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

1.3. Donor coordination .................................................................................................... 3

II – PROJECT DESCRIPTION ................................................................................................. 4

2.1. Project components ........................................................................................................ 4

2.2. Technical solution retained and other alternatives explored ....................................... 6

2.3. Project type ..................................................................................................................... 7

2.4. Project cost and financing arrangements ..................................................................... 8

2.5. Project’s target area and population ............................................................................. 9

2.6. Participatory process for project identification, design and implementation .............. 9

2.7. Bank Group experience, lessons reflected in project design ...................................... 10

2.8. Key performance indicators ......................................................................................... 10

III – PROJECT FEASIBILITY ............................................................................................... 11

3.1. Economic and financial performance ......................................................................... 11

3.2. Environmental and Social impacts.............................................................................. 11

IV – IMPLEMENTATION ...................................................................................................... 12

4.1. Implementation arrangements .................................................................................... 12

4.2. Monitoring .................................................................................................................... 16

4.3. Governance................................................................................................................... 16

4.4. Sustainability ................................................................................................................ 17

4.5. Risk management ......................................................................................................... 17

4.6. Knowledge Management ............................................................................................. 17

V – LEGAL INSTRUMENTS AND AUTHORITY............................................................... 18

5.1. Legal Instrument ......................................................................................................... 18

5.3. Compliance with Bank Policies ................................................................................... 18

VI – RECOMMENDATION ................................................................................................... 19

TABLE OF APPENDICES

Annex I: Program for Building Capacity on Managing for Development Results (MfDR) ..... 2

Annex II: Terms of reference of AfCoP secretariat ................................................................... 1

Annex III: Project Organization Chart ....................................................................................... 1

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).

RESULTS CHAIN PERFORMANCE INDICATORS MEANS OF

VERIFICATIO

N

RISKS/MITIGATION MEASURES Indicator (including CSI) Baseline Target

IMP

AC

T

Impact: Regional integration in

COMESA region and WAEMU sub-region increased

Compliance to convergence criteria

0% 50% of the countries supported

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

Total 231.0 412. 3 1 459.5 320.0 90.0 75.0 45.0 24.0 2 656.8

% 8.7 15.5 54.9 12.0 3.4 2.8 1.7 1.0 100

Source: AfCoP Secretariat Report, 2011

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.

7

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)

Component Cost (UA) %

Local Foreign Total Foreign Base

Component 1: Knowledge sharing 0.43 1.32 1.75 75.43 19.31

Component 2: Linking MfDR knowledge to regional

processes 0.97 1.16 2.13 54.46 23.51

Component 3: Synergies between regional and national

processes 3.50 0.08 3.58 2.23 39.52

Component 4: Project management 0.74 0.86 1.60 53.75 17.66

Total base cost 5.64 3.42 9.06 38.51 100.00

Physical contingency (5%) 0.29 0.17 0.46

Price contingency (5%) 0.29 0.17 0.46

TOTAL 6.22 3.76 09.98

2.4.2 The project will be financed by an ADF grant and contributions of the Bank,

the RMCs and the RECs. The Bank will provide the office space, equipment and other

logistical support to the AfCoP secretariat and will finance the salary of the program

coordinator. The RMC and RECs will contribute to the training workshops and provide

facilities to the project focal points. The respective contributions are as shown in Table 2.5.

Table 2.5

Sources of financing (in UA million)

Sources of Financing (UA) FE % LC % Total %

ADF grant

3.76

100.00

5.24

84.24

09.0

90.18

Bank (contribution mainly in kind) - - 0.42 6.75 0.42 4.20

RMCs and RECs - - 0.56 9.01 0.56 5.62

Total 3.76 5.66 09.98 100

Percentage 37.68 - 62.32

2.4.3 The cost of the project by category of expenditure is presented in Table 2.6.

Table 2.6

Project cost by category of expenditure

Services

Cost in million UA

Local Foreign Total cost

ADF Bank RMCs

&RECs ADF Bank ADF Bank

RMCs

&RECs

Consultancies 0.98 - 2.72 - 3.70 -

Workshop/Training 4.06 - 0.40 1.04 - 5.10 - 0.40

Operating Costs 0.20 0.42 0.16 0.20 0.42 0.16

Total cost 5.24 0.42 0.56 3.76 - 9.00 0.42 0.56

9

Table 2.7

Project expenditure schedule (UA million)

Components 2012 2013 2014 2015 Total

Component 1: Knowledge sharing 0.27 0.59 0.59 0.30 1.75

Component 2: Linking MfDR knowledge to

regional processes 0.60 0.61 0.58 0.34 2.13

Component 3: Synergies between regional

and national processes 0.06 2.07 1.10 0.35 3.58

Component 4: Project management 0.26 0.53 0.53 0.28 1.60

Total base cost 1.19 3.80 2.80 1.27 9.06

Physical contingency (5%) 0.06 0.18 0.14 0.07 0.46

Price contingency (5%) 0.06 0.18 0.14 0.07 0.46

TOTAL 1.31 4.18 3.08 1.41 9.98

2.5. Project’s target area and population

2.5.1 The direct beneficiaries of the project will be COMESA and WAEMU and their

member states. It will target AfCoP members, including public sector officials and experts,

civil society, the private sector, parliamentarians, local consultants, the media and academics.

