33970

Africa Technical Human Development 2Year in Review (FY98)

- 1V; -'

Ly

J -

# s t:> * ;0- t-

., j. -- h '- X

',FX -S!

H-~~ i 'p -;v.

Ne,:+~mm-

THE WORLD BANK- -

= THE WORILD BAN

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

iti

I

I

For the Africa Technical Human Development 2 Unit(AFTH2) of the World Bank, fiscal year 1998 (FY98) has been ayear of much change and productivity. This report will serve to

share achievements and goals internally and externally.

AFTH2 Staff in Front of JI-BuildingWorld Bank Headquarters, Washington. DC

AFTH2 Countries

Contents:

I. Letter from the Manager

II. About AFT`H2

III. About the ProjectsHighlights from:1 . Project Process2. Education Sector3. Health, Nutrition and Population Sector4. Social Protection Sector

IV. AchievementsI1. FY98 Deliverables2. Portfolio Review3. Unit Integration4. Staff Development

V. Looking Forward1. Unit Organization2. Communications3. Staffing4. FY99 Deliverables5. Changes

VI. Annexes1. List of AFTH2 Projects at the End of FY982. Staff List3. Source of Information

I. Letter from the Manager

I took over as manager of AFTH2 in November 1997. I was immediately struckby the importance of the unit's work -- human development in some of the poorestcountries in the world -- and by the extraordinary commitment to this work that the staffshared. This commitment to a compelling mission is our unit's strength that we muststrive to preserve.

During FY98 we delivered our work program in terms of new lending, includingsome of the first human development operations in the Bank using the two new lendinginstruments, the Learning and Innovation Loan and Adaptable Program Lending. Weestablished teams in many areas, made a major and successful effort to integrate ourwork regardless of our staff's geographical location, started to focus on quality, and,perhaps most important of all, have begun to move toward corporate, unit-wideownership of all our activities. We have begun to devote a lot of attention tocommunications, internal and external, of which this first annual report is an example.All this has improved the quality of our outputs and also the morale of our staff.

We are going to keep this up during FY99. We will continue to make meetingour clients' needs our overarching objective, based on both the Bank's and our personalcommitment to human development. We will continue to work on improving quality, tostrengthen our teams, to increase ownership of our activities, and to improve our internalorganization and our communications. We will recruit in key knowledge areas, whilefurther developing our current staff and utilizing the Human Development Network. Weare also going to see what we can do to decentralize further.

We are privileged to have the opportunity to serve our African clients and we willconstantly strive to improve that service. This report provides details on all of this.

Nick BurnettSector Manager, AFTH2

The AFTH2 team is composed of 48full-time employees and consultantslocated both in the field and at theWorld Bank's Washington headquarterswith expertise ranging fromreconstruction and rehabilitation to earlychildhood development, fromparticipatory development tocommunity-based nutritionprogramming.

II. About AFTH2 ---

Africa Technical Human Development 2 AFTH2 Staffat the Washington. D.C Office

Unit (AFTH2), working with its clients,provides human development assistance The team is complemented by short-termin 16 countries: Cameroon, Cape Verde, consultants and temporaries whoChad, Comoros, Gambia, Guinea, provide additional experiences,Guinea-Bissau, Liberia, Madagascar, knowledge and support as situationsMali, Mauritania, Mauritius, Sao Tome demand.& Principe, Senegal, Seychelles, andSierra Leone. Combined with the technical expertise is

the unit's commitment to ensure fullAFTH2's development goal is to reduce ownership of the project by its clients.poverty in these countries by workingwith its clients to invest wisely in human Ultimately, AFTH2's team efforts aim tocapital. AFTH2-financed investments improve and produce successful projectsfocus on Education, Health, Nutrition, that achieve recognizable results in thePopulation and Social Funds. communities that AFTH2 serves.

Childreti Liberia

4

1. Project Preparation

The GambiaThird Education ProjectInstitutional capacity building andownership were taken to new heights inpreparation for this project.

Due to considerable and unpredictablestaff changes for several years followingthe 1994 coup in The Gambia, theMinistry of Education had weakcapacity and was disorganized at the

Ill. About the start of the preparation process.

Following a year of disastrous starts,Projects including misguided assistance from

consultants, the Ministry of EducationHighlights decided to organize and to do the workAFTH2 and partners work with various itself with support from the Bank. Atclients from all levels, from government this point, the Ministry decided to do aministers to village children, from bi- Public Expenditure Review as anlateral donors to single mothers, from integral part of the project's preparation.United Nations agencies to NGOs.Using innovative methods, the team Since then, the Ministry hasaims to support our clients as they create autonomously done all the preparationsustainable projects. work. They completed the development

of an eight year program and policyframework with no outside technical

_ l * E bassistance and within one year's time.

The process was considerably aided bythe presence of the Bank task managerin the resident mission in Dakar inneighboring Senegal. The preparation

f -< I-- team traveled regularly to meet with theResident Mission (about once every 5-6weeks, sometimes once a month) toobtain feedback on its work and move

Peanut Vendor in Mali forward.

