CAPACITY DEVELOPMENT

IN AFRICA

MANAGEMENT ACTION PLAN FY06 – FY08

Africa Region July 12, 2006

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Capacity Development in Africa: Management Action Plan

We often talk about building institutions or building capacity…. That sort of suggests you can come in like an outside contractor and bring some bricks and mortar and you construct capacity. It does not work that way. You grow it. It’s got to be indigenous. It’s got to have indigenous roots…. You can help people do it. But they need to do it themselves. Paul Wolfowitz

Capacity Development in Africa: Management Action Plan

Abbreviations and Acronyms

AAA Analytical and advisory activities AAP Africa Action Plan ACBF Africa Capacity Building Foundation ACGF Africa Catalytic Growth Fund AERC African Economic Research Consortium AfDB African Development Bank AFRVP Africa Region, Office of the Vice President AFRCE Africa Region, Office of the Chief Economist AFRCDs Africa Region Country Departments (CD1–CD15) AFRC16 Africa Region Country Department for Regional Integration AFTFM Africa Region Financial Management Unit (in AFTQK) AFTHD Africa Region Human Development Sector Department AFRPG Africa Region Partnership Group AFTPI Africa Region Finance, Private Sector and Infrastructure Department AFTPM Africa Region Poverty Reduction and Economic Management Sector Department AFTPC Africa Region Procurement Unit (in AFTQK) AFTPR Africa Region Public Sector and Capacity Building Sector Management Unit AFTPS Africa Region Private Sector Management Unit AFTQK Africa Region Operational Quality, Results and Learning Department AFTSD Africa Region Environment and Socially Sustainable Development Sector Department AFIK Africa Knowledge Innovations Fund APF African Partnership Forum APRM African Peer Review Mechanism AU African Union CAS Country assistance strategy CDD Community-driven development CDMAP Capacity Development in Africa Management Action Plan CIDA Canadian International Development Agency CFAA Country Financial Accountability Assessment CLEAA Capacity Development and Linkages for Environmental Assessment in Africa COMESA Common Market for Eastern and Southern Africa CPAR Country procurement assessment report CPIA Country policy and institutional assessment DEC Development Economic Department DFID Department for International Development (UK) EAC East African Cooperation ECOWAS Economic Community of West African States ESSD Environment and Socially Sustainable Development Network EU European Union FAC French Agency for Cooperation GDLN Global Distance Learning Network HDN Human Development Network HIPC Highly Indebted Poor Country Initiative HIV-MAP HIV Multisectoral AIDS Program IDA International Development Association IDF Institutional Development Fund IEG Independent Evaluation Group

IFC International Finance Corporation IMF International Monetary Fund INF Infrastructure Network ISN Interim strategy note LEG Legal Department MDGs Millennium Development Goals M&E Monitoring and Evaluation MIGA Multilateral Investment Guarantee Agency NEPAD New Partnership for Africa’s Development OED Operations Evaluation Department OPCS Operations Policy and Country Services Network OECD-DAC Organization for Economic Cooperation and Development – Development Assistance

Committee PACT Partnership for Capacity Building in Africa PEFA Public expenditure and financial accountability PETS Public expenditure tracking survey PFM Public finance management PER Public expenditure review PREM Poverty Reduction and Economic Management Network PRS Poverty reduction strategy PRSC Poverty Reduction Support Credit PSCAP Public Sector Capacity Building Program PSRP Public Service Reform Credit SADC Southern African Development Community SIDA Swedish International Development Agency SPA Strategic Partnership for Africa STATCAP Statistical Capacity Building Program SWAPs Sectorwide approaches UNECA United Nations Economic Commission for Africa UNESCO United Nations Educational, Scientific and Cultural Organization WBI World Bank Institute

Capacity Development in Africa: Management Action Plan

Table of Contents Page Number

Executive Summary i Part A: Background, Issues, Responses and Feedback Introduction 1 Background 1 The Issue 1 The Response 1 Lessons 2 The Africa Action Plan (AAP) 2 Consultations and Feedback 3 Part B: The Capacity Development Management Action Plan (CDMAP) Foundations of the CDMAP 7 OUTCOME 1: More Reliable and Accountable Public Financial Management Systems CDMAP Action 1: Public Financial Management and Public Procurement 8 CDMAP Action 2: Participation of Social Actors 12 CDMAP Action 3: Strengthening Oversight Capacity of Parliaments 13 CDMAP Action 4: Strengthening Oversight Capacity of Media 13 OUTCOME II: Effective Delivery of Public Services CDMAP Action 5: Supporting Justice Sector Institutions 14 CDMAP Action 6: Reforming Public Service Systems 15 CDMAP Action 7: Scaling-up Support to Local Governments 17 CDMAP Action 8: Increasing the Retention of Doctors and Nurses 20 OUTCOME III: Developing Skills for Growth and Competitiveness CDMAP Action 9: Supporting Regional Integration 23 CDMAP Action 10: Supporting African Business Schools 24 CDMAP Action 11: Supporting Tertiary Education: Science and Technology 25 OUTCOME IV: Delivering Essential Services in Post-Conflict Countries CDMAP Action 12: Growing Capacity in Post-Conflict States 28 OUTCOME V: Effective Management and Monitoring of Results CDMAP Action 13: Country National Development Strategies 31 CDMAP Action 14: Strengthening Country M&E Capacity 31 CDMAP Action 15: Aligning PRSPs and CASs 32 CDMAP Action 16: Real Time Results Training and Sustained Management Support 33 DOING BUSINESS DIFFERENTLY for Greater Effectiveness and Results CDMAP Action 17: Harmonizing Support for Technical Cooperation 34 CDMAP Action 18: Adapting Business Lines and Instruments 34 CDMAP Action 19: Energizing the Partnership for Capacity Building in Africa 35 CDMAP Action 20: Creating Capacity to Manage the CDMAP 35

Part C: Results Measurement and Resource Requirements Monitoring Implementation Progress and Outcomes 36 Resource Commitments 37 Portfolio 37 Pipeline- CDMAP 40 Pipeline –Other Capacity Development 40 Annual Disbursements 41 Tables 1. Outline of CDMAP Actions by Outcomes and FY08 Country Coverage Targets 8 2. Number of Accountants and Auditors to be Trained: FY06-FY09 10 3. Procurement by Training Program and Year 11 4. Justice Sector Operations by Country 15 5. Potential Public Service Reform Target Countries by Key Reform Programs 16 6. Local Government Support by Key Programs and Countries 18 7. Resource Commitments to Capacity Development Activities: FY06-08 37 8. CDMAP Actions by Outcomes, Country Coverage Targets, and Resource Requirements: FY06–FY08 40 9. Actual and Projected Annual Disbursements for Capacity Development FY02-08 41 Boxes 1. Peer Learning and Exchanges: The Africa – Asia Link 6 2. Tanzania: Lessons of Experience in Successful Capacity Development 17 3. Unleashing Development Capacity in Post-War Sierra Leone through Devolution and Empowerment 19 4. Education, Science and Technology: The Backbone of the Korean Success Story 28 5. Liberia: Internal World Bank Partnership at Work in Post-Conflict Capacity Development 30 6. Impacts of Road Sub-sector Reform in Africa: The Tanzanian Example 39 Figure 1: Rwanda: Use of Assisted Deliveries over time 23 Annexes 1. Linkages of the CDMAP to the AAP and Recommendations of the Capacity Development Task Force 42 2. CDMAP Actions, Countries, FY08 Targets and Measurable Outcomes 46 3. Countries by CDMAP Actions 51

ACKNOWLEDGEMENTS

This report is the product of a Bank-wide team effort. It was prepared by a team led by Benno Ndulu and Richard Cambridge and a drafting team consisting of Pamela Khumbah, Sahr Kpundeh, Helga Muller, and Mark Nelson. Others who contributed are Guy Darlan, Frederick Stapenhurst, Kreszentia Duer, Minneh Kane, Sameena Dost, Denyse Morin, Guenter Heidenhof, Yongmei Zhou, Susan Plaza, Onno Ruhl, Edward Olowo-Okere, V.S. Krishnakumar, Arianna Legovini, Iradj Alikhani, John Ngwafon, Jee-Peng Tan, Agnes Soucat, Francois Nankobogo, and Panagiotis Tzanopoulos.

The team was guided by an Advisory Committee of Said Al Habsy, Demba Ba, Alan Gelb, Anthony Hegarty, Darius Mans, Haruna Mohammed, Tawhid Nawaz, Guy Pffermann, Sanjay Pradhan, and John Underwood.

Additional advisory assistance was provided by Hart Schafer, John Page, Sudhir Shetty, Yaw Ansu, Michel Wormser, John McIntire, Gerard Byam, Colin Bruce, and Madani Tall.

Gobind Nankani, Regional Vice President, Africa Region guided the overall effort.

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Capacity Development in Africa: Management Action Plan

Executive Summary “Capacity development” differs from “capacity building” by emphasizing the creation of the right conditions for capacity to grow and be effectively utilized and retained. This is consistent with the World Bank’s focus on country ownership, improved governance, and changing the way the Bank does its business to enable capacity to grow. From the perspective of a country, capacity development means creating space for learning by doing, using domestic accountability processes to create pressure for efficient government, and empowering social actors in the development of effective governance. —Task Force on Capacity Development in Africa i. Introduction. The slow pace of capacity development in Africa remains a binding constraint to poverty reduction efforts. Accelerated progress requires that Africans take the lead in capacity development and aid management, addressing capacity development as a governance challenge by creating space for participation and scrutiny by social actors and making capacity development a core area of country-led development strategies. ii. The purpose of this management action plan is to describe how the World Bank Group will respond to the challenges and opportunities for capacity development in Africa during FY06-08. It outlines an ambitious program that relies on both increasing the effectiveness of the substantial spending which is already devoted to capacity development and on working more effectively with others to ensure results from new resources. By focusing on monitoring and accountability for those results, this strategy will define more clearly how these actions will lead to a major shift in the way the World Bank and our partners approach this critical challenge. iii. Key lessons. In response to a request by African Governors, the Bank established in November 2004, a Task Force on Capacity Development in Africa. In September 2005, the task force issued the report Building Effective States, Forging Engaged Societies, which reviewed the recent experience of Bank support for capacity development in Africa and made recommendations on practical ways for African countries and their international partners to address the capacity agenda more forcefully and with a greater sense of urgency. Also in 2005, the Independent Evaluation Group (IEG) (formerly the Operations Evaluation Department published the report World Bank Support for Capacity Building in Africa, which emphasized the importance of approaching capacity development as a core objective of the Bank’s work, and ensuring that capacity development support be country owned, results oriented, and evidence based. In 2005 the Knowledge and Learning Group in the Africa Region issued the report Capacity Enhancement through Knowledge Transfer: A Behavioral Framework for Reflection, Action, and Results, which concluded that changes in Bank behavior and approaches to capacity enhancement were important. iv. These three reports emphatically concluded that the poor results from decades of support to capacity development in Africa were not so much a result of not knowing what to do. Rather, the challenge has been to recognize and be realistic about the long-term nature of capacity development and the importance of governance and partnership for getting results. It also has much to do with being strategic and selective in the application of financial resources earmarked for capacity development support across various types of countries, that is, pushing the frontiers of capacity development in the better-performing countries, using selective entry points in other countries, and building capacity from scratch in several conflict-affected countries. In sum, capacity development must be about raising the impact of all capacity development efforts by applying additional resources wherever required, but doing so in ways that are different than in the past. These new approaches are intended to generate durable

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improvements in individual, organizational, and institutional capacities for effective governments and engaged societies. v. Consultations and feedback. In addition to these reports, several additional lessons have been drawn from consultations with African leaders from government, civil society, and the private sector. These consultations took place in the preparation of the Africa Action Plan (AAP), as part of the Task Force on Capacity Development, and most recently in a series of dialogues on the proposed Capacity Development Management Action Plan (CDMAP). These country consultations provided a number of key messages: • The role of countries. Africans must take the lead in capacity development and aid management, and

the Bank’s interventions must be guided by this country-led process; therefore, capacity development from the Bank and other donors will be indicative and subject to change as countries refine their priorities

• The role of partners. The Bank is not the only actor in the area of capacity development. A true capacity-building partnership for Africa does not simply ask other donors to make more resources (trust funds and technical assistance) available, but must recognize that in several areas of the capacity development agenda, donors other than the Bank have comparative advantages, better country knowledge, and wider experience.

• The role of the private sector. The public sector is not the only player in the provision of essential

services. Tapping more effectively into the capacities of communities, religious organizations, and private firms creates new avenues for sustainable capacity development. These nongovernmental players already provide health and education services, for example, to augment or sometimes substitute for the public sector’s capacity to deliver.

• The role of the Bank and its comparative advantages. The comparative advantages of the Bank in

capacity development are its global and Africa experience and knowledge, financial resources, and convening power for mobilizing international commitments to and support for the new capacity development paradigm and regional programs. The Bank also plays a critical role by setting an example, harmonizing its support with other donors, and helping countries take the lead in making sure that all international support is aligned with country-driven priorities.

• Improving governance and controlling corruption. Capacity development results would be difficult to achieve without addressing the broader question of governance including the specific issue of corruption. At the same time, progress in the effort to improve governance and reduce corruption requires increased capacity in many countries. For these reasons, CDMAP is strongly intertwined with this institutional priority of the Bank. On-going work to articulate the Bank’s policy on governance and corruption will provide further guidance to implementation of CDMAP, and anticorruption will be addressed in a manner that is fully consistent with the Bank’s overall multi-pronged strategy.

vi. The Africa Action Plan. In September 2005, the Bank approved the Africa Action Plan (AAP), which promised that the details on the capacity development actions would emerge from the findings and recommendations of the Task Force on Capacity Development in Africa, and that the key and critical of these actions would be undertaken during the IDA14 implementation period (FY06–08). The AAP has four pillars: results management, building capable states and improving governance (including implementation of recommendations of the Task Force on Capacity Development in Africa), increasing shared growth, and leveraging the IDA-14 partnership.

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vii. The Capacity Development in Africa Management Action Plan. CDMAP is primarily an implementation plan for the capacity development components of the AAP. It includes the organizing framework for Bank support to capacity development activities in Africa and a mechanism to inform the Board of Executive Directors on progress made by management in implementing capacity development programs. The latter will be done within the framework for reporting progress in implementing the AAP. viii. CDMAP is, therefore, a derivative of the AAP and the recommendations of the Bank Task Force on Capacity Development in Africa. It includes 20 actions. Foremost, CDMAP draws on actions already identified under the four major pillars of the AAP (annex 1). The primary focus of CDMAP is on five specific goals and outcomes, which are core to the development of effective states and engaged societies in Africa. These are (a) more reliable and accountable public financial management systems, (b) improved capacity for the effective delivery of public services, (c) better and more appropriate skills to support growth and competitiveness, (d) capacity to deliver essential services in post-conflict countries, and (e) improved capacity for country leadership for more effective management and monitoring for results. CDMAP also covers ways in which the Bank will do its business differently for greater effectiveness and capacity development results. CDMAP is, therefore, organized as shown in the table below and in annex 2. ix. Results. Getting results will depend as much on the effectiveness of how the support is provided and implemented as on the magnitude of support. Five main interventions will help to ensure that good outcomes do flow from the above actions. These are (a) explicit measurement and monitoring of capacity development outcomes as an incentive for results, (b) a greater focus on the demand side to strengthen domestic pressure for results through involvement of civil society and improved access to information, (c) increased use of local capacity to allow space for learning by doing, (d) strong partnerships to ensure complementarities and reduction of waste, and (e) strengthening the Bank’s knowledge base, adaptation of procedures, quality assurance processes, and staff incentives for ensuring results in this area. x. As with the AAP, CDMAP has two levels of monitoring indicators: one set of indicators monitors short- to near-term outputs and deliverables in FY06-08, and the other covers several higher-level indicators, which measure outcomes or results from actions taken by the partner country, the Bank, and development partners (annex 2). xi. Resource commitments. About $3.4 billion1 of net IDA commitments in the portfolio to FY05 is already dedicated to capacity development and another $5.4 billion from new lending (pipeline) in FY06–08 will be channeled to capacity development activities as shown in the table below.

Resource Commitments to Capacity Development Activities Pipeline

(New lending FY06–08)

Portfolio (as of end

FY05)

CDMAP Focus Areas

Other Capacity Develop-

ment Non–Capacity Develop-ment

Total net commitment amount (billions of dollars) 15.4 14.1 Amount dedicated to capacity development activities (billions of dollars)

3.4 3.2 2.2 (8.7)

Capacity development (percent of net commitment)

22 38

xii. During FY06–08, the Bank is projected to provide new commitments of about $14.1 billion to Africa. Of this amount, about $3.2 billion will be committed through new lending for CDMAP as shown in the table below. IDA will commit a further estimated $2.2 billion to support other capacity 1 Unless otherwise noted, all dollar amounts are U.S. dollars.

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development activities within investment operations. The proportion of the portfolio dedicated to capacity development will increase from 22 percent at the end of FY05 to 38 percent by the end of FY08. It is expected that this total level of Bank commitment will generate a further $1.5 billion in co-financing with other partners.

CDMAP Actions by Outcomes, County Coverage Targets, and Resource Commitments: FY06–08

Focus Areas FY08 Country Coverage Targets

IDA Resource Commitments (US$ millions)

Outcome I: More reliable and accountable public financial management systems. 683.6 Action 1. Strengthening public financial management and accountability including

public procurement. 18 countries 492.4

Action 2. Supporting the participation of social actors and broadening the coalition for good governance and the fight against corruption.

7 countries

Action 3. Strengthening oversight capacity of parliaments and strengthening parliamentary networks.

7 countries

Action 4. Strengthening media environment and oversight capacity of the media. 7 countries

191.2

Outcome II: Improved capacity for effective delivery of public services. 1,300.0 Action 5. Supporting capacity development for justice sector institutions. 22 countries Action 6. Reforming public service systems. 24 countries Action 7. Supporting the development of local government systems. 14 countries

968.0

Action 8. Increasing the retention of doctors and nurses. 5 countries 325.0 Outcome III: Better skills for supporting growth and competitiveness. 807.3 Action 9. Supporting regional integration 4 RECs 62.0 Action 10. Supporting African business schools 7 countries 7.5 Action 11. Supporting tertiary education particularly science and technology 8 countries 737.8 Outcome IV: Build capacity to deliver essential services in post-conflict countries. 69.0 Action 12. Growing the capacity of post-conflict states to deliver essential services. 12 countries 69.0 Outcome V: More effective monitoring and management for results. 257.2 Action 13. Helping countries to undertake needs assessments and build outcome-

driven capacity sensitive national development strategies. 14 countries

Action 14. Adopting a results focus and strengthening country monitoring & evaluation and national statistical data management systems.

15 countries

Action 15. Ensuring that PRSPs and CASs include explicit focus on capacity development.