The COMESA and WAEMU countries will be covered by Components 2 and 3 of the

project, with intensive capacity-building activities. It is expected that 15 000 people will be

trained. The priority for the training sessions will be given to the regional integration-related

institutions. At least one-third of participants in the training sessions will be women and at

least 10% will be young people from active women’s and youth associations in the

development field. In the COMESA region in particular, the project will also benefit the

Federation of National Associations of Women in Business for knowledge and experience

sharing on promoting trade facilitation. The indirect beneficiaries will be AfCoP members in

the non-COMESA and -WAEMU member countries (see the map in Appendix IV). They will

benefit from knowledge sharing from the online platform.

2.6. Participatory process for project identification, design and implementation

2.6.1 The process of the formulation for the proposed operation has been highly

participatory. The project originated from the national CoPs events in the eight countries in

which more than 900 people participated, including 203 women and the representatives of

public administrations, civil society, parliaments, the private sector, academia, the media and

development partners. They called for a sustainable funding for AfCoP and linking the

support to key institutional reforms to build the African countries capacity on MfDR. The

project concept note was endorsed during consultations in Tunis in November 2010 with the

AfCoP Core Management Team and during AfCoP’s fourth annual meeting in May 2011 in

Nairobi. AfCoP members welcomed the initial proposal but raised some concerns about the

institutional arrangements, mainly the proposal to transfer the AfCoP secretariat to the

ACBF. They emphasized the necessity for delivering high-quality services similar to those

provided so far by the AfCoP secretariat at the World Bank. They suggested the Bank group

host and coordinate the AfCoP support, as the other regional banks are doing with their

regional CoPs. These suggestions have also been taken into account in the design of the

project. The two RECs (COMESA and WAEMU) have also been consulted through a

participatory process.

10

2.6.2 AfCoP members will be involved closely during the implementation of the

project, as its activities will be integrated into the AfCoP work program. Its

implementation will be coordinated by the AfCoP secretariat and monitored by the AfCoP

Core Management Team (CMT) during its bi-monthly meetings through call conferencing.

The Annual Progress Report will be submitted to the AfCoP annual meetings.

2.7. Bank Group experience, lessons reflected in project design

2.7.1 The Bank has supported AfCoP since its creation in 2007. Through the ORQR’s

administrative budget, the Bank has contributed to moderating the bimonthly AfCoP CMT

meetings through audio conferencing to follow up the implementation of the work plans. The

Bank sponsored the participation of AfCoP members in international MfDR events in order

for them to bring knowledge back into the community. With the support of the Canadian

Technical Assistance Fund, the Bank assisted in the creation of the national CoPs in Burkina

Faso, Côte d’Ivoire, Democratic Republic of Congo, Kenya, Mali, Niger, Senegal and

Zimbabwe, which promoted the results agenda in their respective countries.

2.7.2 Lessons learnt from the Bank’s support to AfCoP in particular the project

financed with the Canadian Technical Assistance Fund have informed the design of the

proposed project. The lessons from the PCR of that project (Technical Annex C3) include:

(i) the importance of a mutual learning approach with knowledge sharing, exchanges of

experiences and good practices, peer to peer training and coaching in disseminating good

practices; (ii) the relevance of readiness assessments in improving the understanding of

MfDR capacity gaps of countries and developing action plans; (iii) the importance of

increasing the number of women in the CMTs of national CoPs; and (iv) the key role of field

offices in establishing national CoPs, fostering the buy-in of the national authorities and

providing logistical support. The experiences of the Inter-American Development Bank

(IADB) and the Asian Development Bank (ADB) to integrate the support to the CoPs in

regional country capacity building programs have also been taken into account.

2.7.3 Lessons have also been drawn from the retrospective evaluation of AfCoP

(Technical Annex C4). Specific lessons include: (i) complementing the online discussions

with face-to-face activities owing to the Internet access challenges in Africa, in order to

extend the audience of the AfCoP for a greater impact; (ii) targeting decision-makers at the

highest level to secure support from top management and ensure success to MfDR

implementation; (iii) attracting young professionals to AfCoP, as they are likely in the future

to occupy important positions in governments, academia and the private sector; and (iv)

giving priority to leadership as one of the topics to be discussed on the online platform, and

also in the training events in order to foster buy-in of top management and secure strong

MfDR ownership.