The following are some concrete Furthermore, the team members came toexamples of what AFTH2 has helped Washington, D.C. to meet with technicalaccomplish in its client countries during specialists on specific issues, as well asFY98. learn about lending instruments,

5

economic analysis, and Bank Team is supporting a small project, fromprocedures. which many lessons could be learned for

the future.The result is a program with a very highlevel of ownership; many of the policies The Douala histitute of Technologyhave already been put into effect by the (IUT), a small public higher educationMinistry. institute in Cameroon, is trying to break

away from the traditional model ofIn addition to the ownership by the team academic learning.members, a great feeling ofaccomplishment and a new level of i --- ---- - --learning was achieved.

t i < ,

Another innovation was the systemiccollection of feedback during theparticipation process, as reflected in thefollowing comments:

"The level of performance and .

commitment observed in this process is - ,-

the highest I have seen in all the 36 Reading Room of lUT. Cameroon

years of my work in Education. Thishas enforced my thinking that as a team With the Bank's first Learning andwe can achieve even higher heights than Innovation Loan (LIL) in the educationwe could ever imagine." sector, efforts will be made to link the

Institute's curricula with verifiable needs"The mere fact that with the in the local labor market. Working

technical back-stopping provided by the proactively with Cameroonian privateWorld Bank, European Union, etc., we sector enterprises, the Institute will beare able to produce our own documents able to offer the students an education aswithout hiring a consultant. This well as better prospects for a job afterprovides grounds for ownership and their studies.concrete knowledge of our programs. "

The match is "in the mix" and IUT has-The Gambia Team Members started perfecting this match to the

benefit of both graduating students and

2. Education Sector the private enterprises.

This is a radical innovation in higherCighern Education Technical Traiiiitigeducation in francophone Africa, the

Highero EduaechDoualaInsticlte Trainiresults of which will be closely observedProject -- Douala Institute of by many countries.Technology! IUT LILTaking on the challenge of curriculumdevelopment and unemploymentreduction, the Cameroon Education

6

Guinea sectors in the country, as the educationEquity and School Inprovemenit Project program is used as a managementand the School-based Teacher Traininlg model.LILThe Equity and School Improvement The rapid increase in enrollment and theProject, as part of a multi-donor funded Government's correspondingsectoral reform program in which the commitment to hiring large numbers ofBank plays a leading role, has been a teachers, has recently created teacherkey component in helping Guinea more shortages to which the Guinea educationthan double primary enrollment over the team has responded with an innovativelast eight years (the best performance in and practical solution.francophone Africa).

Taking advantage of one of the Bank'snew lending instruments, the Learningand Innovation Loan (LIL), the teamhelped the Government to develop andlaunch two new school-basedapproaches to teacher education: an

,~- T + tintensive program of two four-monthmodules sandwiched around a year of

Primary School int Guinea on-the-job training in a primary schoolclassroom, and a one-year program

Interventions targeting the enrollment of which will be followed by one year ofgirls and rural children have resulted in supported practice teaching.even greater increases for these groups.

In addition, the program has developed _innovative approaches to in-service 'teacher training, through a small grantsprogram; to school health and nutrition,through the distribution of ,micronutrients and deworming tablets -

and corresponding health educationprograms; and to the evaluation of g-_.

student learming outcomes, through thedevelopment of a national student This LI was the second in education totesting program for grades two, four and be approved Bank-wide, the first beingsix. the Cameroon LIL for the IUT, and will

All of these initiatives are viewed by likely be the first to become effective.All of these initiatives are viewed byThspormasledybnstaff in the region as models for other recognie by eato secscountries. Management of the project is andzousid tedBatn spect tocompletely integrated in the Ministries wand outsde the Bank as a project toof education, and the resulting increasedcapacity is improving results in all areasof the sector, and increasingly in other

7

Senegal Each year, the demand exceeds thePilot Female Literacy Project 25,000 women targeted, and the sameBegun as an experiment a little over two approach has been adopted in otheryears ago, the Pilot Female Literacy regions financed by the CanadianProgram was designed to ensure: (a) a International Development Agency, sominimum number of hours of learning to that coverage is now nation-wide withensure sustainability of literacy skills, better than expected results.and (b) program flexibility so thatprograms are tailored to the specific Women comprise about 85-90% of thelearning desires of the beneficiaries. beneficiaries, and dropout rates are lowThe program was based on research (under 10% on average). Evaluations ofwhich suggested that, under certain literacy outcomes, although still weak inconditions, literacy programs could be terms of methodology, rangeeffective but that they were plagued by considerably from one provider tohigh dropout rates, low achievement, another but, overall, they suggest thatand disillusioned beneficiaries. the majority who complete the program

achieve the second and third levels ofliteracy as defined by UNESCO.

This project is becoming well known inV. ] * ]the region and has received visitors frommany neighboring countries who havecome to learn from this uniqueexperience.