13 countries

252.2

Action 16. Real time training of Bank and partner country staff on results management.

14 countries 5.0

Doing business differently for greater effectiveness and capacity development results. 65.0 Action 17. Harmonizing support for technical cooperation. 5 countries 1.0 Action 18. Avoiding doing harm to existing capacity and phasing out of PIUs. 10 countries 1.0 Action 19. Energizing the Partnership for Capacity Building in Africa ( PACT). All countries 60.0 Action 20. Creating a CDMAP monitoring and management function in AFR. All countries 3.0* TOTAL 3,182.1

* Includes estimated cross-support from WBI, OPCS, DEC and HDN. xiii. In FY02-05, IDA disbursed about $900 million a year to support capacity development activities in Africa. It is estimated that with the increased financial commitment to capacity development, management attention, and implementation support provided by CDMAP, annual disbursements for

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capacity development will increase to about $1.1 billion in FY06, $1.3 billion in FY07, and about $1.4 billion in FY08. xiv. Implementation organization. AAP and CDMAP are institutional priorities. For successful implementation, the African Region (AFR) will collaborate with a range of stakeholders within and outside of the Bank. At the international level, strong partnerships will be further enhanced with OECD/DAC on the Paris Declaration and Paris 21 agreements on capacity development and statistical capacity; with the United Nations Development Program (UNDP), the Strategic Partnership for Africa (SPA), and bilateral donors on the country partnership framework and public service reform. Within Africa, AFR will work closely with the African Development Bank (AfDB) on regional integration and public goods; the New Partnership for Africa’s Development (NEPAD) on the governance agenda; and the United Nations Economic Commission for Africa (UNECA) and the Africa Capacity Building Foundation (ACBF) on peer learning and regional networks. xv. Within the Bank, six major partners are essential for successful implementation of key actions under CDMAP, that is, World Bank Institute (WBI) for needs assessments, involvement of social actors, and peer learning; Poverty Reduction and Economic Management Network (PREM) for governance and the development of country strategies; Development Economics Department (DEC) and the Operations Policy and Country Services Network (OPCS) for results measurement and monitoring and public financial management; and Human Development Network (HDN) and the International Finance Corporation (IFC) for science and technology and business education at the tertiary level. xvi. AFR will be responsible for the monitoring and management of CDMAP, and it will mobilize and coordinate resources with the above units to achieve the agreed objectives of this high priority institutional program. A new unit with the appropriate capacity will be responsible for the overall strategic direction and monitoring of this program. This function will be supported by a network of full or part-time staff in each country and sector department in AFR. Dedicated time of staff from the WBI, HDN, PREM, DEC, and OPCS Networks will be secured through normal work program agreements (WPAs) and cross-support arrangements. The Regional Vice President will provide institutional updates on progress in implementation of the CDMAP to the President and Board, and will seek guidance and/or further support for the program through the Operations Policy Committee when appropriate. .

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Capacity Development in Africa: Management Action Plan Part A: Background, Issues, Responses, and Feedback We must keep in mind that strong capacity cannot be achieved overnight. It is like a garden that needs to be cultivated with time, under the right environment with constant care and attention. —Paul Wolfowitz 1. Introduction. The purpose of this management action plan is to describe how the World Bank Group will respond to the challenges and opportunities for capacity development in Africa during FY06-08. It outlines an ambitious program that relies on both increasing the effectiveness of the substantial spending that is already devoted to capacity development and on working more effectively with others to ensure results from new resources. By focusing on monitoring and accountability for those results, this strategy will define more clearly how these actions will lead to a major shift in the way the Bank and our partners approach this critical challenge.

2. Background. Capacity development in the countries of Sub-Saharan Africa is both an outcome and a result, which the Bank Group supports as part of its overall development strategy; however, the demand for capacity development must be a country-driven process to which the Bank can contribute. In the end, capacity development must be seen as the process by which a country can increase and enhance the quality of the stock, flow, and retention of capable individuals in the public and private sectors and, in civil society, administer public and private institutions (policy formulation, planning, and implementation; economic management; service delivery; and monitoring and evaluation for accountability, transparency, and results). The process must also contribute to the establishment of the enabling environment for effective state functioning through a system of transparent rules, procedures, and processes that are governed by the rule of law. Capacity development by its very definition takes time. It is first and foremost a long-term process that must include two essential dimensions, that is, (a) individuals and institutions learning by doing and weaning themselves gradually of a dependence on short-term technical or other non sustainable assistance and (b) conscious trade-offs between the immediate completion of measurable activities and outputs and achievement of long-term sustainable systems and outcomes. Moving beyond capacity building to capacity development and retention will require an unrelenting focus on unleashing, nurturing, and retaining existing capacity and the better use of local and diaspora talent.

3. The issue. The lack of capacity is a binding constraint to Africa achieving the Millennium Development Goals (MDGs). The development community spends nearly $6.0 billion a year on technical cooperation in Africa, and a 2005 Independent Evaluation Group (IEG) study estimated that in the past 10 years, the World Bank Group alone spent nearly $1.0 billion a year on capacity development activities in Africa. Against the backdrop of greater international commitment of financial support to Africa and the agreement of development partners and countries to emphasize results—that is, the Paris Declaration on Development Effectiveness—there is a clear recognition that both the amount and effective use of the resources dedicated to capacity development has not delivered the desired results in Africa.

4. The response. In November 2004 a task force on capacity development in Africa was established by the Bank following a discussion with the African Governors of the World Bank at the Annual Meetings in Washington D.C. The task force issued the report Building Effective States, Forging Engaged Societies, which reviewed the recent experience of Bank support for capacity

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development in Africa and made recommendations on practical ways for African countries and their international partners, including the World Bank Group, to address the capacity agenda more forcefully and with a greater sense of urgency. An emphasis was given to engaging social actors in the process of capacity development and accountability and to “doing business differently” to achieve effective results. In early 2005 the Independent Evaluation Group (IEG), formerly the Operations Evaluation Department, published Capacity Building in Africa: An OED Evaluation of World Bank Support, which emphasized both the importance of approaching capacity building as a core objective of the Bank’s work and ensuring that capacity-building support is country owned, results oriented, and evidence based. Also in 2005 the Knowledge and Learning Group in the Africa Region issued the report Capacity Enhancement through Knowledge Transfer: A Behavioral Framework for Reflection, Action, and Results. The report concluded that changes in Bank behavior and approaches to capacity enhancement were important. Key factors include empowering country partners by “creating the space” for country stakeholders to “learn by doing,” rather than “filling the space” with Bank-prepared solutions; adapting knowledge to the local context by emphasizing the best “local fit” that applies the best global practice; and behaving as an enabler by nurturing effective behavioral competencies, such as listening, curiosity, patience, humility, flexibility, empathy, and building trust.

5. Lessons. These three reports emphatically concluded that the poor results from decades of support to capacity development in Africa were not so much caused by not knowing what to do. Rather, the challenge has been to recognize and be realistic about the long-term nature of capacity development and the importance of governance and partnership for getting results. It also has much to do with being strategic and selective in the application of financial resources earmarked for capacity development support across various types of countries, that is, pushing the frontiers of capacity development in the better-performing countries, using selective entry points in other countries, and building from scratch in several conflict-affected countries. In sum, capacity development must be about raising the impact of all capacity development efforts by applying additional resources only where required, but doing so in ways that are different than in the past and generate durable improvements in individual, organizational, and institutional capacities for effective governments and engaged societies.

6. The Africa Action Plan. In September 2005 the Bank approved the Africa Action Plan (AAP), which outlines 25 priority actions to be undertaken by the Bank Group during the IDA14 implementation period (FY06–08) as well as a monitoring framework with clear, quantitative targets, implementation responsibilities, and measures to mitigate risks. It has the following four pillars:

• Results management. The Bank will strengthen country-based, outcome-oriented strategies; develop results-based country assistance strategies; establish short-term indicators of progress in priority areas; and develop improved monitoring and evaluation frameworks in projects.

• Building capable states and improving governance. The Bank will support governance reforms in countries with committed leadership; help strengthen institutions of accountability, such as parliamentary committees and civil society; and implement the recommendations of the Task Force on Capacity Development in Africa.

• Increasing shared growth. The Bank will assist in strengthening the drivers of growth, that is, infrastructure, regional integration, and private sector and agricultural productivity, and in building the capacity of the poor and women to participate in and contribute to growth through rural development, small and medium enterprises (SMEs), and service delivery.

• Leveraging the IDA-14 partnership. The Bank will work with development partners to ensure harmonization and alignment to national goals; strengthen efforts to make Bank analytical,

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operational, and country knowledge available to development partners as a public good; enable strategic use of global programs and partnerships to leverage additional resources; and create an Africa Catalytic Growth Fund (ACGF) to support the scaling up of regional investments and turn-around situations with high risk, but potentially high reward, such as in post-conflict countries.

7. Consultations and feedback. African leaders from government, civil society, and the private sector were consulted in the preparation of the AAP, the Task Force on Capacity Development, the studies by IEG, and the Africa Region (AFR) Knowledge and Learning Group (paragraph 3) and most recently in a series of dialogues on the proposed Capacity Development Management Action Plan (CDMAP). These country consultations emphasized the critical importance of country ownership, donor partnerships, and the specific role of the Bank Group.

8. The role of countries. A key message is that Africans must and will take the lead in capacity development and aid management and that the Bank’s interventions must be guided by this country-led process; therefore, capacity development support from the Bank and other donors should be indicative and subject to change as countries refine their priorities. At the same time, the Bank’s global experience and knowledge of development is an important source of guidance to countries as they develop the content and sequencing of their capacity development programs. The CDMAP must thus be a living document.

9. The scale of Bank support in the design and implementation of capacity development programs will depend on the specific circumstances of that country: There are many ways in which countries can be categorized, including the following:

• Whether a country is categorized as a high-performing country, that is, those countries that have already made significant progress in the area of capacity development and have set up comprehensive programs for capacity development. In all cases such countries have made significant progress in public financial management as reflected by their PEM scores of 8 or more and/or have achieved scores for government effectiveness (Kaufmann and Kraay) close to the world average. These include Benin, Burkina Faso, Mali, Rwanda, Uganda, Tanzania, and Ethiopia.

• Whether the country is emerging from conflict where building capacity from scratch is necessary and capacity development becomes a big part of the agenda, which would enable scaling up further support as risks are reduced. These countries include the Democratic Republic of Congo (DRC), Angola, Liberia, Sierra Leone, Sudan, and particularly Southern Sudan, Burundi, and Guinea Bissau.

10. The role of partners. Another key message is that the Bank is not the only actor in the area of capacity development. Most other development partners have put Africa and capacity development at the center stage of their development strategies. The Bank must be cognizant that without the active partnership of both partner country and other donors, achievement of results could be slower and less sustained than is desirable. A true capacity development partnership for Africa does not simply ask other donors to make more resources (trust funds and technical assistance) available, but must recognize that in several areas of the capacity development agenda, donors other than the Bank have comparative advantages, better country knowledge, and wider experience. These partners must be in the forefront, and credit and recognition must be given to their substantive as well as financial contributions.

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11. The role of the private sector. The public sector is not the only player in the provision of essential services. Tapping more effectively into the capacities of communities, religious organizations, and private firms creates new avenues for sustainable capacity development. These nongovernmental players already provide health and education services, for example, to augment or sometimes substitute for the public sector’s capacity to deliver. Such civil society and private sector engagement requires a clarification of roles and the right incentives

12. The role of the Bank and its comparative advantages. Africans see the Bank’s comparative advantages in capacity development to be (a) its global and Africa experience and knowledge and (b) its convening power for mobilizing international commitments to and support for the new capacity development paradigm and regional programs. They also see the Bank as playing a critical role by setting an example, harmonizing its support with other donors, and helping countries take the lead in making sure that all international support is aligned with country-driven priorities.

13. The Bank’s position as a major financier of development operations in Africa makes it possible to work through the Partnership for Capacity Building in Africa (PACT) to mobilize support for “new” capacity development initiatives and to mobilize additional resources to support regional programs, including regional economic communities (RECs), regional professional networks such as the Africa Economic Research Consortium (AERC), regional business and technical education programs, and Pan-African programs, such as Capacity Development and Linkages for Environmental Assessment in Africa (CLEAA). The Bank will also lead by example in the design and implementation of its own programs, particularly by improving the design of capacity development components in projects, ensuring that these support overall capacity development objectives at the country level, and tracking its progress in achieving these goals. Although a variety of operational contexts and related partnership configurations will influence the Bank’s role in country-specific circumstances, the Bank has a particularly strong role to play in supporting cross-country and peer learning as well as in supporting relevant analytical work.

14. Improving governance and controlling corruption. Capacity development would be incomplete if it did not address the broader question of governance and speak to the specific issue of corruption. Within the proposed plan, corruption will be addressed in a manner that is consistent with the Bank’s overall multi-pronged strategy, which focuses on (a) preventing fraud and corruption in World Bank–financed projects, (b) helping countries that request Bank support in their efforts to reduce corruption, (c) mainstreaming anticorruption efforts in Bank relationships with partner countries, and (d) supporting international efforts to reduce corruption. Strengthening public sector management and institutions in partner countries is mutually supportive of actions to address corruption and improve governance, because the focus is on creating an enabling environment to improve the quality of institutions, laws, incentives, transparency, accountability, and effective leadership. Many of the other proposed actions in the plan, which seek to strengthen both fiduciary reforms and institutional capacity, including civil service reforms, judicial reforms, support for freedom of information, and decentralization reforms, are part of a broader strategy to address corruption and improve governance more generally. Additionally, the strategy includes steps to scale up wider collaboration with other development partners to harmonize procedures and preventive measures, particularly in high-risk countries, as well as develop joint learning programs for Bank and partner country staff to help raise their understanding and sensitivity to the linkages between addressing corruption and improving governance. These interventions will address corruption within the broad framework of prevention, education, and enforcement.

15. Doing business differently. AFR will/must change the way it conducts its business for capacity development. It will organize itself to increase internal accountability for results on the capacity development agenda. This is recognition that mere exhortation and good will alone have

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not produced results of the desired scale and effectiveness in the past. AFR will do its business in an “unusual manner” to provide space to countries and partners for learning by doing, that is, better recognition and management of the tension between short-term targets and capacity development. An example is challenging the wisdom and acknowledging the sometimes negative impact of free-standing project implementation units (PIUs) on capacity development in many countries across a wide range of Bank-assisted operations. There are situations for which judgment must be employed and trade-offs calculated, accepted, and implemented.

16. The Bank will use all approaches at its disposal to increase the use of local capacity for its work. This will require the Bank and other donor partners to resist, almost instinctively, demanding distractive parallel reporting on programs and projects. Even as the results agenda is primarily focused on recipient countries, the Bank will also hold itself accountable for results. This will require moving out of the comfort zone of internal, albeit independent, evaluations into more independent monitoring and peer feedback.

17. Quick disbursal of assistance (budget support) has many benefits for capacity development, especially when the agenda targets public sector management, local government, tertiary education and training, and investment climate reform; however, a reliance on this form of programmatic lending may not work in many circumstances. The Region must clearly look at hybrids in which policy-based, fast-disbursing assistance can be mixed with the details of long-term investments in capacity development programs.

18. Pilots/good practice. Although support for pilots and the use of good practices that fit with country circumstances is an ongoing practice in AFR, the proposed program includes both scaling up of ongoing pilot programs and piloting new good practice experiences in Africa and from other parts of the world. For example, increasing outreach and facilitating peer-to-peer and South-South exchanges of experience among public servants, communities, and nongovernmental and civil society organizations across local, national, and regional boundaries would be supported. Such networks will also foster the appropriate utilization of already existing programs and facilities at educational and training institutions that are already incorporating new technologies and new teaching methods into their operations. The capacity development experience of several Asian countries and other South-South exchanges of knowledge on capacity development will be actively explored. Box 1 outlines the Africa-Asia link.

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Box 1: Peer Learning and Exchanges: The Africa-Asia Link In the past few years, African countries have begun to look at Asia as one possible role model for economic development. Several successful Asian countries are reaching out to Africa through activities designed to promote peer-to-peer exchanges and knowledge sharing between the two regions. The Shanghai conference, which took place in May 2004, culminated a year of global learning and knowledge exchange among practitioners in some 120 countries. African countries took an active role. The conference in Shanghai symbolizes the progress that China has made in lifting 400 million people out of poverty since 1981. China’s willingness to share its experiences led to the idea of inviting policymakers and people working on poverty programs in other developing countries to learn from each other and examine questions vital to reducing poverty and achieving the Millennium Development Goals. More than 100 case studies became the starting point for uncovering how successful poverty-reducing policies and programs evolved into large-scale solutions. Other Asian countries are also taking a lead. Singapore and Malaysia have recently proposed helping finance a major scholarship and peer exchange program for African professionals. The aim would be to share the lessons from a part of the world where capacity development has thrived and where the private sector has become a major engine of growth and demand for quality government services. Through the scholarship program, African professionals would attend degree or certificate programs at one of the growing numbers of top-quality public administration institutions that have emerged in the two countries. Although the two Asian nations would fund some of the costs, further funding from the World Bank and other donors will also be needed. Other programs, possibly involving a wider network of Asian countries, could focus on peer exchanges and just-in-time learning opportunities. As an example, delegations from six African countries, together with their World Bank counterparts and key donor representatives, will visit Singapore and Vietnam in June 2006 to learn about Asia’s experience in the past few decades in aligning strategies for education and skills development with the growth agenda.

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Part B: The Capacity Development in Africa Management Action Plan 19. Foundations of the CDMAP. The Capacity Development in Africa Management Action Plan is primarily an implementation plan for the capacity development components of the AAP. It includes the organizing framework for Bank support to capacity development activities in Africa and a mechanism to inform the Board of Executive Directors on progress made by management in implementing capacity development programs. The latter will be done within the framework for reporting progress in implementing the AAP.

20. The CDMAP is, therefore, a derivative of the AAP and recommendations of the Bank Task Force on Capacity Development in Africa. It includes 20 actions. Foremost, the CDMAP draws on actions already identified under the four major pillars of the AAP (annex 1).

21. Forty of 47 Sub-Saharan countries are directly covered or have agreed to implement one of the 20 CDMAP actions (annex 3). Seven countries are not specifically covered. Togo and Zimbabwe are currently in arrears. Four middle-income countries, that is, Botswana, Namibia, Swaziland, and Gabon have working relationships with the Bank Group and are partners in several ways, primarily through existing capacity development activities in ongoing Bank or Global Environment Facility (GEF)–funded and Bank-executed activities under investment projects. In the case of Botswana, a rich program of knowledge sharing is the preferred approach. One other country, Equatorial Guinea will pursue capacity development programs on their own.