2.7.4 These lessons have been taken into account in the design of the project. This was

done through the following: (i) linking of the AfCoP support to key strategic priorities for

Africa, namely the regional integration; (ii) strengthening of knowledge sharing and mutual

learning; (iii) a significant number of women in the core management teams of the national

CoPs; (iv) the readiness assessment to establish baselines and identify performance gaps; (v)

the involvement of the field offices in the project implementation process; (vi) priority given

to face-to face activities, including seminars to high-level decision makers, and young

professionals; and (vii) training sessions on leadership for results, which will be widely

promoted to engage political decisions makers as well as non-state actors including women

and youth organization in the regional integration processes.

11

2.8. Key performance indicators

2.8.1 The project results-based logical framework contains key impact and outcome

indicators. The main expected results are related to: (i) increased effectiveness in

implementing the regional policies in WAEMU and COMESA member states; and (ii)

strengthened MfDR capacity of WAEMU and COMESA and their member states. The

readiness assessment will enable the establishment of baseline and the performance standards

and will also help set the targets. Progress towards achieving the results will be monitored

annually through the reports and operational plans of the RECs and through the monitoring

system put into place by the AfCoP M&E team.

III. PROJECT FEASIBILITY

3.1. Economic and financial performance

3.1.1 The project will contribute to improving business environment and trade

facilitation and to promoting economic growth. It will also enhance regional integration,

thus leading to improved competiveness, increased cross border and intra-African trade and

more investment, in turn leading to stronger and more inclusive economic growth.

3.1.2 The project will contribute to promoting South-South cooperation,

development effectiveness and capacity development. AfCoP brings together results

practitioners from all development fields to promote the results agenda in Africa. It allows

members to share their successes and challenges in creating a results culture in their own

institutions. It offers solutions to similar challenges to members and enables them to learn

from each other and to share good practices on MfDR. Each participant is expected to

influence the results-orientation in his/her work place, thereby contributing to improving the

performance of public service management, which will positively affect the living conditions

of the populations.

3.1.3 The project is cost effective in its approach to building capacity for MfDR. The

project proves to be cost-efficient when compared with other given alternatives. In fact, the

average unit cost of similar training sessions offered in Africa is 3.5 times higher than the

average unit cost of the total project8, and the cost of the knowledge products delivered

during the previous phase is 1.5 times higher than similar outputs of the project. This analysis

indicates value for money spent by the Bank on the project compared with the great output

and impact of the project in the RMCs and the RECs.

3.2. Environmental and social impacts

3.2.1 Environment and climate change: The project will have no adverse impact on the

environment or climate change. However, the methodologies developed could help assess

the impact of programs on environment and climate change and make them more results-

oriented. The regional approach will add value, as the environmental problems to be

addressed are mostly cross-boundary issues.

8. The average unit cost of similar courses proposed by an International Training Institute for Kenya and Tanzania is USD 3 600, while the

average cost of the project is estimated to be less than USD 1 000. The cost of the knowledge component of the previous phase was

USD 2.6 million, against USD 1.75 million for the project.

12

3.2.2 Gender: By building capacity on MfDR, the project will increase the focus on

gender issues and strengthen the gender-based planning, budgeting, monitoring and

evaluation, and reporting systems. This will help improve the odds of achieving tangible

results on gender equality and women’s empowerment. It will promote gender balance in its

activities. The number of women will be increased significantly in the CMTs of the national

CoPs and in the MfDR training sessions, where their share will rise from 22% in 2011 to 33%

in 2015. Women will play a critical role in the regional clusters, where they will conduct

advocacy actions to deepen regional integration processes and make it gender-sensitive.

Specifically, in the COMESA region, women in small businesses such as those in cross-

border trade, wholesaling, retailing, agro-business, agro-processing and handicrafts among

many others face a number of challenges to sustain their businesses in the long term. So, they

will play a significant role in the trade-facilitation process supported by the project.

3.2.3 Social: The project will promote regional integration to reduce poverty in the

COMESA and WAEMU regions. By improving the business environment and trade

facilitation, the project will contribute to creating more job opportunities and revenues. This

will help improve the livelihoods of the beneficiaries and will have a positive impact on

alleviating poverty. By Building capacity on MfDR, the project will improve the targeting of

social goals including MDGs, allocation of resources, risk management and monitoring

progress towards achieving expected results.