Senegalese Woman in Market 3. Health, Nutrition and

In addressing these problems in this new Population Sectorproject, the Ministry of Educationadopted a policy of "faire-faire" which Madagascarmeant non-governmental organizations Food Security and Nutrition Projectwould be responsible for program and CommunitY Nutrition Project 11delivery while the Ministry would set the Senegalpolicy and manage, monitor and Commnunity Nutrition Projectevaluate the program. A 1997 review of World Bank-assisted

nutrition projects revealed that 4 of 57Following the experimental phase, .projects were successful in combatingwhich showed high demand particularly malnutrition in their target populations.among women as well as a high demandamong NGOs and other Two of the four were the Madagascarassociations to participate in the Food Security and Nutrition Projectprogram, the program was scaled up two (SECALINE) and the Senegalyears ago in 1996 to cover 5 regions and Community Nutrition Project (CNP)25,000 new beneficiaries a year. supervised by AFTH2.

8

Although SECALINE operates in rural Some common key components to theareas and has been in effect since 1993 successes of these projects areand CNP in peri-urban areas since 1995 1. the projects are preventive,and the two projects are separated by the 2. the Ministry of Health has a minimalwhole continent, both have succeeded in role,decreasing malnutrition and continue to 3. services are highly targeted,do so because of the active involvement 4. community involvement is at aof the communities. maximum, and

5. continued monitoring and evaluation areThe projects were designed with two key used for decision making.principles:

The indicators are quite good as shown1. The projects offer only basic in the table below. The project teams

standard nutrition services such as and the communities are continuing togrowth monitoring and promotion, work on its challenges.nutrition, health and hygieneeducation and food preparation In Madagascar, following the success ofdemonstrations. Severe the SECALINE project. A secondmalnourishment cases are referred to project, the Community Nutritionhealth facilities. Project is about to be launched in the

fall. This new project will work not only2. The projects use independent with communities but also schools. The

executing agencies instead of the Minister of Health is working withMinistry of Health. In turn, the Ministry of Agriculture and non-agencies contract NGOs or local governmental organizations such asassociations to implement the FAO and UNICEF to take this programvarious aspects of the programs such nation-wide.as food delivery, training andresearch.

Project ResultsINDICATORS SECALINE/Madagascar -- 30 months CNP/Senegal -- 6 months1. Number of beneficiaries reached 54,227 women and children 4461 children and 6223 women2. Coverage of children in targeted 79% 40%communities for monthly weightmonitoring

3. Number of children receiving food 5854 3334supplement4. Decrease in malnutrition rates among Antananarivo: from 51 % to 37% From 70% to 25%children enrolled in the program (a child Toliary: from 23% to 13%is considered malnourished if weight forage is below 2 Standard Deviations)5. Percent of mothers receiving weekly 75% 75%Information, Education andCommunication (IEC) messages

6. Cost per beneficiary reached $7.31 per child Not available yet(From FINDINGS, Number 112, June 1998)

9

develop and strengthen regional healthPersonal Profile: service systems and to increaseMme Michelle M. Ratsivalaka sustainability by introducing cost-National Director of Food Securitv and recovery mechanisms.Nutrition Project in Madagascar

Her tireless and efficient u-ork in managing More importantly, opportunities forthe nutrition project won her a well-deserved women's participation in urban and ruralnomination for a leadership a%ard. On the areas were expanded by providingbasis of the AFTH2 nutriton team's functional literacy training, support fornomination, she has also been chosen to be a women's cooperatives and institutionalcandidate for the Africa Leadership Prize for support for the Executive Secretariat forhunger eradicarion administered by the the Promotion of Women.Hunger Project.

The Implementation Completion Report(ICR) to be completed later this yearwill provide quantitative indicators of

vb, - =7lFthe success of this project but the clientshave already amply expressed theirappreciation for this work.

I r,7_ > >^ - l --- ' 4. Social Protection:

ChadStudents Recenrng Basic Health Senices Social Fund (AIDS/Population)

To address the HIV/AIDS issue before itMauritania reaches disproportionate levels,Health and Population Project the donor community lead by the WorldRarely does a project team see the Bank, and under the auspices of theappreciation for the success of the Ministry of Planning and Cooperationteam's work directly from its real clients have launched a concerted effort to-- the recipients of the services rendered tackle this challenge. It is in this lightby the loans. then that the Chad Population and AIDS

project engaged the community throughHowever, the Mauritanians' appreciation FOSAP (Fonds de Soutiens auxfor the Bank project could be seen from Activites en matiere de Population) toMauritanian radio and television encourage involvement of both non-broadcasts when the close of the project governmental organizations and thewas announced. public sector.