22. The primary focus of the CDMAP is on five specific goals and outcomes, which are core to the development of effective states and engaged societies in Africa, and include the following:

• More reliable and accountable public financial management systems; • Improved capacity for the effective delivery of public services; • Better and more appropriate skills to support growth and competitiveness; • Capacity to deliver essential services in post-conflict countries; and • Improved capacity for country leadership for more effective management and monitoring for

results. 23. The CDMAP also covers ways in which the Bank will do its business differently for greater effectiveness and capacity development results. This action plan is, therefore, organized as shown in table 1 and annex 2.

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Table 1: Outline of CDMAP Actions by Outcomes and FY08 Country Coverage Targets

CDMAP Actions FY08 Country

Coverage Targets OUTCOME 1: More reliable and accountable public financial management systems Action 1. Strengthening public financial management and accountability, including

public procurement 18 countries

Action 2. Supporting the participation of social actors and broadening the coalition for good governance and the fight against corruption

7 countries

Action 3. Strengthening oversight capacity of parliaments and strengthening parliamentary networks

7 countries

Action 4. Strengthening media environment and oversight capacity of the media 7 countries OUTCOME II: Improved capacity for effective delivery of public services Action 5. Supporting capacity development for justice sector institutions 22 countries Action 6. Reforming public service systems 24 countries Action 7. Supporting the development of local government systems 14 countries Action 8. Supporting the retention of doctors and nurses 5 countries OUTCOME III. Development of skills for growth and competitiveness Action 9. Supporting regional integration 4 RECs Action 10. Supporting African business schools 7 countries Action 11. Supporting tertiary education, particularly science and technology 8 countries OUTCOME IV. Deliver essential services in post-conflict countries Action 12. Growing the capacity of post-conflict states to deliver essential services 12 countries OUTCOME V. More effective monitoring and management for results Action 13. Helping countries to undertake needs assessments and build outcome-driven,

capacity-sensitive national development strategies 14 countries

Action 14. Adopting a results focus and strengthening country monitoring and evaluation and national statistical data management systems

15 countries

Action 15. Ensuring that PRSPs and CASs include explicit focus on capacity development

13 countries

Action 16. Real-time training of Bank and partner country staff on results management 14 countries Doing business differently for greater effectiveness and capacity development results Action 17. Harmonizing support for technical cooperation 5 countries Action 18. Avoiding harming existing capacity and phasing out of PIUs 10 countries Action 19. Energizing the Partnership for Capacity Building in Africa All countries Action 20. Creating a CDMAP monitoring and management function in AFR All countries

OUTCOME I: More Reliable and Accountable Public Financial Management Systems CDMAP Action 1: Strengthening public financial management (PFM) and accountability, including public procurement 24. A. Public financial management. The overall PFM capacity development program supported by the CDMAP will cover the following:

• Budget formulation, revenue management, and predictability and effective control of the budget. In this area, the objective is to assist focus countries in implementing the budget in an orderly and predictable manner and ensuring that arrangements exist for the exercise of control and stewardship in the use of public funds. The CDMAP will support countries in implementing effective internal audit systems and effective controls over revenues,

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expenditures, assets, liabilities, payroll, cash, transactions, source documents, and accounting records.

• Accounting, recording, and reporting. The objective is to assist countries so that they can produce, maintain, and disseminate adequate records and information to meet decision making control, management, and reporting purposes. Support would be provided to countries to implement comprehensive and reliable costing, accounting, and reporting systems that are capable of controlling and timely reporting on budget execution in accordance with government policy and international standards.

• External scrutiny and audit. The CDMAP will assist countries in implementing effective external audit systems (i.e., are independent and compliant to external audit standards, use effective audit approaches, complete timely audits, and produce good quality audit reports) and arrangements for parliamentary scrutiny of public budgets and accounts, and the executive will follow up on recommendations by the auditor and parliament.

25. Capacity development of PFM staff. Weak financial management capacity is one of the key factors contributing to weak governance in Africa. It affects both public and private sector governance and can be attributed in part to the lack of adequately trained accounting personnel. For example, some countries have fewer than 100 qualified accountants in the public sector: Angola has maybe one qualified accountant, Botswana 82, Eritrea 7, Ethiopia 26, Mali 5, Mauritania 1, Mozambique 2, and Sierra Leone 76. Moreover, more than half of the countries in Sub-Saharan Africa have no access to either a national system for training and accrediting accountants or a subregional or regional system. Nationals of most countries, therefore, must obtain foreign currency, which very few can afford, to pay for foreign tuition and examinations to qualify as accountants.

26. The CDMAP, therefore, will support the implementation of a new financial management capacity development program during FY06-10 in 18 countries. This program will go beyond the customary fiduciary assessments to include support for capacity development activities to address identified weaknesses. Project funding will be supplemented where necessary to strengthen core elements of public expenditure management and financial accountability systems, including public procurement. This would be done by establishing as needed, sustainable regional or country-specific institutions and training programs that are accessible to countries to improve budget formulation, revenue management, budget execution and predictability of resource use, cash management, financial reporting, effective internal and external audit, and benchmarking and external scrutiny of PFM performance. The program will have a two-pronged approach:

• Public finance management capacity development. There is an immediate need to strengthen government PFM systems and train the staff that operate these systems. In most countries, there are few or no qualified accountants in the civil service due to the dearth of qualified accountants and the fact that the few who are available are attracted to the private sector, which provides higher remuneration. By the end of FY09, the Bank will assist with the training of 5,000 accountants in 14 countries. This training would be conducted at local and regional institutions using curricula designed with support from the Bank and financed through Institutional Development Fund (IDF) grants and as part of investment credits and grants. Table 2 shows the estimated annual number of trained accountants completing the two-year training program by country.

• Growing the capacity of local training and accreditation institutions. This would involve capacity development activities to support local or sub-regional institutions for individual or groups of countries. This requires building professional accounting institutes that can train and certify accountants on a continuous basis to meet both public and private sector needs. These

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institutes will be required to ensure that accountants adhere to specific ethical codes and are disciplined appropriately when these codes are violated. In the next three years, the Bank will support establishment of accounting institutes in three countries (i.e., Rwanda, Mozambique, and Ethiopia) and support two sub-regional institutes to begin training and accrediting accountants. These regional institutes are Eastern Central and Southern African Federation of Accountants (ECSAFA), which is located in Nairobi, Kenya, and Accountancy Association Bodies of West Africa (ABWA), which is located in Abuja, Nigeria. Support would be provided through financing of technical assistance, IDF grants, and investment credits and grants. IDF grants and IDA grant and credit financing alone, however, cannot be relied on to fund these activities in a timely manner, because of their preparation time and related implementation arrangements. To achieve the specific results within the stipulated time, a trust fund for financial management capacity development would have to be established.

Table 2: Number of Accountants and Auditors to Be Trained: FY08–09

Accountants and Auditors Country FY08 FY09 Total 1. Burkina Faso 100 100 200 2. Burundi 100 100 200 3. DRC 200 200 400 4. Ethiopia 400 400 800 5. Ghana 100 100 200 6. Kenya 200 200 400 7. Madagascar 100 100 200 8. Mali 100 100 200 9. Mozambique 100 100 200 10. Nigeria 500 500 1,000 11. Rwanda 100 100 200 12. Senegal 100 100 200 13. Tanzania 200 200 400 14. Uganda 200 200 400 Total 2,500 2,500 5,000

27. B. Public procurement. The CDMAP will support a procurement capacity development strategy and program in 18 selected countries. Between FY07 and FY10, about 3,800 procurement staff will be trained in various areas of procurement specialization: (a) procurement of goods, works, and services, (b) selection of consultants, (c) contract management, and (d) procurement reform. Table 3 shows the estimated output of trained professionals in these areas.

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Table 3: Procurement Training by Program and Year (FY07–10) Capacity Development Activity FY07 FY08 FY09 FY10 Total 1. Regional procurement training 300 300 300 300 1,200 2. Specialized regional training programs, for

example, health sector goods and textbooks 100 100 100 100 400

3. Country-specific procurement workshops* 300 300 300 300 1,200 4. Additional training for specific projects** 200 200 200 200 800 5. Strengthening national procurement

institutions 50 50 50 50 200

Total 950 950 950 950 3,800 * Clinics and national workshops in 17 selected countries. ** Estimated on the basis of two sectors by country.

28. Regional procurement training. Training in procurement of goods, works, and consultant services is currently being offered by two anglophone centers—The Ghana Institute of Management and Public Administration (GIMPA) and the Eastern and Southern African Management Institute (ESAMI)—and two francophone centers—the Centre Africain d’Etudes Supérieures en Gestion (CESAG), and the African Institute for Enterprise Development (ISADE). These institutions continuously deliver training sessions for more than 300 participants every year, split into 16 sessions a year. Two sub-regional organizations, that is, the West African Economic and Monetary Union (WAEMU) and the Common Market for Eastern and Southern Africa (COMESA) are in the process of developing strategy to install sustainable procurement training programs. They will be assisted under the CDMAP (paragraphs 59, 60).

29. Specialized regional training programs. One program each will be organized every year for both francophone and anglophone countries for an average of 50 participants by session. In FY06 this program was delivered in Rwanda for francophone countries on “Procurement of Health Sector Goods” and the other in Nigeria on “Contract Management.”

30. Country-specific procurement training. Procurement clinics and workshops for clients will continue to be delivered on a regular basis by country office–based procurement specialists, focusing on investment operations, sector-specific procurement issues, such as infrastructure, health, or education, and procurement reform (with an average of 15–20 participants a country). Clinics focus on resolving issues identified during post-procurement reviews (PPRs), are targeted at implementers, and are directly linked to improving operations performance. Quarterly procurement clinics are also planned in some countries, such as in Mozambique and Rwanda where issues have been highlighted in PPRs.

31. Additional procurement training for specific projects. These are demand-driven clinics and workshops where task team leaders decide that procurement should be part of project launch activities, mid-term reviews, problem project review missions, or country portfolio performance reviews (CPPRs). This is especially true in sectors such as transport and infrastructure. Based on experience, there will be two sessions in about five countries every year with a maximum of 10 participants each.

32. Capacity-building program in strengthening national procurement institutions. One workshop will be organized every year (francophone one year and anglophone in the next); other donors will focus on procurement harmonization processes and implementation of OECD/DAC baseline and compliance indicators. It is estimated that there will be on average, about 50 participants a session. Assessment of national institution capacity is also monitored and supported by (a) economic and sector work tasks (CPPRs) with outcome-based action plans and (b) the

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Observatory of Procurement Reforms in Sub-Saharan Africa, which highlights the main strengths and weaknesses of national procurement systems and enables countries to focus on prioritized capacity-building programs. This tool is based on the following four pillars of a sound procurement system, as defined by the OECD/DAC working groups:

• Legal procurement framework measures taken to modernize procurement laws. Reform might also include modernization of procurement procedures and practices (guidelines, standard bidding documents, transparent bid evaluation and award procedures, and transparent contract management).

• Institutional framework and development capacity, for which measures are taken to modernize institutions with distinct procurement authority and responsibilities (i.e., oversight, policy, audit, and recourse functions separate from the procurement implementation function) and institutional capacity achieved (procurement-proficient staff in place to apply the regulations and procedures efficiently and transparently).

• Measures to improve procurement operations and market functions identified and undertaken • Independent control system in place (regular auditing with application of sanctions, an

independent judiciary for recourse, procurement oversight separate from procurement implementation) and anticorruption measures incorporated in procurement laws, accompanied by application of an effective sanctions system.

33. Of the 18 priority countries, only four—Ghana, Madagascar, Tanzania, and Uganda—have reached a score higher than 50 percent of achieved actions in terms of procurement reform. The challenges still lie ahead. Nonetheless, most of the countries expect to pass an acceptable procurement law (pillar 1). The other pillars remain very weak in terms of capacity (pillar 2), private sector performance (pillar 3), and anticorruption and audits mechanisms (pillar 4).

34. CDMAP Action 2: Supporting the participation of social actors and broadening the coalition for good governance and the fight against corruption. This is an institutional priority of the Bank. On-going work to articulate the Bank’s policy on governance and corruption will provide further guidance to implementation. The CDMAP will require that the Bank (a) open up new diagnostic processes initiated in FY06 and beyond to social actors and partners and (b) adopt a multi–donor approach to country analytic work, such as with country procurement assessment reports (CPARs), country financial accountability assessments (CFAAs), public expenditure reviews, and integrated fiduciary assessments, where the latter three assessments are combined. Support would be provided to at least seven countries to develop and implement governance diagnostics, including citizen scorecards.

35. The Bank will support governments, line departments, civil society, and community organizations to diagnose public sector governance problems in service provision targeting improved access to information and transparent use of resources. The Bank will particularly attempt to strengthen the availability of actionable indicators in core governance areas to allow client governments, development partners, and civil society to measure better results and progress with time in such areas as the integrity of public institutions, public administration, and public financial management. The Bank will also increasingly support the use of public expenditure tracking surveys (PETs), integration of governance diagnostics in particular sectors (such as infrastructure, social sectors, or agriculture), and use of citizen scorecards.

36. Governance reform strategies are most effective when they are participative and inclusive of all stakeholders in society. Such inclusiveness requires building coalitions among stakeholders—government, civil society, and NGOs—within a country to ensure that the reforms are sustainable. Coalitions do not only sustain reform, but also can strengthen and sustain political will to act

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against corruption and strengthen governance generally. Collective action to improve governance (at both local and national levels) is one mechanism to give “voice to the people,” which may ultimately result in more accountability to the people. The CDMAP will take a proactive approach by focusing on supporting non-state actors and civil society organizations and government coalitions in engaging in a fight against corruption and addressing governance more broadly.

37. CDMAP Action 3: Strengthening the oversight capacity of parliaments. Parliament is a vital institution in promoting good governance. In FY06 the World Bank Institute’s (WBI’s) parliamentary strengthening program has been active in Burkina Faso, Ghana, Nigeria, and Senegal. The objectives of the program include:

• Strengthening the capacity of parliaments to oversee the allocation and use of public funds. The focus will be on strengthening parliament’s role in the budget process, principally by helping develop the capacity of parliamentary committees involved in the budget process, that is, the finance/budget committees and the public accounts committee, and their staff, as well as representatives from supreme audit institutions and other watchdog agencies, the executive branch, and civil society.

• Assisting parliaments in better representing the interests of citizens in the policy process, especially in the context of the PRSP, and development of a code of conduct for members of parliament (MPs). Most training will be offered in the form of workshops and seminars, which will be developed in line with these two priorities. These workshops will bring together not only parliamentarians, but also civil society leaders and civil servants with the aim of creating national and regional coalitions and promoting poverty reduction objectives.

• Supporting regional parliamentary learning networks on key policy issues related to development. Wider linkages with other parliaments to share information and learn from experiences of more developed legislation will be established. These regional links will be particularly helpful where similarities in basic conditions make the exchanges of different approaches especially insightful for mutual learning.

In addition to the existing country programs mentioned above, the CDMAP would support the extension of the program to Ethiopia, Kenya, Liberia, and Tanzania for a total of seven countries by the end of FY08. Burkina Faso will not be included. 38. CDMAP Action 4: Strengthening the oversight capacity of the media. Two WBI programs support the Bank’s mission of poverty alleviation by promoting more open and responsive governance environments and creating effective media institutions. The Media, Information and Governance Program bridges key capacity gaps in the media and communications environment in developing countries by working with local organizations to create the enabling regulatory environment for open information access, as well as capacity among media and government information officials to manage and disseminate information more effectively. Specific objectives include (a) creating the capacity to publicize information about the availability of public services, rights and entitlements, thus improving demand for and access to these services, (b) strengthening citizen voice in public decision making by enabling citizen access to information necessary for effective participation, and (c) improving efficiency and transparency at both national and local government levels by promoting mechanisms for improved information flows. The program will continue to deliver introductory training activities on the media and information environment and investigative economics and development journalism. It will also seek to enhance media capacity to demand accountability from leadership, specifically on public finance management and in economic development. In FY06 the program is in Nigeria, Ghana, Kenya, and Burkina Faso. The program will be expanded to an additional seven countries by the end of FY08.

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39. During FY06-08, assistance will be provided to an estimated 115 media and civil society organizations through collaboration with local journalism, management, and policy research institutes. In FY06, 20 media organizations participated in the capacity enhancement learning programs offered by the program. Commitments have been made to deliver learning programs to 35 media and civil society organizations in FY07, and another 25 organizations will be added in FY08 as the program expands its reach and increases the number of client countries. Local partner institutes provide both in-depth knowledge and expertise about country-level issues as well as key contacts and crucial logistical support. Partners at the international level include international agencies such as CIDA, DFID, NORAD, BBC, and UNDP. Partnerships with these institutions would help to build stronger institutions and capacity for open, transparent, and accountable governments.

40. Community radio will be given special attention in the program, because it has proved to be a sustainable and interactive medium for poor and illiterate populations to articulate issues important to them, mobilize information, learn the give and take of informed discussion and debate, and become more decisive agents in their own development. Experience shows that community radio has improved the internal dialogue, problem solving, and self-organization of the people they serve and given them the self-confidence to talk directly to local officials to get action. Community radio has been shown to have a profound effect on the listening audience, because of its immediacy, it allows listeners to get on the air themselves, and it can add a degree of public participation and public scrutiny in real time that print media cannot provide. Community radio is a medium that is particularly well suited not only to making information available, but just as important, to affirming and validating the world view of poor people and encouraging them to get engaged in articulating issues, marshalling evidence, and engaging in the dialogue and negotiations that are a fundamental part of the “culture” of democracy. Three examples of ongoing efforts are in Ghana, Kenya, and Nigeria. In addition to further technical assistance for public service broadcasting in Ghana, the other two examples are the development of thematic programs in Kenya and improvements in the policy and regulatory environment for community broadcasting in Nigeria.

OUTCOME II: Effective Delivery of Public Services 41. CDMAP Action 5: Supporting capacity development for justice sector institutions. Bank-assisted justice support operations are under implementation in 22 countries in Sub-Saharan Africa as shown in table 4 below. The Bank will support capacity development of justice sector institutions in these countries by improving professional and ethical standards, accountability, and operational efficiency of the judiciary-building capacity in the legal and judicial profession through strengthening of legal education. It will scale up its support to facilitate universal access to justice by doing the following:

• Reducing procedural, cultural, geographic, and financial hurdles in access to the formal judiciary;

• Improving accountability, transparency, predictability, and consistency of informal conflict resolution, including customary and traditional justice; and

• Strengthening the links between formal and informal conflict resolution mechanisms to ensure equal justice for all, empowering citizens to participate more fully in the reform and development of justice sector institutions, and holding justice sector institutions accountable through dissemination of legal information.

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42. The AAP identified eight countries in which support would be provided to justice sector institutions through either PRSCs in Benin, Cape Verde, and Madagascar or through traditional investment lending in Kenya, Lesotho, Mozambique, Nigeria, and Tanzania. In FY06 most of these operations were underway; those for Nigeria and Lesotho are expected to commence in FY07. In four of these countries—Benin, Kenya, Tanzania, Uganda—the supported activities are part of multidonor-supported, sector-wide justice sector reform programs.