3.2.4 Involuntary resettlement: There will be no resettlements (voluntary or

involuntary). All project activities are related to capacity building (online discussions,

training events, peer-review meetings).

IV. IMPLEMENTATION

4.1. Implementation arrangements

Implementation structure

4.1.1 The overall coordination and management will be handled by the Bank through

the OSHD and ORQR departments. The AfCoP secretariat -- to be transferred from the

Results Department of the World Bank to the ORQR Department of the Bank, as mutually

agreed with the AfCoP Core Management Team, the World Bank and the Bank -- will take

the responsibility of coordinating project implementation and implementing Components 2,

3, and 4 of the project. The AfCoP secretariat (Appendix II) will work closely with the

relevant departments in the Bank, the field offices, the ACBF, the AfCoP CMT, the national

and regional CoPs and the RECs in implementing the project. The AfCoP secretariat will

include a program coordinator who will coordinate the MfDR capacity-building program of

the RMCs, a project manager who will be in charge of the technical implementation of the

project, an AfCoP facilitator who will assist the AfCoP CMT in implementing its work

program and an assistant who will handle the administrative and logistic aspects.

4.1.2 The AfCoP secretariat will ensure linkages between AfCoP’s action plan and

the Bank Group strategic priorities and operational processes. The AfCoP secretariat will

work with the regional departments and Field Offices to implement the project’s regional and

national components. At the Bank level, a steering committee will be composed of

representatives of several departments -- EADI, ESTA, FFCO, GECL, ONRI, ORQR, OSGE,

OSHD and relevant RDs -- will oversee the implementation. Synergies will be developed

13

with Bank’s financed projects, mainly the multinational project for strengthening the

statistical capacity of RMCs being implemented by ESTA. There will also be linkages with

the EADI’s training programs. The AfCoP secretariat will prepare and submit biannual

progress reports to the steering committee, which will provide policy oversight and guidance

on the implementation of the project.

Regional and national steering committees

4.1.3 At the regional level, a forum of permanent secretaries will be established as the

project steering committee. This committee will oversee the implementation of the project

in coordination with the RECs. It will be composed of the permanent secretaries of relevant

ministries (ministry in charge of integration, finance and planning from each country) and

will include the CMT of the regional CoP in the regions. It will be supported by focal points

within the RECs. In COMESA, the M&E Unit will be the project focal point and in WAEMU

the focal point will be the Strategic Planning Unit. These focal points will work with internal

committees composed of the relevant departments to be constituted by senior management of

both RECs and approved by the Bank.

4.1.4 At the country level, members of the regional steering committee of each

country will form the national steering committee to oversee the implementation of the

project. The members of the CMT of the national CoP, including women, will be members

of the national committee. Permanent secretaries of the ministry in charge of regional

integration in each country will act as focal points. The focal points at the regional and

country levels will be assisted by a consultant financed by the project and will work closely

with the AfCoP secretariat and the Field Offices.

The role of the African Capacity Building Foundation (ACBF)

4.1.5 The Knowledge and Learning Department in the ACBF will take the overall

responsibility in implementing Component 1 of the project. In order to increase the

implementation capacity of the department, an AfCoP coordinator and a webmaster/content

administrator will be hired using project resources. The ACBF will be responsible for

managing the AfCoP platform. The other departments of the ACBF, such as Finance, IT,

Procurement, and Monitoring and Evaluation will provide the required supports in their

respective areas. The implementation agreement between the AfDB and the ACBF will

include the details of the implementation arrangements, and the roles and responsibilities of

the AfDB and ACBF in implementing Component 1 of the project.

Procurement arrangements

4.1.6 All procurements financed by the Bank will be in accordance with the Bank's

Rules and Procedures for Procurement of Goods and Works or, as appropriate, Rules

and Procedures for the Use of Consultants. Table 4.1 provides a summary of procurement

arrangements, and the details are provided in Technical Annex B5.

14

Table 4.1

Summary of procurement arrangements (in UA million)

Shortlist* Other** Non -

Bank

Funded

Total

1 Consulting services

Online discussion experts

Short-term consultants for MfDR guidelines

AfCoP coordinator at ACBF

Web content administrator

Recs online platform ( COMESA and WAEMU)

Developing methodology of readiness assessment and validation

RECs support consultants (COMESA and WAEMU)

AfCoP facilitator

Project manager

Assistant

Project audit

1.49

0.07

0.20

0.23

0.11

0.07

0.13

0.38

0.18

0.11

0.76

0.38

0.38

2.25

2 Training/workshops/conferences

Africa Fora on MfDR

AfCoP annual meetings

Participation in MfDR international fora

Establishing two regional CoPs (COMESA and WAEMU)

