology of readiness assessment and validation
Establishing regional CoPs for COMESA and WAEMU
Training of trainers and coachers
Establishing thematic clusters
Organizing RECs MfDR trainings events
Synergies between regional and national processes
Establishing national CoPs
High level workshops
Country readiness assessment on MfDR and policy
implementation
Coaching the implementation of the improvement of action plans
MfDR Learning events
Project management
Recruit AfCoP facilitator, project manager and assistant
Annual progress reports
Audit reports
Submit PCR
REPORT AND RECOMMENDATIONS OF THE MANAGEMENT OF THE AfDB
GROUP TO THE BOARD OF DIRECTORS ON A PROPOSED GRANT FOR THE
SUPPORT FOR BUILDING CAPACITY ON MANAGING FOR DEVELOPMENT
RESULTS PROJECT IN SELECTED REGIONAL MEMBER COUNTRIES AND
REGIONAL ECONOMIC COMMUNITIES
Management submits the following Report and Recommendation on a proposed ADF grant
for UA 9.00 million to finance the Building Capacity on Managing for Development Results
in Regional Member Countries (RMCs) and Regional Economic Communities (RECs)
project.
I. STRATEGIC THRUST AND RATIONALE
1.1. Project linkages with country strategy and objectives
1.1.1 The proposed project is aligned with the Bank’s Medium Term Strategy (2008-
2012), which focuses on regional integration and capacity building. It is in line with the
Bank’s regional integration strategy that puts an emphasis on harmonized policy, capacity
building, and dissemination of good practices within the Regional Economic Communities
(RECs). Building country capacity on MfDR1 is one of the three pillars of the Bank Group
results agenda. It is also in line with the Bank’s Capacity Development Strategy (CDS),
which calls for more capacity building actions in favor of RMCs.
1.1.2 The project is consistent with the Bank’s roadmap on development
effectiveness. The roadmap focuses on strengthening transparency and accountability for
development results and expanding the use of country systems as a way of reinforcing
country ownership. The Bank has been supporting the African Community of Practice on
Managing for Development Results (AfCoP2) as one of the channels to drill down the results
agenda. AfCoP’s mission is to help build African capacity on MfDR through sharing
experiences, networking and building strong learning relationships between MfDR
practitioners in Africa, and around the world. Its strategy includes cooperating closely with
the RECs to harmonize regional standards and regulatory frameworks as well as make
policies and operations more results-oriented.
1.1.3 The project is also consistent with the Africa Platform on Development
Effectiveness established by the NEPAD Agency. This platform, endorsed by African
leaders at the Kampala 15th African Union Assembly in July 2010, aims to connect existing
communities of practice for mutual learning and developing capacity through peer-to-peer
learning on the three interrelated themes of Aid Effectiveness, South-South Cooperation, and
Capacity Development.
1. MfDR is a comprehensive way of thinking and a change management process that makes outcomes and results at the center of focus in
development management. As such, MfDR process requires political buy-in and empowerment of people to make governments
accountable for results. Its main pillars are: Leadership for results, Results Planning and Budgeting, Accountability and Partnership, Monitoring and Evaluation and Information Systems. Details of the approach are provided in Appendix I of the report.
2. AfCoP was created in 2007 as a virtual network of MfDR practitioners whose objective is to build African Capacity on MfDR. Its
membership consists of public administration staff, parliamentarians, civil society, private sector, academia, media and local donors. They are seen as change agents that contribute to empowering the societal actors through MfDR learning and knowledge to effect
transformational and sustainable change in institutions, which in turn supports achievement of development goals. Detailed presentation
of AfCoP is provided in the technical annexes.