Table 4: Justice Sector Operations by Country

Countries Support to Justice Sector Institutions (through PRSCs and Other Operations)

Justice Sector Lending

Operations

Institutional Development Fund (IDF) and Justice

Sector Development Fund (JSDF)

Justice Sector Assessments

1. Benin 2. Cape Verde Cape Verde 3. Madagascar Madagascar 4. Kenya Kenya 5. Lesotho Lesotho 6. Mozambique 7. Nigeria Nigeria Nigeria 8. Tanzania Tanzania 9. Ethiopia 10. Burundi Burundi 11. Cameroon 12. DRC 13. Gambia 14. Senegal Senegal 15. Uganda 16. Zambia 17. Ghana 18. Mali 19. São Tomé and

Principe

20. Sudan 21. Central African

Republic 22. Gambia

43. In addition to these core AAP programs, justice sector lending operations have been undertaken in nine countries: Ethiopia, Burundi, Cameroon, DRC, Gambia, Nigeria, Senegal, Uganda, and Zambia in response to country demand. Fourteen IDF and JSDF grants, mainly to support access to justice for poor and vulnerable people and legal empowerment for the poor, have been provided to support activities in 10 countries: Burundi, Cape Verde, Ghana, Kenya, Mali, Mauritania, Nigeria, São Tomé, Sudan, and Tanzania. Justice sector assessments will be undertaken and justice sector strategies developed in five countries: Lesotho, Central African Republic, Senegal, Madagascar, and the Gambia. A Ghana social accountability study will deal with issues of access to justice and legal empowerment of the poor.

44. CDMAP Action 6: Reforming public service systems. The CDMAP will emphasize support to particular elements of public service reform that are fundamental in triggering change. The action plan will focus on work with 24 countries to establish credibility of administrative and

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civil service reforms by producing visible results in the short term. Table 5 shows the countries to be assisted.

Table 5: Potential Public Service Reform Target Countries by Key Reform Programs Countries

Human Resource Management, Including Pay and Incentive

Systems Institutional and Capacity

Development Management and

Implementing Change 1. Cape Verde 2. Comoros 3. Cameroon 4. Chad 5. Congo, Democratic Republic of Congo, Democratic Republic of 6. Congo, Brazzaville 7. Benin 8. Burkina Faso 9. Ethiopia Ethiopia 10. Ghana Ghana 11. Guinea 12. Kenya 13. Lesotho 14. Liberia Liberia 15. Mauritania 16. Malawi 17. Madagascar Madagascar Madagascar 18. Mozambique Mozambique 19. Nigeria Nigeria 20. Rwanda 21. Sierra Leone Sierra Leone 22. Tanzania Tanzania 23. Uganda 24. Zambia 45. The program will include the following:

• Assisting countries with the reform of human resource management (HRM) and pay and incentive systems, including (a) payroll audit, (b) modernization of payroll systems, (c) strengthening of regulatory and administrative framework for establishment control of the payroll, (d) needs assessment regarding HRM data, (e) integration of payroll and HRM data base, (f) revision of regulatory framework for HRM, including pay and incentive systems, and (g) training, peer learning, and capacity development. This is estimated to cost about $24 million.

• Institutional and capacity development, including (a) functional review and restructuring of public sector organizations, including client surveys and beneficiary assessments, (b) adjustment of the regulatory and institutional framework for more effective service delivery, (c) development of “quick wins” program, (d) training needs assessment, and (e) capacity development plan and implementation. The estimated financing requirement is about $144 million.

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• Managing and implementing change, including (a) improvement of the procedural and institutional framework for policy design and implementation, (b) development of action plans to implement government’s reform priorities, (c) development of a monitoring and evaluation framework for policy strategies and action plans, (d) improvement of the cabinet process and decision making, and (e) capacity building for key decision makers to manage and implement complex reforms. Estimated total financing is about $20 million or $2 million a country.

Box 2: Tanzania: Lessons of Experience in Successful Capacity Development Tanzania’s approach to capacity development has been seen as one of the more successful Africa cases. Since 1996 the country has achieved significant improvements in various dimensions of capacity development, including government effectiveness. The government adopted a comprehensive approach to public sector reform as the main avenue for capacity development. Besides PFM and public service reforms, programs were launched for legal and judiciary reforms, decentralization, and local government reform. Strong government leadership and coordination at both political and technocratic levels were hallmarks of the initiatives for comprehensive capacity development. At the political level, President Benjamin Mkapa provided the leadership, whereas at the technocratic level, the chief secretary put in place effective mechanisms for collaborative steering of the reform programs by all permanent secretaries. This provided for an enabling environment to mainstream implementation of the programs within the key ministries. The first priority was macroeconomic and public expenditure management. A strategy with sequenced interventions was followed. An initial plank involved use of computer technology to centralize all payments and thereby enforce effective budgetary control. The next phase involved introduction of the core modules of an integrated financial management system (IFMS). These basic IFMS modules were initially installed in all ministries and regional establishments; they are currently being rolled out to local governments. Pooling of development partners’ resources through basket funds and budget support was another feature of these reform programs, providing a shared platform for development partners to support the government’s reform agenda. At the same time, availability of substantial and reliable development partners’ support for an extended period and the comprehensive policy dialogue have also been critical. The government also launched sectorwide programs geared to improving service delivery. These focused on primary education, basic health care, and enhanced access to clean drinking water for the poor. In combination with other measures, Tanzania has begun to reap the benefits of this strategy. Sustained macroeconomic and fiscal stability, a steady rise in economic growth, and a sharp drop in inflation are among the benefits, as is a decline in child malnutrition, illiteracy, and infant mortality. Although challenges remain, Tanzania’s country-led approach to capacity development may herald a fundamental shift that other countries could learn from and improve on. 46. CDMAP Action 7: Scaling up support to local governments intended to improve service delivery, accountability, and participation. The CDMAP will scale up support of intergovernmental fiscal and administrative systems as one important way of strengthening downward accountability and improving service delivery. This is part of an overall program of support to local government development through multisectoral public sector operations, which complement community-driven activities and sector operations (in such areas as water, health, education, urban, etc.) and community-driven development (CDD) programs where these are linked to local government programs. More specifically, the two key aspects of the program supported under the CDMAP will be:

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• Reform of intergovernmental fiscal and administrative systems, including (a) the design of intergovernmental relations covering political, administrative, and financial arrangements, (b) development of a procedural and institutional framework for operation of subnational governments, (c) institutional development support for subnational governments, (d) training needs assessment and capacity building for subnational governments in the areas of development planning, public financial management, procurement, and monitoring and evaluation, and (e) institutional development support for subnational governments.

• Support to local government service delivery, including (a) improvement of the regulatory and institutional framework for local government service delivery, (b) implementation of participatory monitoring systems, such as citizen report cards and beneficiary assessments, (c) support for investments at the local government level, and (d) support for local government capacity building. Table 6 shows the countries to be supported in these areas.

Table 6: Local Government Support by Key Programs and Countries Countries Reform of Intergovernmental Fiscal and Administrative Systems Support to Local Government Service Delivery 1. Benin Benin 2. Burkina Faso Burkina Faso 3. Congo, Democratic Republic of Congo, Democratic Republic of 4. Ethiopia Ethiopia 5. Ghana 6. The Gambia 7. Madagascar Madagascar 8. Mozambique Mozambique 9. Nigeria Nigeria 10. Senegal Senegal 11. Sierra Leone Sierra Leone 12. South Africa 13. Tanzania Tanzania 14. Zambia Zambia 47. The Region will actively support governments to put in place the administrative, regulatory and financial structures of a decentralized state, recognizing that decentralization is a political choice made by many African countries. This includes analytical work on the design and reform of intergovernmental relations in countries such as Zambia, Sierra Leone, South Africa, Ethiopia, Burkina Faso, and Senegal. But it also encompasses direct support for the implementation of reforms and capacity development in such areas as intergovernmental finance and administrative systems through sector-wide approaches, PRCSs, and/or TA and investment projects. Capacity and institutional efficiency of local governments in countries, such as Mozambique, Madagascar, Benin, Democratic Republic of Congo, and Nigeria will be strengthened in such areas as participatory planning, budgeting, accounting, procurement, human resource management, etc. Overall funding for these activities is estimated at $110 million or about $10 million a country.

48. As part of an overall program of support to local government development, other vehicles for strengthening downward accountability and service delivery will include (a) multisectoral public sector operations that complement community-driven activities and (b) sector operations and CDD programs where these are linked to local government programs. Examples are initiatives that attempt to improve access and quality of public services through community empowerment, such as (a) the Bamako Initiative (community-based health service management) in Mali, Benin, and

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Guinea, (b) the community water and sanitation program in Ghana, or (c) citizen’s scorecard and participatory M&E in the Gambia. Financing community-level investment and promoting collective action through gradually involving local governments has been supported in Zambia, Malawi, Nigeria, Sierra Leone, Tanzania, and Ethiopia. Overall funding requirements for local government development through multisectoral public sector operations are estimated at $300 million or about $20 million a country. Target countries include Tanzania, Ghana, Sierra Leone, Senegal, Nigeria, Mozambique, Malawi, Madagascar, Democratic Republic of Congo, Benin, Burkina Faso, Ethiopia, Gambia, Mali, and Zambia.

BOX 3: Unleashing Development Capacity in Post-War Sierra Leone through Devolution and Empowerment Sierra Leone’s post independence history was marred by overcentralization and abuse of power. Two decades of dramatic decline of the economy and in governance was followed by 11 years (1991–2002) of civil war, which killed 20,000 people, maimed thousands, and displaced half the population. It prompted an exodus of professionals and businessmen; wrecked most of the infrastructure, businesses, and much of the housing stock; and caused a cumulative decline of 48 percent in GDP per capita. In 1999 GDP per capita was only one-third of the 1970 peak. By 2000 Sierra Leone was at the bottom of the United Nations Human Development Index (HDI). To maintain core government machinery during and immediately after the civil war, the International Development Association, through two public sector management projects, supported the Presidency, Ministry of Finance, revenue authority, statistics office, and central bank. IDA funding of key positions in these agencies attracted professionals in the diaspora to return. Macroeconomic stability was restored, but the impact of public spending on education, health, and infrastructure remained low, due to centralized management and leakage of resources. After the war, the government decided to pursue a course of democratic decentralization. Although the Government prepared a landmark Local Government Act (2004) and conducted the first local government election since 1972 in May 2004, the Institutional Reform and Capacity Building Project helped the government establish a core technical team to design and implement an ambitious devolution and capacity-building program. The project adopted a four-pronged strategy for strengthening domestic development capacity: • Unleashing latent capacity through transferring responsibilities and corresponding financial and human

resources to elected local governments; • Building job-specific skills through intensive training and on-the-job mentoring; • Promoting local government human resource management policy and procedures that help attract and

retain talents to serve in the local government system; and • Establishing sustainable institutionalized training capacity in the area of local government management. In its first 20 months of implementation, which coincided with the first 20 months of tenure of local councils, the project has progressed toward its development objective of establishing a functioning local government system and improving inclusiveness, transparency, and accountability of public resource management. This progress includes a nascent intergovernmental transfer system, better planning and service delivery among local councils, and stronger accounting and procurement capacity among council staff.

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49. CDMAP Action 8: Increasing the retention of doctors and nurses. In many Sub-Saharan African countries, one fundamental weakness is the inadequacy of human resources for health (HRH), which form the foundation of health services delivery. Human resources are also important from a budgetary perspective, typically accounting for more than half of government spending on health. Formal and informal service remuneration represents also an important share of household expenditures on health.2 Countries need, therefore, to have the capacity to advocate for, design, implement, monitor, and evaluate policies and practices to build sustainable health systems. At a time when the international community and SSA countries are scaling up interventions to deal with epidemics of tuberculosis (STOP-TB Africa strategy), malaria (World Bank Malaria Booster program), HIV-AIDS (various initiatives), strengthening of health systems and its most critical component—the health workforce—calls for immediate attention in Africa.

50. To improve the capacity of health systems to scale up essential MDG-related services, the Bank will initiate work in five African countries, that is, Ghana, Malawi, Ethiopia, Rwanda, and Zambia, to increase the retention and capacity of health professionals (physicians, nurses, and other critical health workers). This will be pursued in close cooperation with the medical and nursing schools, universities, and the civil service and relevant government ministries.

51. This support will take three forms in the next three years: (a) a program of strategic analytical work to inform the Bank’s policy dialogue with governments, (b) financial support through IDA operations to help revitalize health systems and human resources in countries that request such support, and (c) creation of a catalytic fund to support increased harmonization of global initiatives to address the issue of health system development, including human resources. The latter initiative is currently under preparation as part of the High Level Forum on the MDGs jointly sponsored by the World Health Organization and the Bank.

52. Several facts currently characterize Human Resources for Health in Africa:

• Numbers are inadequate, sometimes insufficient, and decreasing because of the combined effects of “brain drain” (out of the sector and out of the country) and HIV/AIDS—sometimes in excess due to poor training and employment regulation policies.

• Great imbalances exist: more doctors than nurses in certain countries, certain areas not covered (mental health, occupational health, public health, and management) urban concentration, and gender imbalances (management, specialists).

• Training is still mostly based on western models and not consistent with the needs of the region and quality is very variable.

• There is little understanding of labor market issues in health in SSA, including, among others, level and modes of remuneration, the public-private dynamics, and the incentives framework in which health workers are operating.

53. Shortages and uneven distribution deprive many groups of access to life-saving services, a problem exacerbated by accelerating migration in open labor markets that draw skilled workers away from the poorest communities and countries. In many public systems, worker productivity is very low, and some private systems suffer from poor work quality, because of commercial

2 World Bank, 2004, Improving Health, Nutrition, and Population: Outcomes in Sub-Saharan Africa, Washington, D.C.; World Bank, World Development Report 2004, 2004, Making Services Work for the Poor, Washington, D.C.; U.N. Millennium Project, 2005, Investing in Development: A Practical Plan to Achieve the Millennium Development Goals, New York; STOP-TB, UNAIDS, 2005, Progress Report on the Global Response to HIV-AIDS Epidemic 2003, New York; World Health Organization, 2005, World Health Report, Make Every Mother and Child Count, Geneva; Norad, Human Resources for Health Consultation, Oslo, February 24–25, 2005, available at: http://www.Norad.no/default.asp?V_ITEM_ID=3011&V_LANG_ID=0.

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pressures. Unless SSA countries overcome the workforce crisis, neither priority disease initiatives nor health system strengthening will succeed. In the same way that human resources represent the muscle of the health system—essential for holding the various components together—coordinated action addressing the HRH crisis can effectively link and strengthen joint work among existing global initiatives. Addressing the crisis in HRH requires a modality to accelerate and sustain more effective and more comprehensive action. Without greater cohesion, there are real risks of fragmentation, competition, and duplication.

54. The situation varies from country to country. Five approaches will be explored under CDMAP.

• Create qualified staff. Many countries are experiencing a shortage of health professionals due to insufficient production. Others are training large numbers of health staff, whose qualifications do not always allow them to deliver services effectively. Governments should evaluate their current support to training institutions and adjust them to respond to the needs.

• Attract and retain qualified staff. Studies show that many factors influence occupational choices of health workers. Intrinsic motivation, expectations on future income and benefits in terms of training and career development influence the decisions of health workers to migrate, stay in their countries, or work in remote rural areas. Various policies can influence these choices, including selection of appropriate profiles at entry, training policies, and developing the right set of financial and non-financial incentives.

• Develop alternative profiles of health worker. One of the major reasons for the large migration

of qualified health workers outside of Africa is that training of these workers is fully aligned to the needs of the market of high-income countries. For example, the training strategy of health workers in Ethiopia or Ghana has proved a successful export strategy in a global economy, yet inefficient when it comes to serving the health needs of these countries themselves. In response, many countries develop innovative training curricula that focus on the development of new categories of health workers that are better adapted to their own epidemiological needs: health officers and health extension workers in Ethiopia, for example, or nurse practitioners in most countries of Sub Saharan Africa (SSA).

• Diversify and increase funding. Very few countries are now operating on a model of full public

provision of health services. In the SSA region, about half of health expenditures are private. Scaling up for reaching the health MDGs implies, therefore, that both public and private financing be mobilized toward high impact services that contribute to these goals. Various options must be developed, including contracting in and contracting out of private institutions and health workers. Public financing and private financing must be made more complementary by offering better incentives to health workers to serve rural areas, including hardship allowances, housing, and better career path.

• Focus on areas of relevance to national needs. The current shortages of resources and qualified

people call for selectivity in areas for investment (especially public). Governments should concentrate in public funding in areas with the highest likely impact on key public service provision. First among these are services that contribute to the MDGs, including improvement of nutrition, reduction of child and maternal mortality, and control of communicable diseases: AIDS, tuberculosis, and malaria.

55. The above approaches will be made operational through a variety of instruments. The Bank will be an active partner with African countries to improve the situation regarding human resources

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for health in SSA and will provide analytical and advisory services, technical assistance, and lending. The Bank will also contribute to the creation of new instruments, such as a catalytic fund for supporting brokering services to improve harmonization and develop financing mechanisms at the country level to build sustainable health systems and its human resources for health component. Most of the support requested by countries as they strengthen institutional capacity and build coalitions will be provided by country-based staff from the World Bank and other involved partners, accessing other resources as needed. This support must be demand driven to be effective. To fulfill these functions, broker relationships, and backstop country colleagues, capacities might have to be reinforced at the regional and headquarters levels. Lessons learned can facilitate the expansion of the process in five to seven additional countries as a “proof of concept” effort and be integrated into dialogue with donors, including bilateral and global partnerships, and others. The high-level forum brokering services could be capitalized to deliver $50 to $100 million a year initially, potentially increasing to up to $300 million a year.

56. Country-specific examples of HRH. The human resources challenges in Ethiopia are staggering. Since the early 1990s, the Government of Ethiopia (GOE) has tried to address the health needs of the population by expanding the health facility infrastructure, in particular through the construction of health posts. But health worker/population ratios remain three to four times lower than in neighboring countries. The GOE has recently intensified efforts to train and upgrade health workers. As part of its newly developed health sector development plan (HSDP3) supported by the World Bank (through the HSDP and PBS projects) and other donors, Ethiopia has initiated an innovative program to train health workers with an alternative skill mix. Two programs are underway and include the training of health officers (less likely to migrate than medical doctors) and the training of health extension workers.

57. Health extension workers are female 10th graders recruited from the village in which they are expected to serve. They are trained for one year to deliver an essential basic package of services, which includes immunization, family planning, bed nets, deworming, vitamin A supplementation, oral rehydration therapy, malaria treatment, etc. Two workers are posted in each kebele (village) serving the needs of a population of 5,000 people. About 30,000 (24,000 for rural) workers will be trained within a period of five years. The health extension workers are the main pillar of the flagship program of the GOE, the Health Services Extension Program (HSEP); the main objective is to improve access and equity to health services with a focus on preventive health actions and increased health awareness.