Permanent secretary forum

Training of coachers

Coaching on the implementation of the improvement of the

action plans

Regional peer-review meetings

Establishing regional thematic clusters

Regional training events

RECs MfDR readiness assessment

RECs MfDR trainings events

Establishing national CoPs

High-level workshops

Country readiness assessment on MfDR and policy implementation

Validation workshops

MfDR learning events

6.55

0.43

0.43

0.07

0.14

0.18

0.18

1.45

0.53

0.43

0.43

0.07

0.16

0.13

0.60

0.60

0.72

0.40

0.02

0.38

6.95

3 Operating Costs

Documents translation

Support to field events

Bank contribution ( mainly in kind)

RMCs & RECs contribution

0.62

0.10

0.10

0.42

0.16

0.16

0.78

TOTAL 2.25 7.17 0.56 9.98

*Shortlist refers to selection method for individual consultants and least cost selection (LCS) for project audit.

**Other refers to single source selection, cost associated with conferences and workshops, allowances for coaching by country

CoPs based national rates for similar assignments and operating costs (using Executing Agency Own Internal Systems).

Non-Bank-funded refers to contributions by RMCs & RECs, mostly in the form of office space and cost of the validation

workshops.

15

4.1.7 The ACBF will be responsible for the procurement of goods and consulting and

training services under Component 1, and the AfCoP secretariat will be responsible for the

procurement of goods and consulting and training services under Components 2, 3 and 4.

The procurement of service contracts (acquisition of training manuals, venues for meetings

and events, translation, workshop materials) will be carried out through bids. Consultants

(firms or individuals where needed and as approved by the Bank) shall be engaged through a

competitive process in accordance with the Bank rules. However, to ensure a quick project

take-off and a smooth transition, the AfCoP staff (individual consultants) currently operating

at the World Bank will be recruited through single-source selection to assist in the

coordination and implementation of the project at the Bank and at ACBF. The Bank is

satisfied with the recruitment procedures carried out for the AfCoP facilitator and the part-

time consultant currently working for the World Bank. Their performance has been assessed

as satisfactory and new assignments are a continuation of the earlier assignments. The Bank’s

Field Offices will assist the focal point at the RECs and country levels to carry out the minor

procurement activities related to training, and workshops.

4.1.8 Contracts for prior- or post-review will require specific documents. For prior-

review contracts, the following documents are subject to prior review procedures by the

Bank: (i) Specific Procurement Notices (Expressions of Interest); (ii) Tender Documents or

Requests for Proposals from Consultants; (iii) Tender Evaluation Reports or Reports on

Evaluation of Consultants Proposals; and (iv) Awarded Contracts. For post-review contracts,

procurement documents, including expressions of interest, solicitations of price quotations,

evaluation reports and contract awards and any other relevant information on procurement

processing, will be kept by the AfCoP secretariat and the ACBF for post review and audit

purposes.

Financial management, audits, funds flow and disbursement arrangements

4.1.9 The existing Financial Management Systems of the ACBF will be used to

handle (record, report and audit) the financial transactions of Component 1 of the

project. The approval of the project financial transactions will follow the ACBF approval

processes and all the financial transactions will be recorded in the books of accounts of the

ACBF. For Components 2, 3, and 4 of the project, the AfCoP secretariat and the other

relevant departments of the Bank will use the Bank’s Financial Management Systems to

handle the financial transactions. The AfCoP secretariat, in collaboration with FFCO and the

Field Offices, will process the financial transactions of the project following the Bank’s

financial rules and procedures. The financial transactions of the project for Components 2, 3,

and 4 will be recorded in separate books of accounts using the Bank's accounting system.

FFCO will prepare quarterly and annual special-purpose project financial statements.

4.1.10 The audited financial statements of the ACBF will be submitted to the Bank

within six months after the end of each fiscal year. The annual special-purpose project

financial statements will be audited by the Bank's external auditors and will be issued within

six months after the end of the fiscal year.

4.1.11 The Bank will release the amount allocated for Component 1 of the project to

the ACBF in three annual tranches. The implementation agreement between the Bank and

ACBF will indicate the amount of each tranche. Each tranche will be transferred to the main

bank account of the ACBF, and ACBF has agreed to maintain a subsidiary ledger to show the

movement of the receipts for Component 1. The ACBF will submit regular Quarterly Project

16

Progress Reports, including financial reports, to the Bank. The AfCoP secretariat, in close

collaboration with FFCO and Field Offices, will use the Bank’s rules and procedures in

disbursing funds for Components 2, 3, and 4. Details of the disbursement arrangements are

indicated in the Technical Annex B 4.