2
1.1.4 The partnership of AfCoP through its regional and national chapters with the
RECs and their member states will contribute to regional integration. The project will
support AfCoP to help the RECs and their member countries improve the policy convergence
and the results-orientation of their operations by using MfDR approach. This is consistent
with the regional poverty-reduction strategy for West Africa, which stipulates that targeting
common goals through harmonization of standards and the general implementation of
Results-Based Management principles and instruments can considerably boost economic and
social convergence among countries of the same region or sub-region. It is also consistent
with the priorities of the regional integration strategy papers (RISPs) of the Bank Group (such
as the RISPs for the Eastern Africa and the Southern Africa regions), which emphasize the
limited the capacities of the RECs and the needs to strengthen them in order to improve the
implementation of the regional policies, programs and projects.
1.2. Rationale for the Bank’s involvement
1.2.1 The project responds to the Bank’s commitment to support the development
effectiveness global agenda. The Busan declaration of the High-Level Forum on Aid
Effectiveness held in South Korea (29 November-1 December 2011) recognizes the regional
dimension of development effectiveness and the role of the RECs in that regard. It also
recognizes the centrality of knowledge sharing and mutual learning by encouraging the
development of networks for knowledge exchange, peer-to-peer learning and coordination
among South-South cooperation actors as a means to facilitate access to important knowledge
pools by developing countries. In the context of the global economic crisis, stronger
economic integration is needed in Africa to create economies of scale that will foster
economic growth and reduce poverty. Notwithstanding the efforts to bring Africa’s regional
integration vision to fruition, progress has not proceeded apace with other developing
regions. Limited political engagement and policy convergence, weak capacity of the RECs
and lack of involvement of non-state actors are some of the challenges facing regional
integration in Africa.
1.2.2 MfDR as a global public good can contribute to overcoming the constraints of
regional integration. It will help strengthen regional and national capacities and systems,
and engage non-state actors to hold policy makers accountable for results, hence promote
political leadership for results. Although Africa has success stories in implementing the
MfDR approach, it also faces challenges and weaknesses in strategic planning and budgeting,
monitoring and evaluation, information systems, and institutional mechanisms for
accountability and transparency. AfCoP is critical to building stronger capacity and
leadership of development initiatives to strengthen regional and country institutions. It has
been recognized by the Global Partnership on MfDR3 as a primary source of MfDR good
practice in Africa and has helped advance the results agenda and improve national
development processes.
1.2.3 It has emerged as a good practice that the CoPs are supported and hosted by
the regional Banks owing to synergies and congruence of their mandates and objectives
on MfDR. This is one of the reasons for the Bank to play a major role in supporting the
AfCoP. That is the case with Asian CoP and Latin American CoP, which are hosted and
3. The Global Partnership on MfDR is an international platform that brings together partner countries, civil society and donors with a view
to strengthening the culture of managing for development results in public sector administrations. It is currently hosted at the
OECD/DAC as part of the Working Party on Aid Effectiveness (Cluster E). It sponsored the creation of the communities of practices in
Africa, Asia and Latin America and Caribbean.
3
supported respectively by the Asian Development Bank and the Inter-American Development
Bank. During the creation of the CoPs in 2006 the Bank was going through an institutional
restructuring, however, so the World Bank agreed to host the AfCoP secretariat temporarily.
1.2.4 AfCoP is facing a major challenge, as its funding ended in December 2011. The
Global Partnership and AfCoP members requested the Bank to consider a more sustainable
funding mechanism to support AfCoP and advised its integration into a regional program to
build capacity of African Countries on MfDR. The present proposal is a response to that
request and links the AfCoP support to key strategic priorities of Africa; specifically,
improving the implementation of the regional policies by using MfDR approach to strengthen
regional integration.
1.3. Donor coordination
1.3.1 The first phase of AfCoP strategy (2007-11) was financed through a multi-donor
trust fund housed within the World Bank. It was funded by Canadian International
Development Agency (CIDA), the Netherlands Ministry for Development Cooperation, the
International Fund for Agricultural Development (IFAD), the World Bank (WB), the African
Development Bank (AfDB) and the United States Agency for International Development (USAID).
The Organisation for Economic Co-operation and Development (OECD) and Islamic Development
Bank (IsDB) also provided support to AfCoP. The Canadian Trust Fund in the Bank supported
the establishment and functioning of the eight national CoPs4
. Different donors at the country
level also supported national CoPs that they consider as potential partners in the country
policy dialogue.