58. Rwanda has made a remarkable transition from reconstruction to development in the 12 years since the 1994 genocide, which decimated Rwanda’s fragile economic base, severely impoverished the population (particularly women), and eroded the country’s ability to attract private sector investment. During reconstruction, the Government of Rwanda (GOR) focused on rebuilding institutions and improving social indicators, which led to significant improvements in education and health outcomes. Under-five mortality decreased by about 30 percent, back to pre-genocide levels, and immunization coverage is one of the highest in SSA at more than 90 percent. HIV prevalence is also on the decrease at 3 percent. With the support of the World Bank (PRSG and MAP operations) and other donors, the GOR has also been implementing several innovative programs to improve service delivery and attract and retain health workers, including (a) performance-based contracts offering financial incentives to health workers based on results achieved on the delivery of MDG-related activities, and (b) creation of a basket fund to find improved training of and financial incentives for health workers.

59. The GOR has recently scaled up several innovative programs that transfer conditional grants from the central government to municipalities for the purchase of essential health outputs. A

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health center scheme transfers resources (about $0.50 per capita) to primary care centers on the basis of a performance-based contract. Resources are used to pay for incentives to health workers that significantly increase their remuneration and level of satisfaction (as recently evaluated). The scheme was initially piloted in two provinces (Butare and Cyangugu) with the support of NGOs and bilateral aid. The contract includes indicators related to quantity as well as quality of services. An evaluation was conducted that showed a significant increase in utilization of health services, including immunization, family planning, and assisted deliveries in the provinces where the contracts had been implemented as compared with other provinces of the country (figure 1). The GOR decided subsequently to scale up the program to other provinces gradually, incorporating lessons from the pilots. In 2005 it institutionalized the achievements of the pilots by introducing a budget allocation to the schemes for these two provinces. The program (a) expanded in 2006 to include the entire country, (b) has been fully transferred to the GOR’s budget, and (c) directly links service delivery, results, and payment. A steering committee has been established in each province to monitor independently the performance of the health centers using lot quality sampling and satisfaction survey techniques. The results of the independent verification directly affect the amount of funding received by the center. The impact of these schemes on health outcomes are currently being evaluated using a randomized controlled prospective design.

60. A basket fund for HRH has also been created to support this approach, topping up the funds provided through the budget and direct budget support. This basket fund is merging funds from the Bank, the Global Fund, and bilateral agencies (Belgium and Germany). The U.S. Agency for International Development (USAID) is also providing “top ups” to the schemes through a separate channel. These funds are used to support training institutions as well as provide contracts for performance to health facilities to allow the payments of financial incentives to health staff.

Figure 1: Rwanda: Use of Assisted Deliveries Over Time

Use of Assisted Deliveries over time

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Butare Cyangugu Gikongoro Kibungo

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OUTCOME III: Developing Skills for Growth and Competitiveness 61. CDMAP Action 9: Supporting regional integration. Supporting more effective regional economic communities (RECs) is a key to improving regional integration in Africa. RECs have important roles in driving policy on regional issues and in preparing priority regional investments. Support will be provided specifically for the development of technical and organizational capacity in regional institutions, such as the ECOWAS Secretariat, SADC, EAC, IGAD, Nile Basin, and

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CLEAA, to help in delivery of regional public goods, for example, by implementing regional trade, environmental protection, and NEPAD initiatives; facilitating peer learning; and strengthening the capacity of Pan-African institutions, such as the AU, NEPAD, and regional knowledge networks. The CDMAP will particularly focus on enhancing policy, regulatory, and implementation capacities for environmental assessment as well as capacities to manage and sustainably develop critical environmental services (e.g., land productivity and water) at national and subregional levels.

62. Support to the RECs has been provided by a broad range of technical assistance. For selected RECs, these separate and mostly small engagements will be folded into program approaches prepared jointly with main donor partners. These will strengthen donor harmonization and focus engagement around two main themes: (a) capacity building for policy analysis aligned with REC’s near-term deliverables and (b) strengthening capabilities to prepare priority regional projects, including by establishing multidonor funds.

63. An important aspect of capacity development will be to strengthen the abilities of RECs to undertake regional analysis. This will be addressed through the regional AAA program and in direct capacity development engagements. Support for additional growth will focus on four priorities: (a) supporting implementation of customs unions, including customs facilities and systems, (b) filling gaps in regional infrastructure, especially trade corridors, regional power systems, and telecommunications, (c) integrating the financial sector, especially to broaden access to trade-related financial instruments, and (d) strengthening agricultural productivity through research and technology development. Planned investments support NEPAD’s Short-Term Action Plan, although some projects require considerable preparation.

64. In addition to the above, the Bank will support regional and subregional networks, including the African Economic Research Consortium; Macroeconomic and Financial Management Institute (MEFMI), which provide training for central bankers and ministries of finance in Eastern and Southern Africa; and the counterparts of MEFMI: WAIFEM in West Africa and Polle Debt in francophone West Africa. Support would also cover other regional/subregional networks of institutes providing training in public administration and management skills more broadly such as ESAMI in Arusha. The Region will utilize resources of the Africa Catalytic Growth Fund (ACGF) in this effort. Four stand-alone capacity development operations will be sought to support (a) the EAC Secretariat, UEMOA Commission, ECOWAS Secretariat, COMESA, and CEMAC Secretariat, (b) trade and transport facilitation in West Africa, (c) trade and transport facilitation in Central Africa, and (d) technical support to the Africa Peer Review Mechanism processes.

65. CDMAP Action 10. Supporting African business schools. The International Finance Corporation’s (IFC) Global Business School Network (GBSN) is intended to strengthen the skills of managers in emerging markets by expanding opportunities for management education and training in these countries. Partnering with a network of business schools around the world, GBSN is working to enhance the institutional capacity of business schools in seven countries so that they can provide a stronger pool of management skills to local and regional firms, including small and medium enterprises. GBSN acts as a facilitator, identifying needs at the local level, forging links among emerging market business schools and appropriate partner schools, structuring projects, and creating an ongoing network for the sharing of best practices. GBSN is also linking schools in emerging markets with each other. In October 2005 more than 20 business schools across Africa established an Africa-wide Association of African Business Schools (AABS).

66. GBSN’s pilot projects in Africa were launched in July 2004 in Nigeria, Kenya, Ghana, and South Africa, following significant planning and preparation, including a capacity and needs survey of more than 25 African business schools. The results to date have surpassed expectations, and

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GBSN continues to monitor and evaluate progress, outputs, and impact. The projects are three years in duration and will be completed at the close of FY07 GBSN staff has also joined IDA project teams in Kenya, Tanzania, Ethiopia, and Rwanda. Key results to date include:

• Kenya: Micro, Small, and Medium Enterprise (MSME) Competitiveness Project (2004). Leveraged success of a pilot project in Kenya by scaling up development of local case studies to three additional business schools and produced 26 high-quality cases for MSME short courses.

• Ethiopia: Private Sector Development Capacity-Building Project (2005). Launched degree programs in competition and trade policy for government officials in Ethiopia.

• Rwanda: Competitiveness and Enterprise Development and Public Sector Capacity Building (2005). Assessed Rwanda’s only business school, designed a capacity-building framework; and is now developing a 10-year Strategic Plan for the School of Finance and Banking in Kigali.

• Tanzania: Private Sector Development Competitiveness/MSME Project (2006). Supporting faculty development and curriculum review and upgrade, designing a national skills transfer program, supporting the Natural Resource Management Institute in Tanzania with Bank/IFC’s Oil, Gas and Mining Department.

67. In FY07-09, GBSN plans to build on the lessons learned and models developed through the pilot projects by implementing a set of follow-on capacity development projects to strengthen management, entrepreneurship, and leadership skills in Africa, including the following:

• Extending the model for entrepreneurship/SME training developed through the Lagos Business School project to six additional entrepreneurship centers in Nigeria and other African countries.

• Deepening MSME training programs in East Africa and sharing indigenous content with other trainers, such as Business Edge, and translating and adapting materials for other regional languages.

• Broadening the business school leadership/strategic planning model developed through the Ghana project to enhance business school management and operations in other schools and countries through an African business school deans’ program, initially involving 10–15 schools.

• Building on teaching methods developed through the All-Africa “Teaching the Practice of Management” to create a Senior Executive Program for African executives and managers, which is to run initially in four regional African hubs.

68. The program would be extended to lusophone and francophone Africa, including (a) Cape Verde, to establish a business school for the country’s first public university, (b) Angola, to build a Center for Business Development and develop courses and training tools for MSMEs and MNCs, (c) Guinea-Bissau, to train faculty in West African Economic and Monetary Union accounting standards, and (d) Mozambique, to create a Research Center for Economics and Management and develop reference materials and case studies relevant to the local context.

69. CDMAP Action 11: Supporting tertiary education particularly science and technology. Improving tertiary education in Africa is a capacity development priority. Africa’s agenda for growth and poverty reduction will require sustained investments in education at all levels. Tertiary education systems warrant special emphasis, not only because graduates can help fill critical skill gaps throughout society, but also because staff can help facilitate the transfer of knowledge and application of technology that will be vital for boosting economic productivity. The CDMAP envisages increased support for tertiary education in eight countries. This support will

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take three forms in the next three years: (a) a program of strategic analytical work to inform the Bank’s policy dialogue with governments, (b) financial support through IDA operations to help revitalize tertiary education systems in countries that request such support, and (c) creation and implementation of an Africa Knowledge Innovations Fund (AKIF). The latter initiative goes beyond business as usual and is intended to help African countries address urgent needs in tertiary education, including the need to produce more graduates in the fields of business education, science, and technology; enhance teaching quality and teaching capacity; and strengthen academic and financial management of tertiary institutions.

70. Two facts currently characterize tertiary education in Africa: (a) the demand is exploding and (b) most African tertiary systems and institutions are generally unequipped to provide high quality, relevant education. Overall enrollment has risen dramatically in recent years, perhaps by as much as 500 percent in a decade. Increasing numbers of students have been willing to pay for tertiary degrees, and surging demand has promulgated a number of private, sometimes profit-oriented institutions, often of dubious quality. This swell of demand and willingness to pay represents a significant opportunity for African countries to increase levels of skills and knowledge. But capitalizing on this will require policy attention and actions that are difficult to achieve. Meanwhile, although the threat of collapse has largely passed and most tertiary institutions and national systems are emerging from crisis, they are nonetheless in a precarious state and unable to meet the current challenges. Most were designed to accommodate small numbers of elite students destined for government/civil service employment. Decades of neglect have left them with low numbers of qualified staff, poor working conditions, scarce infrastructure, outdated institutional management, and limited capacity to generate resources.

71. Tertiary systems are complex and national and institutional needs vary. Five approaches will be explored under the CDMAP:

• Diversify and increase funding. To offer valuable education, institutions must have more resources. Yet, government budgets are stretched and cannot be considered a main source of additional finance. Other options must be developed. In many countries, institutions are prevented by law from raising revenue that students would be willing to pay. Public and private student loan systems, fees for services, and control of the pace of expansion are further options for diversifying tertiary education finance and making it more sustainable.

• Create, attract, and retain qualified staff. As enrollment increases, the scarce and aging teaching corps is spread increasingly thin. Sending young faculty for PhDs abroad helps, but this option is expensive and can exacerbate brain drain. Domestic graduate education programs are needed to train future faculty to the PhD level. Simultaneously, institutions should tap the intellectual strength of the African diaspora and improve conditions of service in ways that attract and retain highly qualified individuals.

• Focus on areas of relevance to national needs. The current shortages of resources and qualified people call for selectivity in areas for investment (especially public). Governments should concentrate on public funding on areas with the highest likely impact on economic growth and key public service provision. First among these are sciences, engineering, business, and technical disciplines related to food security, transport, energy, and health, among others.

• Decrease isolation/augment connectivity. Adequate levels of quality cannot be achieved or maintained unless African institutions have strong connections to global knowledge, whether these are professional interchanges, library resources, or joint research opportunities. Modern information and communications technologies make some of this increasingly possible.

• Professionalize institutional and system management. The administration and governance systems of many tertiary institutions are outdated and inefficient. At the national level, most quality assurance bodies are new and do not have the clout to induce change in the institutions

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they assess. The right interventions, from legal and regulatory changes to modernization of student accounts and record keeping, could profoundly improve efficiency at several levels.

72. The above approaches will be made operational through a variety of instruments. The Bank will be an active partner with African countries to improve tertiary education and will provide analytical and advisory services, technical assistance, and lending. An example is the technical assistance and financial support provided by the Bank Group to the African Institute of Science and Technology (AIST), which is being developed, nurtured, and promoted by the Nelson Mandela Institution for Knowledge Building and the Advancement of Science and Technology in Sub-Saharan Africa (NMI). The Bank will also create new instruments such as the continent-wide African Knowledge Innovations Fund (AFIK). AKIF goes beyond the Bank’s traditional business offered through AAA and IDA lending operations. It is designed to contain a menu of benefits, which countries can access according to their willingness to make the reforms required to revitalize their systems of higher education. At one end of the scale, all countries in Africa will have access to a minimum package of benefits such as ICT packages for library development and knowledge access, while access to the higher-end benefits, such as support for strengthening graduate programs and associated research activities that benefit graduate students, including short- and long-term faculty exchange) and help in establishing a stronger pension/retirement program for academics (a good deterrent to brain drain) will be for countries that are willing to take on the most challenging reforms, for example, increased autonomy for institutions, allowing institutions to diversify sources of finance, reforming employment contracts, etc. The attractiveness of the scale of benefits would be commensurate with the political difficulties associated with the policy changes that might be asked in return. AKIF could be capitalized to deliver $100 million to $200 million a year.

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Box 4: Education, Science and Technology: The Backbone of the Korean Success Story Korea’s rapid transformation—from a poor, agrarian and relatively closed society to one of the most successful cases of economic growth and poverty reduction in human history—has much to do with its approach to capacity development. This success was built on the foundations of clear leadership from the government, developing strong implementation capacity at all levels of society, and major sustained government and private investment in human resources and education. Korea, like many countries of East Asia, was helped by a strong tradition of heavy private investment in education, backed up by family decisions to save for children’s education. Family spending on private education amounted to more than 2.3 percent of GDP. The government encouraged this private investment by its own aggressive spending on education. By 1995, at 6.8 percent of GDP, education spending in Korea had surpassed the level even of the most prodigious spending by OECD countries, such as by Finland.3 This investment in education has been sustained for a long period and continues today. The drive on education has been complemented by establishing strong links between tertiary education institutions and local industry as well as with reputable universities outside Korea. This foreshadowed an approach that was later to be adopted on a massive scale in China. Korea created a network of world-class think tanks that combed the globe for policy ideas and solutions to problems, tested those solutions on a small scale, and then scaled them up to the country level. Under Brain Korea 21, for example, the government invested heavily to prepare the country for the twenty-first century. This program targeted what the Korean government considers to be the seven most important fields in science and technology required to enhance competitiveness in the global economy. Korea has already begun to show the results of this investment. Between 1980 and the end of the 1990s, Korea’s share of global high-technology exports more than doubled: from 2.6 to 5.4 percent. Korea surpassed the United States in Internet connectivity in the late 1990s, and today has the highest level of broadband Internet access in the world; two-thirds of the population is connected. Combined with Korea’s high spending on research and development, these achievements have helped Korea attain strong competitiveness in high-technology industries.

OUTCOME IV: Deliver Essential Services in Post-Conflict Countries 73. CDMAP Action 12: Growing the capacity of post-conflict states to deliver essential services. During FY06-08, the Bank will work with development partners to (a) scale up analytical work on the economic and social impacts of conflict, (b) develop tailor-made country strategies emphasizing community and local delivery of essential services and accountability, and (c) scale up investments in reconstruction in 12 post-conflict countries: Angola, Burundi, Democratic Republic of Congo, the Republic of Congo, the Central African Republic, Guinea Bissau, Ivory Coast, Liberia, Rwanda, Sierra Leone, Sudan, and Uganda. The successful implementation of ongoing Emergency Demobilization, Reintegration, and Community Support projects funded by the Multi-Donor Demobilization and Reintegration Program (MDRP) Trust Fund and IDA grants is a major part of the strategy during this period.

74. MDRP is a multi-agency effort that supports the demobilization and reintegration of ex-combatants in the greater Great Lakes region of Central Africa. It is the largest program of its kind in the world. MDRP currently targets an estimated 450,000 ex-combatants in seven countries:

3 Carl Dahlman and Thomas Andersson, eds., 2000, Korea and the Knowledge-Based Economy, OECD and World Bank Institute, p. 59.

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Angola, Burundi, Central African Republic, Democratic Republic of Congo, Republic of Congo, Rwanda, and Uganda. MDRP provides comprehensive support for demobilization and reintegration by helping to establish standard approaches throughout the region, coordinating partner initiatives, and providing financial and technical assistance in the demobilization, reinsertion, and reintegration of ex-combatants. The program works on two principles: (a) improve the overall stabilization and recovery in the region and enhance the prospects for peace and security, which are preconditions for sustainable growth and poverty reduction and (b) complement national and regional initiatives and provide vital support for the social and economic reintegration of combatants. Once a government’s request for assistance is accepted, national authorities and stakeholders prepare a national program with the support and supervision of interested donor and agency partners. The Bank may also prepare a parallel credit or grant to cofinance the program in accordance with the country’s transitional support strategy or country assistance strategy (CAS).

75. In addition to the Great Lakes countries supported under MDRP and associated IDA grants, four other countries are covered, which will do the following in the next three years:

• Sudan. The Bank will (a) undertake an ambitious public expenditure review in North Sudan; advice is being provided to the Ministry of Finance of South Sudan on how to set up the institutional structures needed to ensure good governance and conducting studies focused on pro-poor policies in agriculture, (b) conduct an assessment of the development needs of Darfur, following the signing of the Darfur Peace Agreement, in preparation for a donors conference in September, and review progress toward the Joint Assessment Mission (JAM) needs in Sudan semiannually (for discussions at the Sudan Consortium), and (c) commit about $200 million with a plan to disburse about $70 million in FY06 entirely from Multi-Donor Trust Fund resources.

• Sierra Leone. The Bank will (a) as part of the analytic underpinnings defined in the recent CAS

for Sierra Leone, undertake a social accountability study and the social protection strategy for FY08, (b) provide further support through a Public Sector Reform/Capacity Building project to complement ongoing IDA support for the decentralization program under the Institutional Reform and Capacity Building (IRCB) Project, and (c) through support for decentralization, improve service delivery and accountability at the local government level through capacity development in PFM, budgeting, and planning and scale up investment in infrastructure. The Infrastructure Development Project was submitted to the Board in FY06. A further Infrastructure Development Project is planned for FY09. These two projects will complement ongoing IDA assistance in rural reconstruction under the National Social Action (NaCSA) project and the education and health rehabilitation projects.