4.2. Monitoring

4.2.1 Monitoring will be done jointly by the Bank and the AfCoP CMT, with support

from the AfCoP secretariat. The AfCoP annual work plan will include project activities for

the year. The CMT will work with the focal points in COMESA, WAEMU, ACBF and in the

countries with the support of the AfCoP secretariat to develop the annual work plan, follow

up its implementation and submit progress reports twice a year to AfCoP members. The

AfCoP secretariat will prepare biannual specific reports on the implementation of the project

to be submitted to the Bank’s Steering Committee. Table 4.2 shows the detail sequence of

monitoring activities.

Table 4.2

Monitoring schedule

4.3. Governance

4.3.1 The ACBF financial-management systems are well-developed and capable of

managing the resources of the project. The Finance Department has well-experienced and

qualified staff. The ACBF's annual financial statements have been audited by reputable

independent external auditors. The ACBF's audited financial statements will include the

financial transactions of Component 1, and the amounts disbursed by the Bank will be shown

in the notes to the accounts. The audited financial statements will be submitted to the Bank

within six months after the end of each fiscal year. For Components 2, 3, and 4, the Bank will

Time frame Milestone Monitoring process/

feedback loop

April 2012 Board approval ADF

April 2012 Signing of grant agreement ADF

May 2012 Signing the implantation agreement with ACBF ACBF and ADF

June 2012 Grant effectiveness ADF

July 2012 AfCoP annual meeting/project launching AfCoP secretariat

September 2012 Launch of the regional CoPs AfCoP secretariat, COMESA,

WAEMU

October 2012 Permanent Secretary Forum AfCoP Secretariat, COMESA,

WAEMU

November 2012 Training AfCoP secretariat,

December 2012 Launch of readiness assessments AfCoP secretariat, national CoPs

January 2013 First Africa Forum on MfDR AfCoP secretariat, ACBF

March 2013 Launch of regional clusters AfCoP secretariat, WAEMU,

COMESA

December 2013 First Regional Peer Review meeting AfCoP secretariat, WAEMU,

COMESA

December 2014 Second Regional Peer Review meeting AfCoP secretariat, WAEMU,

COMESA

June 2016 Submission of PCR AfCoP secretariat

17

use its own financial-management systems. The financial transactions of the project will be

recorded in separate books of accounts using the Bank's computerized accounting systems.

The financial transactions will be subject to the Bank's internal and external auditing

procedures.

4.4. Sustainability

4.4.1 The existing national CoPs benefitted from the support of their governments.

Therefore, their governments will assist in securing funds through their own means or with

local donors to ensure the full implementation of action plans of the national CoPs, as the

project will finance partly these action plans. The two RECs (COMESA and WAEMU) have

committed to supporting the regional CoPs and have ensured strong partnership to advance

results agenda at the regional level. The national CoPs will also develop activities that could

help them find resources to fund their work programs. Incentives will be provided to active

AfCoP members through participation in international MfDR events, awards to best country

cases and opportunities to share country experiences during the creation of national CoPs.

The AfCoP online platform will be merged with the knowledge networks of ACBF at the end

of the project for sustainability of the project.

4.5. Risk management

4.5.1 The risks and associated mitigation measures were assessed during the project

formulation process. They are indicated in table 4.3.

Table 4.3

Risks and mitigation measures Risk Rating Mitigation measures

Commitment is low among government

officials.

M The regional peer review meetings and the advocacy

actions of the regional cluster will foster the

engagement of the RECs’ member states.

Partnerships of the national CoPs and the

governments are weak.

M The high-level seminars on MfDR will contribute to

mobilizing support from the policy makers at the

country level.

ACBF is not efficient in carrying out the

knowledge sharing activities.

L A transition plan will be conducted with the World

Bank to prepare ACBF to handle effectively the

knowledge sharing activities

The regional CoPs lack support from RECs. L The focal points within the RECs will be

strengthened to support the regional CoPs.

The national CoPs lack the capacity to

support the development and the

implementation of the country action plans.

L A group of facilitators will be given intensive

training to improve the development and

implementation of the action plans at country level. M: Medium. L: Low

4.6. Knowledge management

4.6.1 The project will generate and disseminate MfDR knowledge and 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

within Africa and all over the world; this is a major benefit of ICT-enhanced knowledge

sharing in the design of this project. Case studies, guidelines, analytical work and tools on

emerging good practices on MfDR will be developed and published online and in newsletters.

Regional and national CoPs, in partnership with the relevant RECs, will share good practices

on MfDR and regional policies through regional workshops, learning events at country-level

or regional and national online groups. Synergies will be developed with ACBF’s knowledge

networks to ensure continent-wide dissemination of MfDR good practices.