1.3.2 The Bank will be the primary source of funding for the project, as requested by
the Global Partnership on MfDR. Nevertheless, collaboration with the AfCoP’s traditional
partners will continue to be developed in the context of the post-Busan partnership. Co-
financing will also be mobilized through bilateral trust funds to support the RMCs and
reinforce the national CoPs. Table 1 presents the contribution to the AfCoP funding.
Table 1
Distribution of funding for implementation
of AfCoP Phase I (2007-2011) by donor (in thousands of USD) Donors CIDA Netherlands WB AfDB IFAD USAID OECD IsDB Total
4 Burkina Faso, Côte d’Ivoire, Democratic Republic of Congo, Kenya, Mali, Niger, Senegal and Zimbabwe
4
II. PROJECT DESCRIPTION
2.1. Project components
2.1.1 The project aims to support the African Community of Practice for Managing
for Development Results (AfCoP) to mainstream MfDR into the policies and strategies
of the RMCs. It will also enhance the capacity of the RECs and their member countries to
accelerate the implementation of regional policies and programs by using the MfDR
approach, in order to promote regional integration. It consists of four components; the key
activities under each component are outlined in Table 2.1.
Table 2.1
Project components: Detailed description by component
Component
UA
(Base
costs)
Component description
1. Knowledge sharing
on MfDR 1.75
Carrying out online discussions in English and French through the
AfCoP online platform to exchange experiences and share good
practices on MfDR and regional integration issues (30 online discussions
during the period of the project).
Developing case studies, guidelines, analytical work and tools on
emerging good practices on MfDR and on policy convergence, including
those related to gender (150 knowledge products will be developed
during 2012-2015 including 50 gender-responsive ones. Consultant(s)
with adequate gender skills will be recruited for these tasks).
Disseminating good practices, knowledge products.
Organizing annual Africa fora on MfDR to instill a results culture in
Africa and regional integration jointly with the ACBF in selected
African countries.
Creating two online platforms at the regional level on knowledge sharing
of MfDR good practices, one in the COMESA region on trade
facilitation and the other in WAEMU zone on public financial
management to exchange ideas, experiences to promote the reforms in
these areas in collaboration with the African Union/NEPAD’s Action
Platform on Development Effectiveness.
2. Linking MfDR
knowledge to
regional processes
2.13
Creating and supporting two regional CoPs (in the COMESA region and
WAEMU zone to share good practices on MfDR and policy
convergence).
Developing methodologies on readiness assessment on MfDR and the
level of implementing regional policies to set the baseline for assessing
progress, building on existing approaches at national level.
Developing regional standards and common indicators to measure
progress and harmonized reporting format to ensure comparability of the
performance of the countries.
Training coaches on methodologies and Rapid Results Approach (RRA)5
which will be rolled out at the country level. In each region (COMESA
and WAEMU), three practitioners, including at least one woman, will be
selected per country to be trained by specialized consultants.
5. The Rapid Results Approach is a management tool developed by Robert H. Schaffer and Associates to empower project teams and help
them achieve results quickly.
5
Establishing regional thematic clusters from the existing bodies of the
RECs, composed of groups of parliamentarians, directors of economic
and financial administration, the private sector and civil society,
including associations of women and youth to carry out follow-up and
advocacy actions in order to accelerate the implementation of the agreed
regional policies. Three regional clusters will be created by the regional
CoPs in each of the two regions.
Organizing regional peer-review meetings (one each year) with officials
of the RECs and their member states, members of the regional CoPs and
the regional clusters to emulate RECs member countries and help those
lagging behind to catch up.
Building the capacity of WAEMU and COMESA on MfDR by assessing
their MfDR readiness and training their staff.
3. Synergies between
regional and
national processes
3.58
Supporting existing national CoPs and creating new ones where needs
have been expressed in the two RECs to serve as change agents, to instill
results culture in the countries and adapt the knowledge gained at global
and regional levels in order to improve the country processes and help
implement the agreed regional policies.