• Guinea Bissau. The Bank will support the authorities’ broad capacity development program

during FY06-08. This program is intended to enhance aid coordination, strengthening public financial management and supporting peace building in collaboration with other donor partners and a very active civil society. A grant from the Fragile State/Low Income Country Under Stress (LICUS) initiative is being readied and will be in place by early FY07. Moreover, IDA assistance in the period will (a) support the Government’s basic infrastructure rehabilitation program through the Multisector Infrastructure Rehabilitation Project (MIRP) to be approved by the end of FY06 to restore critical utility services to pre-war levels, (b) provide a budgetary support grant (Economic Management and Reform Grant or EMRG) in FY07 to support the initial phase of the government macroeconomic reform program with a particular emphasis on core civil service issues, and (c) support service delivery at the local level through a CDD operation in FY07 that will help communities generate rural incomes and ensure delivery of

30

minimal health and education services in rural areas with a particular focus on the retention of core staff on the ground.

• Liberia. The Bank Group will continue, through LICUS grants and Trust Fund–Liberia

funding, to work closely with the new government and its development partners to strengthen capacity in (a) PFM and transparent governance (GEMAP), including procurement policy reform and implementation, better budget planning and execution, improved information systems, and strengthened tracking and monitoring of donor commitments and flows, (b) management of revenue-generating and regulatory agencies, including the Forestry Authority and telecommunications agency, and (c) support to government’s strategic planning process. The Bank’s program in the next three years (box 5) will be developed based on the new government’s I-PRSP, expected to be issued in September 2006, and will be articulated in an interim strategy note to be presented to the Board in the fall of 2006.

Box 5: Liberia: Internal World Bank Partnership at work in Post-Conflict Capacity Development The Bank Group will work closely with the government of Liberia and its development partners to strengthen and develop capacity in PFM (including procurement policy reform and implementation, better budget planning and execution, improved information systems, strengthened tracking, and monitoring of donor commitments and flows); management of revenue-generating and regulatory agencies; and the government’s strategic planning process. The World Bank Institute will actively support the Government’s governance and anticorruption design, fostering constructive working relations between the executive and legislative (led by leaders of former warring factions) branches of government through a leadership program, and assistance to mobilize Liberian diaspora professionals to contribute to reconstruction of the economy and restoration of basic services. IFC, which holds an equity investment in the Liberian Bank for Development and Investment, expects to play a role in developing and financing private investment in infrastructure and strengthening the domestic financial sector, including working with financial intermediaries to improve access to micro-, small-, and medium-scale finance. The Bank’s Community Empowerment Project (CEP) will continue to utilize and strengthen local capacity for community subproject development and implementation. The new government is considering the Liberian Agency for Community Empowerment (LACE), created through the CEP, as one model to implement government community grants—a real vote of confidence for the work of this Bank-funded agency. A key component of the forthcoming IDA pre-arrears clearance grant—the Emergency Infrastructure Project (EIP)—will be to develop capacity within the Ministry of Public Works to implement the EIP, as well as the Infrastructure Rehabilitation Trust Fund and subsequent infrastructure activities, both Bank financed and non-Bank financed. All Bank activities will have a focus on capacity and sustainability. Other capacity-focused activities in the next two years include (a) establishment of a GDLN Center in Monrovia, using the latest distance learning tools to obtain courses, seminars, workshops, and dialogues for Liberian policymakers and managers on timely and pertinent issues dealing with management of the development process and (b) support for legal reform, involving training of judges and bringing in expertise from neighboring countries, such as Ghana.

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OUTCOME V: Effective Management and Monitoring of Results 76. CDMAP Action 13: Helping countries to undertake needs assessments, and build outcome-driven, capacity-sensitive national development strategies. The results agenda outlined in the AAP is designed to help countries build outcome-based national development strategies and assume their leadership role in setting priorities, coordinating donor support to those priorities, managing the implementation, and monitoring progress toward achievement of national outcomes. It does so by providing analytical and advisory services, supporting the development of PRSP results frameworks, building monitoring and evaluation capacity, and contributing to donor harmonization efforts. Furthermore, the AAP results agenda is intended to improve the effectiveness of Bank-supported operations by improving progress measuring and reporting, increasing the results orientation of new IDA-assisted projects and programs, and initiating a program of formal impact evaluation of IDA-assisted projects in Africa.

77. During FY06 support was provided to eight countries (Benin, Burkina Faso, Ghana, Malawi, Nigeria, Senegal, Sierra Leone, and Uganda) to strengthen the results frameworks of country and sector strategies. The objective was to help governments to lay out clearly their medium-term frameworks for achievement of outcomes in critical developmental areas to internal and external audiences and to empower governments to align donor support behind their country’s priorities. By the end of FY08, the Bank, working with development partners, will provide analytical and advisory support to another 14 countries that will be preparing new or second-generation PRSPs. This will include support for carrying out needs assessments and prioritizing capacity development in their national strategies.

78. During FY06 three countries (Ethiopia, Mozambique, and South Africa) received support for strengthening evidence-based policymaking through the use of rigorous impact evaluation. The activities assisted governments in developing a medium-term plan of evaluations that reflected priorities and guides the evolution of their development program and strengthened capacity both in and outside government to carry out these evaluations (through training and doing). In addition to expanding the number of countries receiving this kind of support, the next years will be devoted to ensuring that the government is able to carry out the evaluations and incorporate the lessons in policy and program design.

79. CDMAP Action 14: Adapting a results focus and strengthening country capacity for monitoring and evaluation, which would have an explicit component for capacity development. The Bank will support benchmarking innovations for capacity development. It will increase investments in (a) development of M&E systems, while assisting countries in developing and implementing M&E plans, and (b) a major effort to strengthen national statistical and database management capacities, including development of national statistical development strategies and master plans.

80. During FY06, support was provided to four countries (Ethiopia, Ghana, Tanzania, and Uganda) to strengthen country capacity for M&E to develop and implement PRSP M&E plans. Specific activities supported included assistance to establish baselines and targets, identify sources of data, reach agreement on frequency of data collection and reporting, building partnerships with responsible institutions for outcome indicators in the results framework; development of integrated systems to strengthen administrative and survey data systems and build project and program monitoring systems; and making linkages of PRSP results frameworks to budgetary processes and public expenditure management to close the feedback loop and ensure more evidence-based decision-making.

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In the next years, the program will be targeting countries preparing new or second-generation PRSPs. By 2008 about 20 countries will be assisted in developing national capacity for designing and developing results frameworks and M&E systems for outcome-driven national development strategies.

81. During FY06 progress was made in supporting countries in strengthening country national statistical and database management systems. The CDMAP objective is to further innovations in benchmarking of capacity development and mount a major effort, in close collaboration with other development partners, using joint grant-funding mechanisms to strengthen national statistical and database management capacities, including development of statistical master plans. To date, 31 countries in Africa have been working on development of national statistical development strategies (NSDSs). Of these, eight countries (Angola, Burkina Faso, the Gambia, Mauritania, Mozambique, Nigeria, Rwanda, and South Africa) are implementing their strategy, and three countries (Kenya, Uganda, and Namibia) have statistical capacity-building (STATCAP) operations in the pipeline. Furthermore, 12 countries have completed strategies, but have not started implementation, and 11 are in the process of completing their strategies. The CDMAP target is to support development of statistical master plans in 15 additional countries by the end of FY08. In addition to the three countries in the pipeline, 12 additional countries will be brought to the implementation stage (Benin, Cameroon, DRC, Ethiopia, Ghana, Guinea, Madagascar, Mali, Mauritania, Niger, Sierra Leone, and Tanzania).

82. In addition, AFR is working in close collaboration with DECDG and Paris 21 to support the deployment of the Accelerated Data Program, the objective of which is to improve the documentation and dissemination of existing datasets as a cost-effective solution to “unlocking” micro-data and making possible a rapid increase in the diversity and quality of analytical work, and launching a program to harmonize and align data collection activities. So far, the program is under implementation in six African countries (Niger, Ethiopia, Ghana, Madagascar, Mozambique, and DRC). Discussions are going on at this time to plan for a major expansion of the program.

83. To fill data gaps, several data collection initiatives are being carried out, including the following:

• Household survey on living conditions. By FY06 four countries—Mauritania, Burkina Faso, Cameroon, and Mali—will carry out these surveys.

• Core welfare indicators questionnaire (CWIQ) surveys. Twenty-two have been implemented to date. In FY06 six were initiated and, by the end of FY08, a further eight will be implemented in countries selected from among Angola, Equatorial Guinea, Ethiopia, Kenya, Sierra Leone, Zambia, Guinea, Malawi, Benin, Burundi, Rwanda, and Senegal.

• Community purposive surveys on public service delivery. The surveys were launched in four countries during FY06—Nigeria, Burkina Faso, South Africa, and Uganda—and by the end of FY08, eight more countries will be brought into the program.

• The Africa Impact Evaluation Initiative. Baseline and follow-up surveys will be undertaken for all participating projects.

84. CDMAP Action 15: Ensuring that PRSPs and CASs include explicit focus on capacity development. AFR will require that every new CAS, interim strategy note, and, where applicable, every joint assistance strategy (JAS) has a systematic program for capacity development and an appropriate monitoring framework. The capacity development program is designed to meet the needs for implementing the country’s medium-term plan for poverty reduction, including appropriately adapted MDGs. The use of the results-based approach in all new CASs, JASs, and

33

interim strategy notes and in retrofitted existing CASs should be completed by the time of the mid-term progress report for the AAP. A total of 13 countries would be completed by the end of FY08. During FY06, the Bank supported outcome-orientation and management-by-results programs. Nine country teams prepared or retrofitted their CAS results frameworks to strengthen outcome orientation and alignment with country priorities. These countries were Burkina Faso, Ethiopia, Malawi, Mozambique, Nigeria, Senegal, Sierra Leone, Uganda, and Zambia.

85. More than 60 project teams worked to strengthen the results framework of new or existing projects. Furthermore, working in collaboration with Development Economics Department (DEC), Human Development Network (HDN), and Poverty Reduction and Economic Management (PREM), The Africa Region launched the Africa Impact Evaluation Initiative to mainstream rigorous analysis of impact and guide evidence-based decisions in IDA-supported operations. The initiative worked with government counterparts and project, country, and sector teams to design and launch 50 new rigorous evaluations in 20 countries and 18 different sectors. The objective is to learn what works best in achieving results within each developmental context and apply this knowledge to improving the design of operations and allocation of fiscal budgets across programs. These evaluations will provide feedback to governments and project teams during project implementation as well as at activity completion. They will provide the Bank and its partner countries with a rigorous accounting of the effectiveness of each dollar spent in achieving results and cost estimates for scaling up activities. This program will be expanded under the CDMAP to cover most new operations by the end of FY08.

86. CDMAP Action 16: Real-time training and sustained management support for results management. AFR in collaboration with the Human Resources Leadership and Organizational Effectiveness Group (HRSLO), the Results Secretariat in the OPCS Network, World Bank Institute, Strategic Communication Group in the External Affairs Vice Presidency (EXT), the Legal Department (LEG), and the Institutional Integrity Department (INT) will launch an extensive “Results Learning Roadmap” program for Bank staff, country partner government departments and institutions, and other partner donor agencies. The roadmap will be primarily targeted to 14 countries, that is, South Africa, Mozambique, Malawi, Tanzania, Kenya, Ethiopia, Chad, Madagascar, Burundi, Ghana, Guinea, Nigeria, Burkina Faso, and Senegal. In each of these countries, the Bank will identify partner institutions, which will assist in the initial delivery of the workshops, courses, seminars, and clinics that make up the program. The major objective of these collaborative and twinning arrangement efforts is the long-term sustainability of the program and the capacity development of these institutions.

87. The program will be built around six content packages ranging from short (two to three hour) familiarization clinics and modules in courses on results monitoring, measurement, and management to longer (two- to three-day) skills development courses on project/program monitoring and evaluation for results as well as impact evaluations. In FY06 the program trained more than 500 AFR staff located in Washington, D.C., and country offices and more than 700 staff from partner country governments and institutions for a total of 1,200 participants. The program will be expanded to reach a total of 1,500 participants in FY07 and 2,500 participants by the end of FY08.

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Doing Business Differently for Greater Effectiveness and Results 88. CDMAP Action 17: Harmonizing support for capacity development with partners, including technical cooperation to counter the deleterious effects of years of fragmented (and mostly tied) support to Africa. Increasing the share of Bank-provided technical assistance that is pooled with the technical assistance of other partners and is managed by the partner country for capacity development activities is a specific action of the CDMAP. The objectives are to (a) facilitate redirection of technical assistance to capacity development activities, (b) increase pooled technical assistance in five countries with agreed disbursement procedures over the FY05 baseline by the end of FY08, (c) establish a monitoring process for the harmonization of capacity development assistance, and (d) support a comprehensive self-evaluation of all technical assistance for capacity development, especially on the impact of this support. The real test will be to encourage other donors to channel their scaled-up aid for capacity development in partnership with the Bank, while retaining their identity.

89. CDMAP Action 18: Adapting or developing the Bank’s business lines and instruments to use local institutions and processes and procedures that are appropriate and meet Bank Group standards. To achieve this objective, AFR will build on the momentum in the Bank to grow country capacity by working even closer with indigenous processes that have proved effective and efficient in implementation of Bank-assisted operations. The plan calls for working with other donors in at least 10 countries (i.e., Benin, Burkina Faso, Ghana, Madagascar, Malawi, Mozambique, Rwanda, Tanzania, Uganda, and Zambia), harmonizing donor implementation practices, and agreeing with them on aligning these practices and requirements to requirements in these specific countries by the end of FY08. The action plan also envisages an increase in the use of programmatic lending instruments to support capacity development country outcomes. The number of sector-wide approaches and PRSCs that explicitly give focus to capacity development policy, program, and project implementation would increase by the end of FY 08 Instruments (including grant facilities) and partnerships to support demand-side capacity building of nonexecutive institutions of accountability, including parliaments, judiciary, civil society, and media would be increased as well. This is vital for supporting the engaged society pillar of the CDMAP.

90. AFR will conclude an exhaustive review of the role of project implementation units with a view to reducing their numbers by one-third in IDA-assisted operations in Africa and will develop an approach to mainstreaming project implementation within government through capacity development support, including training and mentoring. The Bank will review each proposed new operation at the project concept note stage and only in exceptional cases, where there are overwhelming country circumstances and the borrower and the Bank agree that a parallel PIU is essential to meeting project development objectives, would parallel PIUs be used. The review of the role of PIUs mentioned above will inform a set of criteria to consider in deciding whether the use of a PIU could be justified. Special attention will be paid to the specific needs of post-conflict countries in this regard. The typical parallel PIU for a specific investment operation tends to be independent of government systems and includes procurement, financial management, and monitoring and evaluation specialists who are hired on terms and conditions that are higher than public service/civil service scales. The phasing out of parallel PIUs and mainstreaming project/program implementation in government ministries and agencies will be closely linked to three other CDMAP actions, that is, public service reform, especially pay reform (paragraph 44); training of fiduciary staff under the PFM program (paragraphs 23–30); and training of country staff in results management (paragraph 85 and 86).

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91. CDMAP Action 19: Energizing the Partnership for Capacity Building in Africa. The Bank will work with other development partners to energize further the Africa Capacity Building Foundation (ACBF) to consolidate its role further as a regional platform for coordination of and knowledge exchange on capacity development. This would enable the ACBF to continue serving as a platform/forum from which multilateral, bilateral, and regional partners can reinforce and scale up capacity-building initiatives, mobilize support for country and regional programs, and support a more efficient implementation of PACT and other initiatives, such as the Strategic Partnership with Africa (SPA) and the New Partnership for Africa’s Development (NEPAD), thereby serving as a robust defense against a proliferation of additional fragmented structures.

92. CDMAP Action 20: Creating capacity to manage the CDMAP. The AAP and CDMAP are institutional priorities. For successful implementation, AFR will collaborate with a range of stakeholders within and outside the Bank. At the international level, strong partnerships will be further enhanced with OECD/DAC on the Paris Declaration and Paris 21 agreements regarding capacity development and with UNDP, the Strategic Partnership for Africa (SPA), and bilateral donors on the country partnership framework and public service reform. Within Africa, AFR will work closely with the African Development Bank (AfDB) on regional integration and public goods; the New Partnership for Africa’s Development (NEPAD) on the governance agenda; and the United Nations Economic Commission for Africa (UNECA) and the Africa Capacity Building Foundation (ACBF) on peer learning and regional networks.

93. Within the Bank, six major partners are essential for successful implementation of key actions under the CDMAP: WBI for needs assessments, involvement of social actors, and peer learning; PREM for governance and development of country strategies; DEC and the OPCS Network for results measurement and monitoring and public financial management; and HDN and IFC for science and technology and business education at the tertiary level.

94. AFR will be responsible for the monitoring and management of the CDMAP and will mobilize and coordinate resources with the above units to achieve the agreed objectives of this high-priority institutional program. A new unit with the appropriate capacity will be responsible for the overall strategic direction and monitoring of this program. This function will be supported by a network of full or part-time staff in each country and sector department in AFR. Dedicated time of staff from the WBI, HDN, PREM, DEC, and OPCS Networks will be secured through normal work program agreements and cross-support arrangements. The Regional Vice President will provide institutional updates on progress in implementation of the CDMAP to the President and Board, and will seek guidance and/or further support for the program through the Operations Policy Committee when appropriate.

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Part C: Measurement and Resource Requirements 95. Monitoring implementation progress and outcomes. Two levels of monitoring indicators are specified in the CDMAP matrix. One set of indicators will track implementation progress in the short term and monitor progress on specific actions for direct internal accountability in the next three years. For example, progress toward reaching the goals outlined in the Paris Declaration will be tracked under this column. It should be noted, however, that some key indicators are already included in the AAP that track progress and outcomes of capacity development initiatives by countries and development partners more broadly. These include those measuring progress in the implementation of the Paris Declaration; donor capacity development support provided through coordinated programs; joint field missions and/or country analytic work; Country Policy and Institutional Assessment (CPIA) scores for transparency, accountability, and corruption in the public sector; and the PEFA Public Financial Management Performance Measurement Framework and Statistical Capacity Score.

96. In the CDMAP, these indicators will be selectively adapted to track the Bank’s own progress in meeting short- and long-term goals. Progress using these indicators will be reported in conjunction with the annual AAP implementation reports, specifically providing details on the governance and capacity development pillar in the AAP.

97. In tracking progress in the short term (FY06-08), the focus will be on four indicators; the first two track implementation of those Bank interventions deemed to have a catalytic effect on capacity development across all sectors. The other two indicators track significant changes of direction and approaches of Bank support for capacity development. These indicators are:

• The number of CASs supporting country-led capacity development action plans.