18

V. LEGAL INSTRUMENTS AND AUTHORITY

5.1. Legal Instrument

5.1.1 An ADF grant from the Regional Operations Envelope (Regional Public Goods,

RPGs) will be used to finance the project. The project is a Bank-executed operation in line

with the ADF guidelines on the financing of multinational operations. A protocol of

agreement will be signed between the African Development Fund and the African

Development Bank acting in its capacity as the administrator of the project. The overall

management of the grant will rest with the AfCoP secretariat at the Bank level. The Bank will

receive endorsement letters from COMESA and WAEMU confirming their support to the

regional CoPs. The Bank will sign an implementation agreement with the ACBF that will

include the details of the implementation arrangements, and the roles and responsibilities of

both parties.

5.2. Conditions associated with the Bank’s intervention

A. Conditions precedent to entry into force

5.2.1 The Protocol of Agreement shall enter into force upon satisfaction of the Section 10.01

of the General Conditions applicable to Protocols of Agreement for grants of the African

Development Fund.

B. Conditions precedent to first disbursement

5.2.2 The obligation of the Bank to make the first disbursement of funds shall be

conditional upon entry into force of the Protocol of Agreement and the fulfillment of the

following conditions:

(i) The signing of an implementation agreement with the ACBF to implement the

knowledge sharing component of the Project.

(ii) The reception of endorsement letters from COMESA and WAEMU

confirming their support to the regional CoPs.

(iii) The appointment of focal points by COMESA and WAEMU to coordinate the

project activities at the regional level.

C. Other condition

COMESA and WAEMU shall appoint members of the internal committees composed of the

relevant departments to work with the focal points at regional level.

5.3. Compliance with Bank policies

5.3.1 This project complies with all applicable Bank policies.

19

VI. RECOMMENDATION

Management recommends that the Board of Directors approve the proposed grant of

UA 9.00 million to finance the building capacity on MfDR in RMCs and RECs project.

This funding will be subject to the conditions stipulated in this report.

Annex I

Page 1/2

Program for building capacity on Managing for Development Results

I. Introduction

1. Building country capacity on managing for development results (MfDR) is a

key pillar of the Bank’s group results agenda. This derives from the conviction that the

countries are the places where development results are generated and that our ability to show

results depends on their capacity to deliver them. So, the Bank uses MfDR to support the

Regional Member Countries in implementing their ongoing institutional reforms.

2. African countries have made efforts in providing an enabling environment for

sustainable development, but in most cases development results are not following

through. The weaknesses in the implementation of the policies defined could be one reason

for not seeing a link between policies and results. Lack of political commitment, limited

capacity and absence of accountability are identified as some of the causes of the

implementation challenges, and the MfDR approach is considered instrumental to

overcoming these challenges.

II. MfDR process

3. MfDR is a management approach oriented towards achieving development

targets using performance data to improve decision-making. It uses technical tools such

as strategic planning and results-based budgeting, risk management, monitoring progress and

evaluation of development outcomes. In fact, MfDR is not purely a technical tool. It is also a

comprehensive way of thinking and a change-management process that makes outcomes and

results at central focus in development management. As such, the MfDR process requires

solid management systems, political buy-in and empowerment of people to make

governments accountable for results. Hence, development capacity, top-level commitment

and citizen participation are fundamental. The process needs leaders, champions and change

agents at all levels of the government to take this change-management initiative forward. The

African Community of Practice for Development Results is considered a key driver of

change.

4. The African Community of Practice for Development Results (AfCoP) is a

virtual network of MfDR practitioners created in 2007. Its mission is to build African

Capacity on MfDR through sharing knowledge, good practices, building strong mutual

learning relationships with MfDR practitioners in Africa and around the world. Its

membership consists of public administration staff, parliamentarians, civil society, the private

sector, academia, the media and local donors. They are seen as change agents that contribute

to empowering the societal actors through MfDR learning and knowledge in order to effect

transformational and sustainable change in their institutions, which in turn support

achievement of development goals. AfCoP is considered as a primary source of good practice

on MfDR in Africa and is instrumental in improving the national development processes

through its national chapters.

III. The regional dimension of the MfDR

5. 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. AfCoP will help the

Annex I

Page 2/2

regional economic communities (RECs) and their member countries to accelerate the

implementation of regional policies and programs by using MfDR approach, in order to

promote the regional integration. Some of the challenges that regional integration in Africa

faces are a lack of political engagement, limited policy convergence, weak capacity of the

RECs and lack of involvement of non-state actors. AfCoP will assist in promoting political

leadership for results, strengthening regional and national capacities and systems, and

engaging non-state actors to hold policy makers accountable for results.