To increase basic health services FOSAP is an innovative and practicaldelivery including family planning, public health response that addressesthis project adopted a decentralization both pertinent health and social issues.method. The project team aimed to

10

FOSAP has to date, financed more than These initiatives address the incidence of50 small projects submitted by local poverty among the country's poorerNGOs to face the challenges of the communities, create employmentAIDS epidemic in their communities opportunities and improve access toand to encourage birth spacing. These basic social services.projects include condom distribution andvarious educational activities and micro- The project components are:credits for income generating activities 1. rehabilitation/construction ofspecially for women. communal infrastructure for primary

schools, health centers, feeder roads,For instance one micro-credit was community water supply systems, andgranted to commercial sex workers to markets;encourge them to leave their professionand to begin earning wages in jobs that 2. micro-credit activities, such as,would not expose them or others to the subproject financing for incomerisk of contracting HIV. generating activities and small loan

programs for individuals and groups;

1 | ^ 3. capacity building subprojects for_U-- training of Fonds d'Appui au

Developpement Communautaire(FADC)'s partners to improve theireffectiveness in identifying,preparing, and implementing'4,{}:. development activities; and

ProjectManagers with Govermnent Official in Chad4. trainig and institution capacity

FOSAP operates throughout Chad and building technical assistance forhas been very successful in reaching FADC's investment and operatingpeople at the grassroots levels to carry costs, audits, and studies.HIV/AIDS prevention and population This project, which if successful couldmessages. It also contributed to the pojely ichalf of thestrengthening of small local NGOs positively influence half of thethanks to its built in capacity building population of Comoros, will becomemethods. effective in early FY99. The project is

expected to complete 240Comoros infrastructures, create 200 micro-Social Fund Project enterprises, provide small loansTaking advantage of a successful benefiting 1000 persons, train 1500component of the on-going Population people, and create 800 permanent andand Human Resources Project in 1,800 temporary jobs. AFTH2 and theComoros, the Social Fund Project is people of Comoros are anxiouslydesigned to support demand-driven waiting the successful implementation ofinitiatives created by the communities. this project.

11

IV. AchievementsIn addition to the accomplishments of AFTH2 projects in the field, AFTH2 deliverednew projects, improved its portfolio, united its staff and encouraged staff training. Hereare some details of what AFTH2 has achieved in FY98.

1. FY98 Deliverables

AFTH2 delivered many new products in FY98, including the first LIL to board inEducation and the first APL appraisal in HNP at the Bank:

A. Project Concept Documents (5)Chad: Health Sector Improvement Project (12/97)The Gambia: Third Education (APL) (11/97)Guinea: Population and Reproductive Health (APL) (7/97)

Pre-Service Teacher Training (LIL) (4/98)Madagascar: Nutrition I (9/97)

B. Appraisals (9)Cameroon: Douala Higher Education Technical Training Project (IUT)

(LIL) (3/98)Comoros: Health (11/97)The Gambia: Participatory HNP (11/97)

Third Education (APL) (6/98)Guinea: Population and Reproductive Health (APL) (2/98)

Pre-Service Teacher Training (LIL) (5/98)Madagascar: Nutrition 1 (1/98)Mali: Integrated Health (SIP) (6/98)Mauritania: Health Sector Investment (SIP) (10/97)

C. Projects to Board (9)Cameroon: IUT Douala (LIL) (6/98)Comoros: Social Fund (12/97)

Health (2/98)The Gambia: Participatory HNP (3/98)Guinea Bissau: National Health Development Program (11/97)Madagascar: Education Sector Development (3/98)

Nutrition 1 (4/98)Mauritania: Health Sector Investment (SIP) (3/98)Senegal: Integrated Health Sector Development (SIP) (9/97)

12

D. Mid-Term Reviews (5)Cape Verde: Basic Education and TrainingChad: Population and AIDSGuinea: Higher EducationMauritania: General EducationMauritius: Higher and Technical Education

E. Implementation Completion Reports (2)Gambia: WIDSenegal: Human Resources I

F. Economic and Sector Work (4)Chad: Poverty Assessment (DHS)Africa: NutritionCameroon: Education Sector ISSMauritius: Program for Sector Reformn

The Board approvals, Appraisals and PCDs were delivered throughout the year as can beseen in this graph.

FY98 Deliverables9

7

6

[3prislI- -- ---

_Q1 Q2Q 4 oa

3~~~~~~~1

PCD

______ -- . 1 Qjz 03s7 4 - Total

13

2. Portfolio Review

AFTH2's impact can be measured in many ways. A simple look at the number of

projects handled by AFTH2 clearly indicates the magnitude of the commitment of the

AFTIH2 team members to its work.

At the end of FY98, AFTH2 had 41 active projects plus 2 that closed on June 30. 41

projects represented approximately 38% of the Africa Region's Human Development

(AFRHD) portfolio (107 projects) by number of projects. The 41 AFTH2 projects also

represented approximately 11% of all Africa projects (392 projects) by number of

projects. And they represented approximately 11 % of all Bank Human Development

(HD) projects (386 projects) by number of projects.

Because of smaller loans, AFTH2's commitment represented only $221 million of $688

million of AFTHD and $2,869 million of Africa region.

AFTH2 as part of AFTHD Portfolio FY98 AFTH2 as part of Africa Portfolio FY98

X T s , ~~~~~~~~~~~~~AFTH2-~~~~~~~~~~~ ~~~~11%

AFTH2[ >., N38%.-

AFTHD\ Ai62% / ~~~~~~~~~~~~~~~~~~Africa

62%89/ _ ~~~~~~~~89%

AFTH2 as part of Bank HD Portfolio FY98

AFTH2,, , ~11%

Bank HD89%

14

The HNP and Education sectors were well represented in the portfolio and the SocialProtection sector, a new member of the HD family, was a smaller component.