Organizing seminars for high-level policy makers at the country level
securing buy-in of the government officials (one seminar per country for
about 35-40 people each).
Launching readiness assessment of MfDR and regional policy
implementation at the country level to set up the country baseline and
developing action plans with coherent strategies to tackle challenges
identified and fill the performance gap with clear and measurable targets,
baselines and monitoring systems integrated into the existing country
results frameworks. This will be organized by national steering
committee for each country.
Organizing training sessions on MfDR and RRA to strengthen the
country capacity, namely the capacity of the institutions in charge of the
identified strategic areas of regional policies (three training sessions per
country for mainly regional integration-related institutions’ staff).
Coaching the implementation of the action plans to enable policy
implementers perform assigned tasks well.
Drafting the country performance report on progress towards
implementation of the action plans, to be validated at the country level
using a participatory approach. The report will be submitted by each
country to the regional peer reviewers. This will be coordinated by the
national steering committees.
4. Project
management 1.60
Undertake project implementation.
Supervise project activities and prepare and submit progress reports on
schedule.
Coordinate the AfCoP’s Core Management Team activities.
Ensure the logistics of annual meetings and thematic workshops.
Develop synergies between AfCoP and the Bank’s strategic priorities to
enhance the Bank’s operational processes.
6
2.1.2 The project is selective and demand-driven and is tailored to clients’ needs. It
respects the principles of subsidiarity (responsibilities well-delineated between the RECs and
member states) and variable geometry (taking into account the level of involvement of each
country regarding the AfCoP activities). The AfCoP online platform related to knowledge
sharing is opened to all practitioners. However, the regional and national activities focus on
countries with national CoPs or on those where AfCoP members expressed an interest in
establishing national CoPs, following the survey carried out by the Bank. These countries6
come from two RECs (COMESA and WAEMU). Limited strategic areas7 specific to each
REC were selected to assist in speeding the implementation of their related regional policies.
2.2. Technical solution retained and other alternatives explored
2.2.1 The technical solution retained is based on the specific feature of AfCoP. The
diversity of its membership regarding expertise and geographical origins makes it
instrumental to strengthening capacities of the RECs and their member states on MfDR, as
well as enhancing regional integration by engaging political decision-makers and lobbying
governments and development partners to make regional programs and projects results-
oriented. Alternative solutions considered in the design of the project and the reasons for their
rejection are summarized in Table 2.2.
Table 2.2
Project alternatives considered and reasons for rejection Alternative solution Brief description Reasons for rejection
Provide assistance to
RECs only
This approach would limit
support to the RECs only.
The Bank usually provides assistance to
RECs to promote regional integration.
However, this approach fails to develop
synergies between regional and national level
for adequately implementing the regional
policies by the member states.
Provide assistance to RMCs
individually
The Bank would provide
support to RMCs individually
to strengthen their capacities
in MfDR.
The Bank provides institutional support to
RMCs to strengthen their capacities in
MfDR. However, this approach does not
allow mutual learning with other countries.
Promote few MfDR pillars
only
In this approach, the Bank
would support the RMCs in
strengthening their capacities
in limited dimension of
MfDR.
The Bank usually provides assistance to
RMCs in one or two specific MfDR pillars
(planning, budgeting, M&E, statistics). But
this approach lacks the vertical integration
and the holistic way required to mainstream
MfDR effectively.
6. Country with national CoPs or whose members expressed interested to establish one (17): COMESA: Burundi, DR Congo, Djibouti,
Ethiopia, Kenya, Malawi, Rwanda, Uganda, Zambia and Zimbabwe; WAEMU: Benin, Burkina Faso, Côte d’Ivoire, Mali, Niger, Senegal and Togo.
7. The regional strategic policy areas common to the two RECs are: (i) improving the business environment and (ii) enhancing MfDR institutional capacity. The area specific to the COMESA is trade facilitation. The area specific to the WAEMU is public financial
management reforms.