6. AfCoP will help build the capacity of RECs and their member countries. It will

accompany them to: (i) undertake readiness assessment of selected regional policies to

determine the current status of their implementation in order to establish baseline against

which progress will be measured; (ii) identify the performance gaps against shared standards

and agreed regional targets; (iii) develop and implement strategies and action plans to

overcome the countries’ shortcomings; (iv) train coaches at the regional level, who in turn

will train people at the country level, namely the staff of the regional integration-related

institutions; and (v) monitor and report on the implementation of the action plans using a

series of common indicators and common reporting formats.

7. Regional peer-review systems will be established to examine in a participatory

manner the performances of the countries in implementing their action plans. Such

reviews will be opportunities for sharing experiences and mutual learning between the

member countries, and the non-performing countries will be given concrete advice on how to

catch up. They will also enable the non-state actors to hold the governments and the RECs

accountable for better results in regional integration.

8. The MfDR process will be applied to the two RECs (COMESA and WAEMU)

as the countries with national CoPs or those their AfCoP members expressed interest to

establish national CoPs, following the survey carried out by the Bank, come from these two

RECs. Strategic areas specific to each REC were selected after consultations with each of

them to assist in speeding the implementation of their related regional policies.

9. For COMESA, strategic areas of partnership were agreed upon. These include:

(i) improving the business environment to attract investment both national and foreign to

promote economic growth, and job creation to reduce poverty; (ii) supporting trade

facilitation to remove trade barriers; (iii) strengthening its MfDR capacity and its member

states to enhance their performance in designing, implementing and monitoring results-

oriented regional policies, programs, and projects; and (iv) promoting knowledge sharing on

trade facilitation through a regional online platform to share experiences and good practices.

10. Strategic areas of partnership were agreed upon with WAEMU as well. They

include: (i) developing the regional market in order to promote an attractive investment

environment; (ii) improving the performance of member states in the implementation of

regional policies and reforms, including reforms of public finances; (iii) promoting a culture

of MfDR within the institution; and (iv) promoting knowledge sharing on public financial-

management reforms through a regional online platform to share experiences and good

practices.

Annex II

Page 1/1

Terms of reference of AfCoP secretariat

1. The AfCoP was launched in February 2007. It is a bilingual

(Francophone/Anglophone) community of more than 2 000 members from 43 African

countries and 44 countries from other continents. Members are practitioners of MfDR

working for African governments, parliaments, civil society, academia, the media, local

donors and as independent experts in the field.

2. The AfCoP’s goal is to build African MfDR capacity through sharing

experiences and development solutions for results, networking and building strong learning

relationships with MfDR practitioners in Africa and around the world. The AfCoP online

platform (www.cop-mfdr-africa.org) plays a key role in organizing knowledge sharing

activities.

3. The AfCoP is led by a volunteer Core Management Team of twenty-seven

AfCoP members. The CMT sets priorities, prepares and implements the annual work plan,

and meets regularly to monitor implementation. It is composed of five working groups

(Knowledge Management, Regional and National Chapters, Communications and Advocacy,

Partnerships, Monitoring and Evaluation) and four thematic groups (Leadership,

Accountability and Partnerships, Planning and Budgeting, Monitoring and Evaluation

including Statistics). The CMT and the entire AfCoP is primarily supported by a small

secretariat.

4. The AfCoP secretariat will:

Coordinate the implementation of AfCoP project including the MfDR

knowledge sharing component with ACBF;

Facilitate the dialogue with the regional economic communities (RECs);

Assist in the establishment of regional and national CoPs;

Co-organize with ACBF the annual African Forums on MfDR;

Organize the high-level MfDR events at the country level;

Develop synergies between AfCoP and the Bank’s strategic priorities to

Work closely with regional departments and Field offices to support the

regional and national CoPs;

Prepare and submit a bi-annual progress report to the Steering Committee;

Coordinate the AfCoP’s Core Management Team activities;

Ensure the logistics of annual meetings and thematic workshops;

Organize AfCoP’s representation in MfDR-related events at the international

level and support fund-raising campaigns for AfCoP.

5. The AfCoP secretariat staffing is composed of a coordinator who is a Bank staff

member and of three consultants: the AfCoP facilitator, project manager and an

assistant.

Annex III

Project organization chart

Steering Committee

ORQR

AfCoP Secretariat

AfCoP Core Management Team

ACBF COMESA Focal point

WAEMU Focal point

COMESA Regional CoP

WAEMU Regional CoP

COMESA Member Countries Focal points

WAEMU Member Countries Focal points

National CoPs National CoPs

Annex IV

Map of AfCoP membership