Of the 41 active projects, 17 are in the HNP sector,19 are in the Education sector,3 are Social Fund projects and2 are combination of HNP and Education sectors.

FY98 AFTH2 projects by sectorSocial Fund 3

8%

t<X_~~~~~~~~~~N X8

Education 1845%

HNP/ED 13%

While working with so many projects, AF1TH2 strove to maintain quality in its overallportfolio. At the end of FY98, 29% of AFTI-2 projects were considered at risk. Therealism index for AFTH2 projects was 83%. The proactivity index for AFTH2 projectswas 83%.

15

The bar graph and the table below show AFTH2's performance in comparison to that of

the Africa region and the Bank as a whole.

FY98 Portfolio Performance

90% _ -

80% -- -- ---- _ a_

70% -- -- - - - - . - - -- -

OAFTH2

50% ' -- - __ _ . -___ AFRICAAFTH2 AFRICA BBANK

OTARGET

409, - -

30% - - - --- -- -

20%

10% ~__

Projects at Risk ()Realism Index (/)Proactivity Index(/)

Projects at Risk (%) 29% 31% 25% 20%

Realism Index (%) 83% 72% 68% 75%

Proactivity Index (%) 83% 68% 72%lo 80%

To increase further the realism index, to improve the proactivity index and to reduce the

percentage of projects at risk, AFTH2 has:

1. Created a Management Team that will review the existing and pipeline

project portfolio monthly.

2. Insisted on quality assurance in all its tasks for FY99 in the Work

Program Agreements.

3. Reviewed the education sector projects in June and will continue sector

reviews periodically in FY99.

16

3. Unit integration Approximately 64 computer skillscourses were taken which represent:

AFTH2 worked in 16 countries with 1.3 course per person.staff in Washington and 6 resident Approximately 20 language skillsmissions: Cameroon, Guinea, courses were taken which represent:Madagascar, Mali, Mauritania, and 0.4 course per person.Senegal. Approximately 190 courses in total were

taken which represent:To increase cohesion and identity, 4 courses per person.efforts have been made to integrate the Over $ 247,000 was spent in AFTH2 fordiverse field and headquarters staff. training including study tours.

1. Unit meetings were held every first Mentoring and Professional GrantsMonday of the month. In FY98,four missions were able to attend the In addition to the courses, AFTH2 staffunit meeting via video-conferencing were able to profit from the Mentoringand in FY99, AFTH2 expects to Program and the Professionalhave all missions participate in these Development Grants.meetings via video.

2. The weekly Management Teammeetings also linked field staff by . w 9; video.

3. In January, all field staff gatheredwith the new sector manager at theDakar, Senegal resident mission. _ - 1

4. During the HD week in March, all Field StaA Lmission staff were invited to attendall the sessions with headquarters Three task team assistants, two of whomstaff in Washington. received mentoring grants were able to

assist with missions in the field. The4. Staff Development other task team assistants will be

encouraged to pursue the mentoringAFTH2 was able to meet the training grants to further their knowledge andneeds of all its 48 members in FY98. improve their skills in FY99.

Courses Four specialists in health and operationsApproximately 106 technical courses were able to participate in externalwere taken by AFTH2 staff plus HD educational opportunities thanks toweek for all staff members which professional development grants inrepresent: FY98 as well.2.2 course per person.

17

management analyst in March whoparticipate as full members of thisteam. A new office administratoralso joined the unit and team inJanuary.

Senior members of all sections of theunit meet weekly (every Tuesday) todiscuss and resolve variousmanagerial issues e.g. portfolioreview, staffing needs, and agendasetting, and to consider strategic andanalytical plans for the unit.

2. Implementation and Procurement Team

V. Looking Composed of implementation andprocurement specialists, the team

Forward will assist task managers and taskteams in ensuring good and efficient

Constantly seeking to become more implementation and procurement.

efficient and better, AFTH2 has created . .

and launched new teams. It is alsoseeking to improve teamwork by and produce procedural manuals.

improving internal and externalcommunications and enhancing the The grounds for the team has been

AFH temwt,ewmmes laid out and the team will launch itsAFTfH2 team with new members...

activities fully in the first half of

Some of the initiatives have already FY99.

begun in FY98 and others will belaunched in FY99. All efforts will be -

opportunities to learn new lessons for --

the team.

1. Unit OrganizationTo increase efficiency, to assuredelegation of responsibility and toimprove overall quality of the unit, - AS.

AFTH2 has created and planned the Students in Clad

following teams:3. Education Team

A. Permanent Groups Staff members managing education

1. Management Team projects meet to create a cohesive

A new sector manager joined strategy for the education sector and

AFTH2 in November, followed by a to review the status of the educationportfolio.