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2.3. Project type
2.3.1 The project is a stand-alone regional operation that meets the requirements of
regional public goods (RPG). The table below shows the compliance with regional RPG
requirements.
Table 2.3
Compliance with RPG requirements Criterion Evaluation
Stage I
Non-rivalry Once the MfDR knowledge products -- namely, the guidelines, case studies and findings of
online discussions -- are posted on the AfCoP online platform or the regional platforms, the
benefits accrue to all African countries that can use them to improve their systems and
processes.
Non-excludability The AfCoP online platform is open to any MfDR practitioners without any restrictions in
Africa and all over the world. They share experiences and good practices and find solutions
to similar challenges. The readiness assessment methodologies can be used by any country.
The common standard and indicators and the harmonized reporting format can help
strengthen the convergence. The peer-review systems provide an opportunity to strengthen
countries with weak MfDR capacity.
Of public interest The African Capacity Building Foundation (ACBF) will coordinate the AfCoP knowledge
platform. WAEMU and COMESA will coordinate the regional processes and their synergies
with the national processes. The three institutions have been consulted, and they agreed to
establish a partnership with AfCoP to implement the project.
Stage II
Multi-country involvement AfCoP is a response to the call of African countries and donors alike at the Second High
Level Forum on Aid Effectiveness held in Paris in March 2005 for stronger country
ownership and leadership, as well as capacity-development initiatives to strengthen country
institutions and to support national efforts to implement the Paris Declaration. AfCoP
members come from 43 African countries that benefit from the online platform. Seventeen
countries from WAEMU and COMESA will be assisted in improving their MfDR capacities
and the implementation of regional policies.
Strategic alignment The project is consistent with the Bank’s Medium Term Strategy as building country capacity
on managing for development results is one of the pillars of the Bank’s group results agenda.
It is also in line with the Bank’s regional integration strategy that puts an emphasis on
harmonized policy, capacity building and dissemination of good practices within RECs and
cross-cutting issues like knowledge management. The project is also consistent with the
Bank’s roadmap from aid effectiveness to development effectiveness that specifically
proposes support to the AfCoP and focuses on strengthening transparency and accountability
for development results and expanding the use of country systems as a way of reinforcing
country ownership.
Catalytic and upstream role The project will help AfCoP face its current financial challenges as the multi-donor trust fund
that supports it was closed. These resources will help AfCoP implement the second phase of
its strategy (2012-2015). The general rule is that the beneficiary countries commit to
supporting the national CoPs in order to ensure their sustainability. The national CoPs will
also carry out revenues-generating activities during the project implementation that help fund
their activities. The AfCoP online platform will be managed by ACBF and will be integrated
to the ACBF’s knowledge networks at the end of the project.
Higher developmental
impact in
cooperation
The project will help the RECs and their member countries improve the implementation of
the regional policies and programs and will promote the policy convergence and regional
integration. It will also contribute to creating economies of scale that will enhance
competiveness and boost trade and investment and equip Africa to compete in the global
economy. The expected outcome is a positive impact on poverty alleviation and improvement
of the lives of the beneficiaries.
Eligibility to cost-sharing exemption
Grant resources outside the
PBA
Allocation
AfCoP is a virtual network with no proper resources. Thus far, the assistance to AfCoP has
come mostly from bilateral trust funds making the sustainability of its funding a key issue.
The project will contribute to creating conditions for sustainable financing for AfCoP. Source: Adapted from ADF/BD/WP/2008/139 on financing eligible RPG.
The eligibility of the project to the RPG mechanism was approved by OpsCoM in July 2011.
8
2.4. Project cost and financing arrangements
2.4.1 The total cost of the project is estimated at UA 9.98 million, net of taxes and
duties. Of this amount, UA 3.76 million (38%) is in foreign currency and UA 6.22 million
(62%) in local currency. The cost estimate includes 5% physical contingency, and price
contingency of 5%. A summary of cost by component of the project is presented in Table 2.4.
Table 2.4
Project cost estimates by component (in UA million)