• Progress by Bank country and sector units toward meeting the commitments specific to capacity development in the Paris Declaration (e.g., tracking reduction of PIUs, increased use of country systems, and pooling of technical assistance).

• The number of Bank diagnostic instruments and surveys involving nongovernmental country stakeholders and partners (for example, CPARs, CFAAs, public expenditure reviews, and governance surveys).

• Increased Bank support for tertiary education in business, science, and technology. 98. The long-term outcome indicators measure outcomes or results from actions taken not only by the Bank, but by country and other development partners. These indicators monitor changes, for example, in the status of government effectiveness and social engagement; achievement in the improvements of individual competencies (tertiary education and business education); strengthening of organizational systems; and key changes in the Bank’s business approaches with consequences for capacity development results in the long term. The CDMAP emphasizes four indicators of the long-term outcomes and results. These are as follows:

• Government (state) effectiveness (based on the 2005 baseline in the aggregate governance indicator rating for government effectiveness by Kauffmann and Kraay). The target here is an increase in the number of countries in Sub-Saharan Africa with government effectiveness scores above the world average from five in 2005 (i.e., Mauritius, South Africa, Namibia, Botswana, and Mauritania) to thirteen by 2010. Additional countries currently have scores

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fairly close to the world average and include Ghana, Senegal, Mali, Lesotho, Seychelles, Tanzania, Benin, and Cape Verde.

• Social inclusion (based on an aggregate governance indicator for voice and accountability (Kauffmann and Kraay 2005). The target is an increase in the number of countries with social inclusion scores from 12 in 2005 (Mauritius, South Africa, Botswana, Namibia, Senegal, Madagascar, Lesotho, Ghana, Mali, Benin, Cape Verde, São Tomé, and Principe) to 21 by 2010. Additional countries have current scores close to the world average and include Niger, Seychelles, Tanzania, Mozambique, Comoros, Burkina Faso, Kenya, and Zambia.

• Tertiary education graduates in business education, science, and technology. The target is an increase in the enrollment rates in tertiary education institutions and an increase in the share of enrollments in business education and in science and technology programs, including the medical sciences.

• Mutual accountability. The target is an increase in the number of countries with independent monitoring of partnership from the current two—Tanzania and Mozambique—to five (typically a reflection of strengthened capacity for country leadership in aid management).

99. Resource commitments. Total net IDA commitments are projected to grow from about $15 billion at the end of FY05 to close to $20 billion in FY08 through new lending. Net commitments stand at about $18 billion as of the end of June 2006. A significant portion of this portfolio and pipeline will be channeled to capacity development activities as shown in table 7. The proportion of the portfolio dedicated to capacity development will increase from 22 percent at the end of FY05 to 38 percent by the end of FY08.

Table 7: Resource Commitments to Capacity Development Activities Pipeline

(new lending, FY06–08)

Portfolio (as of end

FY05) CDMAP

Focus Areas

Other Capacity

Development Non–Capacity Development

Total net commitment amount (billions of dollars) 15.4 14.14 Amount dedicated to capacity development activities (billions of dollars)

3.4 3.2 2.2 (8.74)

Capacity development (percent of net commitment)

22 38

100. Portfolio. As of the end of FY05, about $3.4 billion was already committed in the portfolio to capacity development. A review of this portfolio revealed a wide array of activities that have common characteristics, target similar interventions, and can be classified in five broad categories:

• Development of organizational systems. Organizational information systems include process redesign, software development, and upgrading of information technology networks to facilitate capacity development across sectors. Strengthening data collection and the generation of information in time to inform decisions and the dissemination and analysis of information are among the benefits of functioning information systems. The provision of new software and hardware and the retraining of staff to increase efficiency and take advantage of new technology applications result in substantial cost savings. Examples supported in the portfolio include deployment of management information systems, such as education information systems, health information systems, integrated financial management systems, local and wide area networks, creation of databases, and information technology support.

• Technical assistance. Technical assistance activities in investment projects often support policy

reform associated with institutions, decentralized programs, privatization of major revenue-

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making institutions, opportunities for a greater role of nongovernmental and/or not-for-profit organizations, new incentive regimes, and regulatory reforms. Examples include strengthening regulatory authorities across most of the sectors, usually through provision of consultant services for supervision of project-related actions, for policy analysis to convey sectoral reform strategies and provide implementation support, and support for the privatization of key institutions (box 6).

• Policy reform and institution building. Institution-building activities improve interinstitutional

relationships and environment, support government efforts in capacity development, strengthen capacity of institutions to set goals, evaluate alternative courses of action, make better use of human and financial resources, and deliver services. Examples include supporting formulation of strategies reflecting the consensus of all stakeholders; public service and governance reforms; functional, organizational, and noncertified accounting audits and environmental audits and legal assessments; training of the regulator’s staff for several years so that they are capable of carrying out their mandate; strengthened organizational arrangements and financial management at central and provincial levels; and strengthened monitoring and evaluation systems.

• Training programs. Training programs are designed to inform and educate different players at

all levels regarding the objectives, activities, and modalities of specific targets in each operation. Communications strategies are deployed to support participatory monitoring and evaluation, including “social audits” for feedback from communities on project process and results. Examples include identifying and training organizations and officials, formulating and monitoring of national communications strategies and awareness campaigns; and building a strong coalition across civil society and donors at national and provincial levels in support of a multi-agent, multifaceted community-based approach.

• Local community capacity building: decentralization. Community capacity development

activities support decentralization by strengthening institutions and communities to plan, implement, manage, finance, and maintain development activities. They also contribute to the establishment and improved management of control mechanisms to improve accountability and transparency of local administrations regarding the communities they serve, as well as to support participatory planning systems to allow communities to target the most vulnerable groups. Examples include CDD initiatives, for instance, social funds, intergovernmental fiscal transfers, and sectoral interventions are used to encourage local development, establishment of pilot centers across regions, mobilization of communities, promotion of local initiatives, and enhancement of the capacity of local actors.

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Box 6: Impacts of Road Subsector Reforms in Africa: The Tanzanian Example Background. The discussion of road subsector reform in Tanzania surfaced in the late 1980s during formulation of the first multidonor Integrated Roads Project. As plans became more specific, differences in approach and design of the reforms appeared between the donor community and the Government, and even among the donors themselves. This paralyzed progress in the 1990s, but with increasing governance concerns, suspension of donor financing, the Warioba report on The Status of Corruption in Tanzania with the subsequent arrest of several high-ranking officials in the subsector in 1998–99, the Tanzanian Government decided to proceed with their own reform program in line with civil service reforms. The major objective of the reforms was to improve the road subsector’s contribution to national development and reduction of poverty. This resulted in two major reforms: (a) creation of the Tanzania National Roads Agency (TANROADS) and (b) re-creation of the Road Fund of 1991 with new and stronger legislation and with its own Board in 1998. Outcomes. The Road Fund collected $48.4 million in 2000–01 and is expected to collect about $82.6 in 2005–06. Trunk and regional roads under TANROADS are allocated 70 percent of the collection. Future interventions will be completion of the intermediate reforms in 2000 by transforming the semiautonomous road agency to an autonomous body and improving the collection level of the fund to about $147 million in 2008.

ROADS FUND REVENUE

48.4154.33

61.4069.16

74.7582.58

-

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

2000/01 2001/02 2002/03 2003/04 2004/05(estimates)

2005/06(estimates)

Financial Year

Am

ount

(bln

.Tsh

s.)

The impact in terms of improved road conditions throughout the country is that in 2002 the condition of trunk and regional roads under TANROADS was 14 percent good and 49 percent poor. The corresponding figures for 2005 were 48 percent good and 17 percent poor. In 2008 the network should be well stabilized and will be providing a better service level throughout the year.

Table 2.2: Trend of Condition of Trunk and Regional Roads (kilometers and percent) YEAR ROAD CATEGORY GOOD FAIR POOR TOTAL

2002 Trunk and regional 4,081 (14%) 10,377 (37%) 14,052 (49%) 28,510 (100%) 2003 Trunk and regional 10,012 (35%) 10,813 (37%) 8,108 (28%) 28,892 (100%) 2004 Trunk and regional 12,393 (43%) 10,393.76 (35%) 6,298.74 (22%) 28,892 (100%) 2005 Trunk and regional 13,908.97 (48%) 9,880.97 (35%) 5,008.81 (17%) 28,891 (100%)

Source: TANROADS Quarterly Reports.

40

101. Pipeline: CDMAP. During FY06–08, the Bank is projected to provide new commitments of about $14.1 billion to Africa. Of this amount, about $3.2 billion will be committed through credits and grants for the CDMAP (table 8). It is expected that this level of Bank commitment will generate a further $1.5 billion in cofinancing with other partners.

Table 8: CDMAP Actions by Outcomes, County Coverage Targets, and Resource Commitments: FY06–08

Focus Areas FY08 Country Coverage Targets

IDA Resource Commitments (US$ millions)

Outcome I: More reliable and accountable public financial management systems. 683.6 Action 1. Strengthening public financial management and accountability including

public procurement. 18 countries 492.4

Action 2. Supporting the participation of social actors and broadening the coalition for good governance and the fight against corruption.

7 countries

Action 3. Strengthening oversight capacity of parliaments and strengthening parliamentary networks.

7 countries

Action 4. Strengthening media environment and oversight capacity of the media. 7 countries

191.2

Outcome II: Improved capacity for effective delivery of public services. 1,300.0 Action 5. Supporting capacity development for justice sector institutions. 22 countries Action 6. Reforming public service systems. 24 countries Action 7. Supporting the development of local government systems. 14 countries

968.0

Action 8. Increasing the retention of doctors and nurses. 5 countries 325.0 Outcome III: Better skills for supporting growth and competitiveness. 807.3 Action 9. Supporting regional integration 4 RECs 62.0 Action 10. Supporting African business schools 7 countries 7.5 Action 11. Supporting tertiary education particularly science and technology 8 countries 737.8 Outcome IV: Build capacity to deliver essential services in post-conflict countries. 69.0 Action 12. Growing the capacity of post-conflict states to deliver essential services. 12 countries 69.0 Outcome V: More effective monitoring and management for results. 257.2 Action 13. Helping countries to undertake needs assessments and build outcome-

driven capacity sensitive national development strategies. 14 countries

Action 14. Adopting a results focus and strengthening country monitoring & evaluation and national statistical data management systems.

15 countries

Action 15. Ensuring that PRSPs and CASs include explicit focus on capacity development.

13 countries

252.2

Action 16. Real time training of Bank and partner country staff on results management.

14 countries 5.0

Doing business differently for greater effectiveness and capacity development results. 65.0 Action 17. Harmonizing support for technical cooperation. 5 countries 1.0 Action 18. Avoiding doing harm to existing capacity and phasing out of PIUs. 10 countries 1.0 Action 19. Energizing the Partnership for Capacity Building in Africa ( PACT). All countries 60.0 Action 20. Creating a CDMAP monitoring and management function in AFR. All countries 3.0* TOTAL 3,182.1 * Includes estimated cross-support from WBI, OPCS Network, DEC, and HDN. 102. Pipeline: other capacity development. IDA will commit a further estimated $2.2 billion to capacity development activities that are not captured by the CDMAP. These include, for example, the institutional and capacity development activities in specific investment projects associated with AAP priority areas, such as the malaria booster program, public-private

41

partnerships, infrastructure operations, setting up revenue and regulatory authorities, and in agriculture. This estimate is based on a similar analysis and using the same methodology as employed in estimating the capacity development component of the portfolio to the end FY05.

103. Annual disbursements. In FY02-05, IDA disbursed about $0.9 billion a year to support capacity development activities in Africa. It is estimated that with the increased financial commitment to capacity development, management attention and implementation support provided by the CDMAP, annual disbursements for capacity development will increase to about $1.1 billion in FY06, $1.3 billion in FY07, and about $1.4 billion in FY08 (table 9).

Table 9: Actual and Projected Annual Disbursements for Capacity Development: FY 02–08 Actual and Projected Capacity Development Lending and Disbursements FY02–05 FY06 FY07 FY08 IDA net commitment (billions of dollars) 15.4 16.14 17.0 17.9 Capacity development commitments (billions of dollars)

3.4 4.3 4.9 5.5

Annual disbursements (billions of dollars) 0.9 1.1 1.3 1.4

42

Annex 1 Capacity Development in Africa: Management Action Plan

Linkages of the CDMAP to the Africa Action Plan

And Recommendations of the Capacity Development Task Force

(Actions shaded in yyyeeelll lllooowww linked to AAP: actions shaded in gggrrreeeeeennn linked to Task Force Recommendations) CDMAP Actions Targets

(by end of FY08) Pillar 1: Results management. Helping countries to undertake needs assessments and build outcome-driven capacity-sensitive national development strategies. Increasing analytical and advisory work – together with development partners - to support needs assessment and prioritization of activities for capacity development in national strategies (Action 13).

Capacity needs assessments completed in 14 countries and all countries undertaking their new or second PRSPs would have developed capacity sensitive strategies.

Adapting a results focus, strengthening country monitoring & evaluation and national statistical data base management systems . Furthering innovations in the benchmarking of capacity development; and mounting in close collaboration with other development partners, a major effort using joint grant funding mechanisms to strengthen national statistical and database management capacities; including the development of statistical master plans (Action 14).

Benchmarks for monitoring and evaluation of capacity development are developed and in use by end of FY07. 15 countries will have National Statistical Development Strategies (NSDS).

Ensuring that PRSPs and CASs include explicit focus on capacity development. Including a stronger focus on, and requiring every CAS to have a systematic program for capacity development and appropriate monitoring frameworks; and using the results based approach in all new CASs and ISNs, and retrofitting existing CASs for results, including for capacity development, at the time of Mid-term Progress reporting (Action 15).

Results-based CASs for 13 countries with at least one indicator directly linked to capacity development in the country; and/or with an explicit plan and programs for capacity development.

Real time training and sustained support for results management. Building Bank staff and partner country staff skills, knowledge management, learning, and incentives; and making Bank –assisted training programs more sustainable by working with local institutions in delivery (Action 16).

Real time training program for staff on results management, client engagement, strategic communications, anti-corruption including how to identify “red flags” during project supervision, etc. is established and being delivered with sustained management support. Roll out of a comprehensive and integrated results staff and client training program by end of FY06. Program to target primarily on the 14 countries. Movement from retail to wholesale in skills building and the focus moved to “demand side” and governance and non-governmental audiences in WBI’s 14 focus countries in Africa.

Providing clear leadership and management focus on capacity development as a core activity in Bank operations. Creating a capacity development management function in AFR with responsibility for oversight, coordination, and monitoring of the CDMAP (Action 20).

Pillar 2: Building capable states and improving governance. Strengthening public financial management and accountability including public procurement. Complement current project funding for strengthening core elements of public financial management and accountability systems, including public procurement. This would be done by establishing as needed, sustainable regional and /or country-specific institutions and / or programs, accessible for priority countries to improve (a) budget formulation (b) revenue management (c) budget execution and predictability of resource use (d) cash management (e) public

18 countries have access to IDA-assisted institutions/ programs to support implementation of their programs to strengthen their public expenditure and financial accountability mechanisms, including public procurement.

43

CDMAP Actions Targets (by end of FY08)

procurement (f) financial reporting; (g) effective internal and external audit; (h) effective legislative scrutiny of the public financial management process; (i) capacity development of PFM staff; and (j) benchmarking and external scrutiny of PFM performance.(Action 1). Reforming legal and judicial systems. Supporting capacity development of justice sector institutions, including: (a) improving and enforcing ethical standards, transparency and accountability (as measured by a significant reduction of disciplinary cases and by an improvement of client-feedback); (b) improving operational efficiency of the judiciary and/or informal or customary conflict resolution mechanisms, in particular by reducing the backlog of cases at the lower courts by 50% and by enforcing the application of service standards (e.g. turnaround time for court decisions, workload monitoring for jurisdictions and justice personnel, reduction in procedural complexity, enforcement of judicial decisions); (c) facilitating universal access to justice, in particular access by the poor ; (d) strengthening application and efficiency of alternative conflict resolution mechanisms such as mediation and arbitration (as measured by an increase of the number of cases handled by arbitrators); and (e) professionalizing the legal and judicial profession through systematic training and capacity building (Action 5).

The judiciary in at least 22 countries will have improved their operational efficiency, reduced procedural and financial hurdles, and developed informal conflict resolution mechanisms by the end of FY08.

Reforming public service systems i.e. professionalism, incentives, and performance. Assisting countries with overall public sector reform at the central and local level, particularly (a) public service reform i.e. reform of human resource management, pay and incentive systems (including Bank financing of recurrent expenditure to allow support for pay reform; and (b) implementing procedures to integrate public sector management and governance reforms into PRSCs (Action 6).

24 countries will have been assisted in designing sustainable human resources management (HRM) and pay reform programs, and started implementation by the end of FY08. Support for decentralization, local government capacity building increased over FY05 levels. The tools, indicators, and procedures for integrating public sector management and governance reforms in PRSCs is approved and being used by the end of FY07.

Supporting the development of local government systems. Scaling up support to decentralization and local governments, aimed at improving service delivery, accountability, and participation, rationalizing systems of intergovernmental finances including fiscal transfers, and developing resources bases for local communities (Action 7).

Support (numbers of operations and amount of $ commitments) for decentralization, local government capacity building, and community service delivery increased over FY05 levels through local government interventions in 14 countries.

Supporting the participation of social actors; and broadening the coalition for good governance and the fight against corruption. Opening up Bank diagnostic processes to social actors and partners; and phasing out instances of single donor country analytic work in country procurement assessment reports (CPAR) and country financial accountability assessments (CFAAs) and public expenditure reviews (PERs) (Action 2).

Core diagnostics e.g. PERs; CFAAs, CPARs or other integrated fiduciary assessments initiated in FY06 and completed by the end of FY08, will have involved social actors and partners in the consultation and dissemination phases; and the number of such fiduciary assessments financed by a single-donor eliminated in 7 countries.

Strengthening the oversight capacity of parliaments and strengthening parliamentary networks (Action 3).

Customized programs have been developed and are being implemented in at least 7 countries.

Strengthening media environment and oversight capacity of the media through: (a) improved indicators on press freedom, media markets and enabling environments, (b) support to media managers, (c) support to improved freedom of information laws; and (d) supporting the public information capacity in government to facilitate information flows between government and citizens (Action 4).

Improved indicators for African media environment developed in cooperation with key media institutions, markets. Customized programs have been developed and are being implemented in at least 7 countries. Support to management training for media companies through partnerships with local institutions.

Growing the capacity of post-conflict states to deliver essential services. Working with development partners to (a) scale-up analytical work on the economic and social impacts of conflict; (b) develop tailor-made country strategies emphasizing community and

Tailor-made country strategies emphasizing community and local delivery of essential services and accountability completed in 12 post-conflict countries by 2007; and reconstruction investments increased.