18

The education team has started to of interacting and formed this groupmeet regularly to discuss sector to look into community activities.strategy. These meetings will besupplemented by on-line discussions In FY98, AFTH2 participated in thethrough the Education Team chat- World Bank's efforts to assist inroom. housing improvement in

Washington, DC with Christmas in4. Health, Nutrition and Population Team April. Members of AFTH2

Staff members managing health, volunteered their Saturday on Aprilnutrition and population projects 23 and helped clean and renovate ameet to create a cohesive strategy for house in Northeast Washington.the HNP sector.

The group will look into futureB. Semi-Permanent Teams events and make use of the Bank's1. Task Team Assistant Working Group administrative leave allowance for

During the early transitional period volunteer community work.after the reorganization of AFT1H2, agroup composed of staff from all C. Ad Hoc Working Groupslevels met to handle issues As necessary, a group composed of staffconcerning task team assistant duties from headquarters and the field officesand responsibilities and the creation will be convened to develop andof task teams. formulate plans in response to ad hoc

issues.The group continues to re-convenewhen issues concerning task teamresponsibilities arise.

2. The Induction GroupIn response to the needs of new staffjoining a highly mobile andcontinuously changing division, thegroup is composed of variousmembers who are interested inmaking introduction to AFTH2efficient and practical. The group -5

proposes to create an orientationmanual with concise and importantinformation. After the manual hasbeen created, the group will meetwhenever changes are deemednecessary.

3. Community Work Group Face of SenegalTo create group dynamics and a In FY98, a working group forgroup identity, the division decided decentralization was formed to reviewto look for non-work related means and elaborate a plan to decentralize

19

AFTH2 operations in Senegal and In FY99, the newsletter is to become semi-

surrounding countries. This working monthly.

group is composed of staff from HQs,staff from the resident mission in 2. In cooperation with AFTHD, a

Senegal and decentralization experts. website is being developed that willbe launched in September, 1998.

The group is continuing its analysis of The website will provide instant

decentralization and will make a information on:

recommendation on this issue during the a. AFTH2 staff,

first half of FY99. b. teams,c. projects,

D. Miscellaneous Groups d. training,

Additionally, to increase management e. schedules, and

efficiency and to encourage staff f. other news.

feedback, the Sector Manager met withthe staff in groups and discussed his 3. The HQ staff participated in an off-

own performance and AFTH2's goals. site retreat.

It is expected similar feedback group 4. The sector manager has a weekly

meetings will occur regularly. open lunch on Thursdays at HQ forthose who wish to attend.

E. Cluster LeadersIn FY99, cluster leaders will have not B. External Communications

only technical responsibilities for their To promote better AFTH2 programs and

sectors and countries but also budgetary to share lessons learned, AFTH2 is

responsibilities. actively participating in the followinginformation sharing opportunities:

2. Communications1. AFTH2 is working to establish a

A. Internal Communications close link with Africa External

To increase integration, efficiency and Affairs Office and HD External

cohesion, AFTH2 has created various Affairs Office to disseminate and

means of internal and external share better the efforts and successes

communications: of AFTH2 projects.

2. Team members are seeking better

Les cocotiers usage of Knowledge Management

AFTH2 System (KMS) and the advisory3- el9. 19'8 VolunMl.Tt L 1-H i %FTservices. The KMS will come and

demonstrate their services at the first

1. A monthly newsletter, Les Cocotiers, unit meeting in the fall.

is produced with contributions fromAFTH2 staff and distributed 3. Everyone is encouraged to take

internally. advantage of public speakingavenues such as brown bag lunches

20

for Bank staff, public appearances such Under the advisement of a school-basedas the Forum Francophone des Affaires health specialist, AFFH2 has gainedand the Consortium of International considerable momentum in starting thisDevelopment, participation in the initiative in FY98. AFTH2 hopes toInnovation Market Place and the PREM increase the participation of this school-week. based health specialist, as well as the

cooperation of other organizations suchC. Unit Identity as the WHO for additional technicalFinally, to provide strategic and expertise.thematic directions, AFTH2 missionstatement and motto discussions are B. Educationunderway. To assure quality to new lending

projects and improve the overall qualityI of the education portfolio, AFTH2 has

sought contributions on most projectsfrom lead education specialists.

V Sf : S C. Early Childhood DevelopmentAFTH2 has placed new emphasis on

_ sv hl F.f --F Early Childhood Development (ECD).-i 1 X25. XWhile the first project using an ECD

,} ,.t' ' 5, _tw specialist will be in Mauritius, thisexpertise will also help integrate theunit's general education and healthHNP staffin Washington projects

3. StaffingIn line with AFIH2 goals to maintainand improve its portfolio, AFTH2 willpursue necessary staffing to remedy anydeficiencies in the unit's technical areasand to seek resource-efficiencies.

In addition, to add focus and coherenceto the work, AFTfH2 is pursuing cross-sectoral initiatives and new areas of

Jrinterest which will require futurestaffing considerations.

A. School-Based Health Initiative D. EconomistsThis initiative which has been launched As technical quality of AFTH2 projectswill develop and introduce school-based and staff capacity improve, there will behealth components in as many AFFH2 a pressing need to supplement theprojects as appropriate. economics expertise in the unit. Two

21

economists with experience in educationand health will be recruited to fill theneeds.

E. Other Regional Experts

hI order to obtain fresh and new viewson projects, AFTH2 is making strategicalliances with experts in other regions of

the Bank. . -4m

To date, AFTH2 has made concreteplans to collaborate with staff from the

MNA region, LAC, EDI and the ChadResident Mission. They will not onlyprovide assistance to the educationportfolio, but will also enrich AFTH2 AFTH2 headquarters staff

projects through their diverseexperiences. G. Field Staff

An effort is being made to establish a In addition to a regional field staff

special relationship with the Operational meeting in Mali in October, AFTH2 will

Support Unit to work in conjunction take advantage of technological

with the AFT7H2's Implementation and innovations to continue to integrate the

Process Team (IPT.) field staff fully into AFTH2.

F. Team Assistants AFTH2 expects to utilize the wealth of

Recruitment of specialized assistants are expertise and experience of the diverse

also in progress. field staff.

An information assistant will organizeand maintain an electronic filing system.

A funds assistant will aid in increasingthe utilization of Trust Funds,fellowships, intemships, studentassistantships and other resources for the

unit.

Student assistants will join variousteams to assist with communications,research, and other necessary areas.

22

4. Deliverables for FY99

A. Projects to Board

AFTH2 has promised to deliver 12 new projects: 6 have already been appraised thereforehave favorable prospects:

Cameroon.: Basic Education Improvement Project (likely to be difficult)Cape Verde: Education - extension of earlier project

Social Sector Development

Chad: Safe Motherhood - extension of earlier project.Gambia: Education APL

Guinea: Education LIL

Population and Reproductive Health APLMadagascar: Vocational Education and TrainingMali: Education LIL

Health SIP

Mauritania: Nutrition LIL

Sierra Leone: Recovery and Reintegration

2 more projects may be accelerated:Mauritius: Health

Liberia: Emergency Recovery -- the team is currently looking for grantsfrom the Bank's net income as Bank cannot lend to country innon-accrual situation.

B. Portfolio Quality

With restructuring and cancellations of risky and unproductive projects, proactivityshould be at or near 100%. Similarly, the realism index is expected to be near 100%.

In FY98, AFTH2's disbursement rate was contrary to the Bank's upward trend. InFY97, AFTH2 disbursements were $112 million but in FY98 they were $86 million asopposed to the predicted $122 million. For this reason, AFTH2 aims to improve thedisbursement forcasts of its projects for FY99.

23

5. Changes

As this report was about to go to print, re-organization of the country distribution within

various African Human Development units was announced.

As of September 1, 1998, AFTH2 will no longer manage projects in Comoros,Madagascar, Mauritius and the Seychelles. AFTH2 will be newly responsible for work

in C.A.R., Congo-Brazzaville, Equatorial Guinea and Gabon.

The changes will affect the specific details of AFTH2 such as number of projects and

specific project information, however, AFTH2's goals as an integral unit will not change.

AFTH2 will strive to improve its overall quality -- deliver more efficient, more

responsive and more innovative answers to the continuing needs of AFTH2's client

nations.

24

VI. Annexes1. List of AFTH2 projectsAlthough only a few projects are highlighted in the previous sections, AFTH2 managed, createdand launched numerous projects in FY98. Here are the 41 projects that were still active at the end

of FY98 (organized by country).

Cameroon Guinea BissauDouala Higher Education Technical Social Sector

Training Project IUT (LIL) Basic EducationHealth, Fertility, and Nutrition National Health Development Program

Cape Verde MadagascarBasic Education and Training National Health Sector Investment

Vocational Education and Training

Chad Food Security and NutritionHealth and Safe Motherhood Education Sector DevelopmentBasic Education Nutrition IIPopulation and AIDS Social Fund 1I

MaliHealth PopulationVocational and Educational Training

Mauritania1 - _ \..; \ Population and Health

General Education ProgramTechnical/ Vocational EducationHealth Sector Investment

Primary School in Chad MauritiusIndustrial and Vocational Training

Comoros Education SectorEducation HI Higher and Technical Education

HealthPopulation and Human Resources Sao Tome e PrincipeSocial Fund Health and Education

The Gambia SenegalEducation Sector Credit Human Resources Development IIParticipatory Health Nutrition Project Integrated Health Sector Development

Higher Education I

Guinea Community NutritionHeal.fi and Nutrition. Pilot Female Literacy

Health and Numtriton. EdmcDsaeEquity and School Improvement Endemic Diseases

Higher Education Manpower Sierra Leone

Health Sector

25

2. List of Staff Working with AFTH2 at the End of FY98NAME TITLE Phone number Location

BURNETT, Nicholas Sector Manager 202 473 4166 Washington

BACH-BAOUAB, Anwar Sr. Pop and Health Specialist. 202 473 5037 WashingtonBAGHDADI, Ghislaine Office Administrator 202 473 5544 Washington