44

CDMAP Actions Targets (by end of FY08)

local delivery of essential services and accountability; and (c) scale-up investments in reconstruction in eight post-conflict countries (Action 12).

Pillar 3: Increasing Shared Growth. Supporting regional integration. Developing capacity in regional and sub-regional institutions such as ECOWAS Secretariat, SADC, EAC, to help in the delivery of regional public goods e.g. through the implementation of NEPAD initiatives; and facilitating peer learning. These are aimed at strengthening donor harmonization (Action 9).

Formulation of medium-term plans in the various NEPAD areas. Establishment of a special regional facility project development implementation unit (PDIU) in at least two RECs to assist in the preparation, implementation, and monitoring and evaluation of NEPAD regional projects. Peer learning and review activities have increased in 10 countries. Capacity building programs will be under implementation in at least 4 Regional Economic Communities. Trade policy courses in: tariff policies; rules of origin, safeguards, subsidies, customs and trade facilitation among others. 70 policy makers that have acquired capacities on research and analysis on trade policy issues; planning development and implementation of trade policies; negotiations techniques, etc.. 3 regional training workshops. 4 collaborations with other institutions that provide training services.

Building skills for growth and competitiveness: supporting African business schools. Building the capacity of business schools throughout Africa to provide high quality management, entrepreneurship, and leadership training (Action 10).

Number of training programs, curricula, and course materials developed in 7 countries; Number of schools and countries impacted; Level of involvement of 20+ top global business schools in supporting projects in Africa; and M&E activities implemented in each project.

Scaling up human development and knowledge capacity: Supporting tertiary education particularly science and technology. Promoting science and technology capacity by: developing and implementing operational plans to strengthen technical, tertiary and research institutions including agriculture education; helping to strengthen the links between education and the productive sectors; and supporting the launch of the African Institute of Science and Technology (AIST) (Action 11).

IDA will have provided support to technical and tertiary institutions and the knowledge sectors in 8 countries. Number of countries with science &technology (S&T) assessments completed. The AIST Secretariat will have established business plans for the Nigeria campus and one of the other three campuses.

Avoiding doing harm to existing capacity and better utilization of local and diaspora capacity: increasing the retention of doctors and nurses. Initiating work with African countries to increase the retention of physicians and nurses. This would be pursued in close cooperation with the medical and nursing schools, universities, as well as the civil service and relevant government ministries, as well as with relevant OECD countries’ physician and nurse importing authorities (Action 8).

Human Resources for Health (HRH) initiated in 5 countries.

Pillar 4: Leveraging the IDA 14 partnership. Harmonizing support for capacity development with partners including technical cooperation. Increasing the share of Bank-provided TA that is pooled with the TA of other partners and which is managed by the partner country for capacity development activities; and redirecting TA towards capacity development which is managed by the partner country for capacity development activities (Action 17).

Pooled TA with agreed disbursement procedures increased by x% over the FY05 baseline in 5 countries.

45

CDMAP Actions Targets (by end of FY08)

Adapting or developing the Bank’s business lines and instruments to use local institutions and processes and procedures which are appropriate and meet Bank Group standards. Avoiding doing harm to existing capacity and reducing the reliance on project implementation units (PIUs) (Action 18).

Work with other donors in 10 countries to harmonize procurement and financial management practices, and agreement reached on aligning0 these practices with country systems. The number of SWAPs and PRSCs (and share of the lending commitment) which explicitly support capacity development and sanction the use of country systems for policy, program, and project implementation, is significantly increased by the end of FY08.

Establishing a multi-stakeholder consultative group for capacity development. Working closely with others in the development community to re-energize PACT as a forum for addressing capacity development issues and mobilizing support for country and regional programs, and support implementation of SPA’s decision to add capacity development as a theme in its partnership agenda (Action 19).

PACT revived as an actual partnership forum for capacity development in Africa and AFR supported the establishment of the SPA working group for capacity development.

46

Annex 2 Capacity Development in Africa: Management Action Plan

CDMAP Actions, Countries, FY08 Targets and Measurable Outcomes

Actions Countries FY08 Targets

Long-Term MeasurableOutcomes

Outcome I: More reliable and accountable public financial management systems $683.6 million Action 1. Strengthen public financial management and accountability including public procurement in 18 countries.

18 countries: Burkina Faso, Burundi, Congo DRC, Ethiopía, Ghana, Kenya, Madagascar, Mali, Mozambique, Nigeria, Niger Rwanda, Senegal, Tanzania, Uganda, Chad, Cameroon, Sierra Leone.

18 countries have access to IDA assisted institutions/ programs to support implementation of their programs to strengthen their public expenditure and financial accountability mechanisms, including Public Procurement.

Financial management capacity-(PEFA or PEM scores). 6 priority countries (Cameroon, Chad, Ethiopia, Ghana, Senegal, Sierra Leone) with baseline 2004 PEM score of 7 move up to a minimum score of 8.

Action 2. Support the participation of social actors and broadening the coalition for good governance and the fight against corruption in 7 countries.

7 countries. Kenya, Malawi, Mozambique, Nigeria, Rwanda, Senegal, Uganda, Seychelles.

Core diagnostics e.g. PERs; CFAAs, CPARs or other integrated fiduciary assessments initiated in FY06 and completed by the end of FY08, will have involved social actors and partners in the consultation and dissemination phases; and the number of such fiduciary assessments financed by a single-donor eliminated in 7 countries.

Transparency, accountability, and corruption in public sector (CPIA indicator 16). Increase score to 3.5 from current 3.0 in 7 countries. Voice and Accountability (K-K indicators). 18 countries to have K-K Voice and accountability score above world average. An increase by 6 countries from the current 12 countries.

Action 3. Strengthen oversight capacity of parliaments in 7 countries.

7 countries: Ethiopía, Ghana, Kenya, Liberia, Nigeria, Senegal, Tanzania.

Customized programs have been developed and are being implemented in at least 7 countries.

Transparency, accountability, and corruption in public sector (CPIA indicator 16). Increase score to 3.5 from current 3.0 in 7 countries. Voice and Accountability (K-K indicators). 18 countries to have K-K Voice and accountability score above world average. An increase by 6 countries from the current 12 countries.

Action 4. Strengthen oversight capacity of the media in 7 countries.

7 countries: Burkina Faso, Ghana, Kenya, Liberia, Nigeria, Zambia, Tanzania.

Improved indicators for African media environment developed in cooperation with key media institutions, markets. Customized programs have been developed and are being implemented in at least 7 countries. Support to management training for media companies through partnerships with local institutions.

Transparency, accountability, and corruption in public sector (CPIA indicator 16). Increase score to 3.5 from current 3.0 in 7 countries. Voice and Accountability (K-K indicators). 18 countries to have K-K Voice and accountability score above world average. An increase by 6 countries from the current 12 countries.

Outcome II: Improved capacity for effective delivery of public services $1,300.0 million Action 5. Supporting capacity development of justice sector institutions in 22 countries.

22 countries: Benin, Burundi, Cameroon, Cape Verde, CAR, DRC, Ethiopia,

The judiciary in at least 22 countries will have improved their operational efficiency,

Government (state) Effectiveness (K-K Indicators) 10 countries with government

47

Actions Countries FY08 Targets

Long-Term MeasurableOutcomes

Gambia Ghana , Kenya, Lesotho , Madagascar Mali, Mauritania, Mozambique, Nigeria, Sao Tome, Senegal, Sudan, Tanzania, Uganda, Zambia.

reduced procedural and financial hurdles, and developed informal conflict resolution mechanisms by the end of FY08.

effectiveness scores above world average. An increase by 5 countries from the current five countries.

Action 6. Implement public service reforms, particularly performance-based pay reform in 24 countries.

24 countries: Angola, Mozambique, Zambia, Tanzania, Uganda, Ethiopía, Chad, Comoros, Madagascar, Rwanda, Nigeria, Benin, Cape Verde, Kenya, Burundi, Cape Verde, Ghana, Mali, Mauritania, Sao Tome, Sudan, Lesotho, Senegal, the Gambia.

24 countries will have been assisted in designing sustainable human resources management (HRM) and pay reform programs, and started implementation by the end of FY08. Support for decentralization, local government capacity building increased over FY05 levels. The tools, indicators, and procedures for integrating public sector management and governance reforms in PRSCs is approved and being used by the end of FY07.

Government (state) Effectiveness (K-K Indicators) 10 countries with government effectiveness scores above world average. An increase by 5 countries from the current five countries.

Action 7. Scaling up support to decentralization and local governments, aimed at improving service delivery, accountability, and participation in 14 countries.

14 countries: Benin, Burkina Faso, Congo DR; Ethiopia, Gambia, Ghana, Madagascar, Mozambique, Nigeria, Senegal, Sierra Leone, South Africa, Tanzania, Zambia.

14 countries will receive support (numbers of operations and amount of $ commitments) for decentralization, local government capacity building, and community service delivery increased over FY05 levels through local government interventions.

Government (state) Effectiveness (K-K Indicators) 10 countries with government effectiveness scores above world average. An increase by 5 countries from the current five countries.

Action 8. Increase retention of doctors and nurses to between 50% - 65% in 5 countries.

5 countries: Ethiopia, Rwanda, Ghana, Mali, Malawi.

Human Resources for Health (HRH) initiated in 5 countries.

Programs in place to increase the retention of physicians and nurses in 5 countries. They would have been retained at a level between 50% - 65% of graduates by 2009.

Outcome III: Development of better skills for growth and competitiveness $807.3 million Action 9. Developing capacity in 4 Regional Economic Communities (RECs) and sub-regional institutions.

4 RECs: ECOWAS, SADC, EAC, UEMOA.

Formulation of medium-term plans in the various NEPAD areas. Establishment of a special regional facility project development implementation unit (PDIU) in at least two RECs to assist in the preparation, implementation, and monitoring and evaluation of NEPAD regional projects. Peer learning and review activities have increased in 10 number of countries . Capacity building programs will be under implementation in at least 4 RECs.

Effective Regional Institutions for delivering Regional Public Goods.

48

Actions Countries FY08 Targets

Long-Term MeasurableOutcomes

Trade policy courses in: tariff policies; rules of origin, safeguards, subsidies, customs and trade facilitation among others. 70 policy makers that have acquired capacities on research and analysis on trade policy issues; planning development and implementation of trade policies; negotiations techniques, etc.. 3 regional training workshops 4 collaborations with other institutions that provide training services.

Action 10. Supporting development of African Business Schools to provide high quality management, entrepreneurship, and leadership training in 7 countries.

7 countries: Nigeria, South Africa, Rwanda, Kenya, Ghana, Ethiopía, Tanzania.

Number of training programs, curricula, and course materials developed in 7 countries; Number of schools and countries impacted; Level of involvement of 20+ top global business schools in supporting projects in Africa; and M&E activities implemented in each project.

Share of graduates in business from tertiary level institutions has increased in at least 7 countries.

Action 11. Supporting development of tertiary education, particularly science and technology in 8 countries.

8 countries: Uganda, Burkina Faso, Gambia, Senegal, DRC, Tanzania, Nigeria, Mozambique.

IDA will have provided support to technical and tertiary institutions and the knowledge sectors in 8 countries. Number of countries with science &technology (S&T) assessments completed. The AIST Secretariat will have established business plans for the Nigeria campus and one of the other three campuses.

Share of graduates in science and technology from tertiary level institutions has increased in at least 7 countries.

Outcome IV: Deliver essential services in post-conflict countries. $69.0 million Action 12. Scale up analytic work, develop tailor-made strategies emphasizing community and local delivery of essential services, and scale up investments in reconstruction in 12 countries.

12 countries: Angola, Burundi, Democratic Republic of Congo, the Republic of Congo, Central African Republic, Guinea Bissau, Ivory Coast, Liberia, Rwanda, Sierra Leone, Sudan, Uganda.

Tailor-made country strategies emphasizing community and local delivery of essential services and accountability completed in 12 post-conflict countries by 2007; and reconstruction investments increased.

Progress in Government (state) Effectiveness in these specific 12 countries. Progress in Voice and Accountability in these specific 12 countries.

Outcome V: Effective management and monitoring of results. $257.2 million Action 13. Help 14 countries undertake needs assessments and build outcome-driven capacity-sensitive strategies

14 countries: Malawi, South Africa, Mozambique, Tanzania, Kenya, Ethiopia, Chad, Madagascar, Burundi,

Capacity needs assessments completed in 14 countries and all countries undertaking their new or second PRSPs would

Comprehensive capacity development strategies developed and under implementation in 5 countries (Tanzania, Ghana,

49

Actions Countries FY08 Targets

Long-Term MeasurableOutcomes

Ghana, Guinea, Nigeria, Burkina Faso, Senegal.

have developed capacity sensitive strategies.

Ethiopia, Senegal, Uganda.

Action 14. Strengthen country monitoring and evaluation and national statistical data base management system in 15 countries.

15 countries: Angola, Burkina Faso, the Gambia, Mozambique, Nigeria, Kenya, Congo, Madagascar, Tanzania, Benin, Burundi, Ethiopía, Uganda, Cameroon, Chad.

Benchmarks for monitoring and evaluation of capacity development are developed and in use by end of FY07. 15 countries will have National Statistical Development Strategies (NSDS).

National Statistical Capacity--Reliable Statistical System to support a domestic Results Monitoring System Increase in the number of countries with scores above a certain average based on the IMF assessments ( to be further developed)

Action 15. Ensuring that PRSPs and CASs include explicit focus on capacity development.in 13 countries.

13 countries: Chad, Cameroon, Democratic Republic of Congo, Eritrea, Guinea Bissau, Ivory Coast, Madagascar, Mauritania, Mauritius, Rwanda, Tanzania, Somalia, South Africa.

Results-based CASs for 13 countries with at least one indicator directly linked to capacity development in the country; and/or with an explicit plan and programs for capacity development.

Action 16. Real time training and sustained support for results management – build Bank staff and partner country staff skills, and knowledge management in 14 countries.

14 countries: Malawi, South Africa, Mozambique, Tanzania, Kenya, Ethiopia, Chad, Madagascar, Burundi, Ghana, Guinea, Nigeria, Burkina Faso, Senegal.

Real time training program for staff on results management, client engagement, strategic communications, anti-corruption including how to identify “red flags” during project supervision, etc. is established and being delivered with sustained management support. Roll out of a comprehensive and integrated results staff and client training program by end of FY06. Program to target primarily on the 14 countries. Movement from retail to wholesale in skills building and the focus moved to “demand side” and governance and non-governmental audiences in WBI’s 14 focus countries in Africa.

Improved portfolio performance in 14 countries as measured by QAG indicators for results.

Doing business differently for greater effectiveness and capacity development results. $65.0 million Action 17. Pooling and leveraging resources with other partners (work with other donors in 5 countries to harmonize procurement & fin mgmt. practices and align to country system).

5 countries: Tanzania, Uganda, Rwanda, Senegal, Ghana.

Pooled TA with agreed disbursement procedures increased by x% over the FY05 baseline in 5 countries.

Increase in the proportion of Bank programs ( credits/grants) which are a part of coordinated programs.

Action 18. Avoiding doing harm to existing capacity by reducing the number of PIUs in Bank projects by 1/3 by FY08 in 10 countries.

10 countries: Benin, Burkina Faso, Ghana, Madagascar, Malawi, Mozambique, Rwanda, Tanzania, Uganda, Zambia.

Work with other donors in 10 countries to harmonize procurement and financial management practices, and agreement reached on aligning these practices with country systems.

The number of parallel PIUs in Bank-assisted operations approved from FY07 onward reduced by 33%.

50

Actions Countries FY08 Targets

Long-Term MeasurableOutcomes

The number of SWAPs and PRSCs (and share of the lending commitment) which explicitly support capacity development and sanction the use of country systems for policy, program, and project implementation, is significantly increased by the end of FY08.

Action 19. Energizing the Partnership for Capacity Building in Africa ( PACT).

All countries. PACT revived as an actual partnership forum for capacity development in Africa and AFR supported the establishment of the SPA Working Group for Capacity Development.

ODA Delivery and Mutual Accountability.

Action 20. Creating a management function in AFR with responsibility for oversight, coordination. and monitoring of the Capacity Development Management Action Plan (CDMAP).

All countries. Unit is established and functioning.

51

Annex 3 Capacity Development in Africa: Management Action Plan

Countries by CDMAP Action

CDMAP Actions Countries A1 A2 A3 A4 A5 A6 A8 A10 A11 A12 A13 A14 A15 A16 A17 A18

1. Angola . * *

*

2. Benin * * *

* 3. Botswana 4. Burkina Faso *

* *

* * *

* 5. Burundi *

* * * * *

*

6. Cape Verde * *

7. CAR * *

8. Cameroon * *

* *

9. Chad * *

* * * *

10. Comoros *

11. Congo, DR * *

* * * *

12. Republic of Congo *

13. Eritrea *

14. Equatorial Guinea

15. Ethiopia * *

* * * * * *

*

16. Gabon

17. Gambia * * *

*

18. Ghana * * * * * * *

* * * *

19. Guinea * *

20. Guinea Bissau * *

21. Ivory Coast * *

22. Kenya * * * * * * *

* * *

23. Liberia * * *

24. Lesotho * *

25. Madagascar * * *

* * * * *

26. Mali * * * *

27. Malawi * *

* *

* 28. Mauritania * *

*

52

CDMAP Actions Countries A1 A2 A3 A4 A5 A6 A8 A10 A11 A12 A13 A14 A15 A16 A17 A18

29. Mauritius *

30. .Mozambique * * * *

* * *

* *

31. Namibia 32. Nigeria * * * * * *

* * * *

*

33. Niger *

34. Rwanda * * * * *

* *

* * 35. Sao Tome * *

36. Senegal * * * * *

* *

* *

37. Seychelles *

38. Somalia *

39. South Africa * *

* *

40. Sierra Leone * *

41. Sudan * * *

42. Swaziland

43. Tanzania * * * * *

* * * * * * *

44. Togo 45. Uganda * *

* * * *

* * *

46. Zambia * * * *

47. Zimbabwe Countries 18 7 7 7 22 24 5 7 8 12 14 15 13 14 5 10 A1 A2 A3 A4 A5 A6 A8 A10 A11 A12 A13 A14 A15 A16 A17 A18

A1: Public expenditure management and financial accountability including procurement A2: Participation of social actors A3: Strengthening oversight of Parliaments A4: Strengthening oversight capacity of media A5: Support justice sector institutions A6: Public service reform particularly pay reform A8: Retention of doctors and nurses A10: Support to African Business Schools A11: Support to Tertiary education AA1122:: SSuuppppoorrtt ttoo PPoosstt--ccoonnfflliicctt ccoouunnttrriieess A13. Needs Assessments and outcome driven capacity-sensitive strategies A14: M&E and statistical capacity A15: Aligning CASs with PRSPs and include capacity development A16: Real time results management training for staff and partners A17: Pooling and leveraging resources A18: Avoid doing harm to existing capacity and phasing out PIUs