BANGOURA, Ousmane Health Specialist Cameroon Mission

BELLEW, Rosemary Sr. Education Planner 202 473 4836 Senegal Mission

BENAMGHAR, Radia * Record Information Assistant Washington

BEN-HALIMA, Slaheddine Sr. Operations Officer 202 473 6131 Washington

BENDER, Penelope Education Specialist 202 473 1484 Washington

BENNETT, Nicholas Human Resource Specialist Cameroon Mission

BREDIE, Joseph Senior Education Specialist 202 473 4603 Washington

CHIPKAOU, Aissatou Language Task Assistant 202 473 4629 Washington

COIGNEZ STERLING, Veerle Pharmaceutical. Policy Specialist 202 473 2978 Washington

COX, Sharon Project Assistant 202 473 2035 Washington

DIALLO, Cherif Operations Officer Guinea Mission

DIARRA-KAMBOU, Dieneba Economist 202 473 4717 Washington

DIAWARA, Alassane Sr. Operations Officer Senegal Mission

DOCK, Alan Sr. Education Specialist 202 473 5688 Washington

DOS SANTOS, Maria Madalena* Sr. General Educator 202 473 8873 Washington

EDWARDS, L. Arlene Office Assistant 202 473 0880 Washington

ENGLISH, Linda Education Economist 202 473 5049 Washington

EZZINE, Mourad* Sr. HR Specialist 202 473 2290 Washington

FICHTL, Florian Sociologist/Health Economist 202 458 7381 Washington

GELI, Paul Social Fund & Implementation Specialist 202 473 4628 Washington

HELGELAND-LAWSON, Astrid Economist 202 473 4818 Washington

KAMAU, Astania Sr. Task Assistant 202 473 3592 Washington

KOFFI, Edoh* Education Specialist 202 473 6439 Washington

LEE, Seung-Hee Frances Management Analyst 202 458 0504 Washington

LEROY, Roselyne Sr. Lang. Staff Assistant 202 473 4447 Washington

LIOY, Michele Sr. IEC/Population Specialist 202 473 4810 Washington

LUCULESCU, Sergiu Pr. Public Health Specialist 202 473 3245 Washington

MAIGA, Aminata Education Specialist Mali Mission

MAREK, Tonia Sr. Public Health Specialist Senegal Mission

MAY, John Population Specialist 202 458 7797 Washington

McCULLOUGH, Myrina Program Assistant 202 473 4646 Washington

McDONALD, Laura Staff Assistant 202 473 1489 Washington

MUNSHIRPU, Lydie* Sr. Secretary Cameroon Mission

MURRAY, Eileen Operations Officer Madagascar Mission

NAFO, Fatoumata Health Specialist Mali Mission

NAGGAR-VASQUEZ, Cathy Sr. Lang. Staff Assistant 202 473 5018 Washington

NAKHAVANIT, Southsavy Staff Assistant 202 473 4010 Washington

NDAW, Marie-Madeleine* Staff Assistant Senegal Mission

NISSAN-FELBER, Sigal Staff Assistant 202 458 8385 Washington

NTANGSI, Joseph Economist Cameroon Mission

OPPER, Susan Education Specialist 202 473 9332 Washington

PEAN, Leslie* Sr. Project Officer 202 473 3092 Washington

PEREZ-CASTANO, Carmen General Educator 202 473 4027 Washington

PRADEL, Angelika Public Health Specialist 202 458 4498 Washington

PROUTY, Robert Sr. Education Specialist 202 473 7532 Washington

RAVAONOROMALALA, Wendy Pop. and Health Specialist 202 473 0296 Washington

ROUAG, Djamalddine Sr. Education Specialist 202 473 5524 Washington

SEIFMAN, Richard Nutrition Specialist 202 458 2897 Washington

SOW, Souleymane Senior Program Officer Mauritania Mission

SUBAYI, Tshiya Program Assistant 202 473 0695 Washington

THEUNYNCK, Serge Implementation Specialist 202 473 3901 Senegal Mission

TOKINDANG SIBAY, Joel* Economist/Operation Officer Chad Mission

VIENS, Daniel* Sr. Education Spec. 202 473 2947 Washington* Staff working with AFTH2 but not a regular staff of AFTH2

26

3. Information Source

All information herein was gathered from various World Bank databases such as the AfricaPortfolio Management System, the COMPASS, and the Africa Portfolio Lending Timetable;publications such as the FINDINGS and PADs/SARs; and most importantly from the staff ofAFTH2. Some of the staff contributed facts and figures, others wrote little pieces and someothers proofread several versions.

The information was as accurate as possible at the time of print, however, data may havechanged and may not correspond exactly to current information.

If the reader has any questions about the exact source of information or questions in generalabout the report, please contact Seung-hee F. Lee, management analyst, AFTH2, WorldBank, 1818 H Street, Washington, DC 20433 or slee4@worldbank.org.

27

THE WORLD BANK

AFTH2

1818 H Street, NW

Washington, DC 20433

USA