AFRICAN DEVELOPMENT BANK

NAMIBIA

THE NEW PORT OF WALVIS BAY CONTAINER TERMINAL PROJECT : LOGISTICS AND CAPACITY

BUILDING COMPONENT (MIC GRANT)

PROJECT COMPLETION REPORT

Implementation Division (RDGS.4)

RDGS

Publ

ic D

isclo

sure

aut

horiz

ed

Publ

ic D

isclo

sure

aut

horiz

ed

1

I BASIC DATA

A Report data

Report date Date of report: 05 September 2018 Mission date (if field mission) From: 13 August 2018 To: 16 August 2018

B Responsible Bank staff

Positions At approval At completion Regional Director E Faal K. Kapoor Country Manager N/A J. Ngure Sector Director A. Oumarou (OIC) A. Oumarou

Sector Manager A. Oumarou N. Kulemeka (Implementation Support –RDGS)

Task Manager M. Wadda-Senghore R. Malinga Alternate Task Manager Harada Tatsuo PCR Team Leader R. Malinga

PCR Team Members L. Kiggundu (Consultant)

C Project data

Project Name: The New Port of Walvis Bay Container Terminal Project: Logistic and Capacity Building Component (MIC Grant) Project code: P-NA-DD-003

Instrument number(s): MIC Grant Grant No. 5500155006651

Project type: Investment Sector: Transport Country: Namibia Environmental categorization (1-3): NA Processing milestones – Bank approved financing only (add/delete rows depending on the number of financing sources)

Key Events (Bank approved financing only) Disbursement and closing dates (Bank approved financing only)

Financing source/ instrument1: MIC Grant Financing source/ instrument1:MIC Grant Financing source/ instrument1: MIC Grant

Approval Date: 22.07.2013 Cancelled amounts: 105,724.92 Original disbursement deadline: 31.12.2017

Signature Date : 08.11.2013 Supplementary financing: NA Original closing date : 31.12.2017 Date of entry into force: 08.11.2013 Restructuring (specify date & amount

involved): None Revised (if applicable) disbursement deadline: 30.06.2018

Date effective for 1st disbursement: 09.05.2014 Extensions (specify dates): 31.12.2017 to 30.06.2018

Revised (if applicable) closing date: 30.06.2018

Date of actual 1st disbursement: 06.06.2014

PROJECT COMPLETION REPORT FOR PUBLIC SECTOR OPERATIONS (PCR)

AFRICAN

DEVELOPMENT BANK GROUP

2

Financing source/instrument (add/delete rows depending on the number of financing sources):

Disbursed amount (amount, UA):

Percentage disbursed (%):

Undisbursed amount (UA):

Percentage undisbursed (%):

Financing source/ instrument1: MIC Grant 894,285.08 89.43% 105,724.92 10.57%

D Management review and comments Report reviewed by Name Date reviewed Comments Country Manager J. Ngure Sector Manager N. Kulemeka Regional Director K. Kapoor Sector Director A. Oumarou

II II Project performance assessment

A Relevance

1. Relevance of project development objective

Rating* Narrative assessment (max 250 words)Integrated Transport Master Plan (2013-2023) 3 The Walvis Bay Port New Container Terminal Expansion Project was aimed at expanding the container terminal on

reclaimed land from the Walvis Bay channel, to increase the annual handling capacity from 355,000 TEUs to 1,005,000 TEUs. The project included a logistics and capacity building component, intended to complement the port expansion.

The sector goal of the project is to promote trade and regional integration. The long-term impact is increased and sustained trade between SADC and the outside world. The objective of the component responds to the core strategy of the WBCG. These are: (i) to promote the Walvis Bay Corridors as the preferred route for Southern Africa; (ii) position the corridors for increased import/export cargo volumes; (iii) undertake business development, cross border facilitation and infrastructure development; (iv) provide wellness services for corridor users and communities along trade routes; and (v) spearhead spatial development initiatives along the Walvis Bay Corridors.

At country level, the project was identified in line with Namibia’s Vision 2030, the National Poverty Reduction Action Plan and the National Development Plan (NDP4) which all attribute considerable significance to the logistics and transport sector geared towards economic development and poverty reduction. The project was prioritized in the Integrated Transport Master Plan (2013-2023) and the Namport Business Plan (2013-2017) in response to the above strategies.

At regional level the Walvis Bay port has been identified as a regional hub in the SADC Regional Infrastructure Development Master Plan for providing direct west coast access to regional and international markets and easing dependence of the landlocked countries to the east and north-east ports of South Africa, Mozambique and Tanzania.

The logistics and capacity building component of the project, responds to two core operational strategies of the Bank’s Ten Year Strategy (2013-2022), namely regional integration and private sector development. The component will (i) foster South-South cooperation and strengthen commercial linkages and promote new trading partners in the SADC region; (ii) promote private sector development and tourism; (iii) generate employment through emergence of small to medium size enterprises and scaling up of private sector investments; and (iv) promotion of inclusion and economic transformation.

* For all ratings in the PCR use the following scale: 4 (Highly satisfactory), 3 (Satisfactory), 2 (Unsatisfactory), 1 (Highly unsatisfactory)

3

2. Relevance of project design Rating* Narrative assessment (max 250 words)

3 The component was designed as part of the port expansion project for the construction of a new container terminal. This was done in consultation with key stakeholders inclusive of government ministries, the donor community, transport sector related agencies, and the logistics industry inclusive of freight forwarders and international shipping lines. Consultations were also held with transport operators and shippers’ associations, corridor groups, local businesses, local residents, NGOs and specific interest groups. The component was intended to enhance the efficiency of the Walvis Bay Port. Project design ensured that the stakeholders’ concerns are addressed as much as possible.

The implementation of the MIC grant financed component was entrusted to the Walvis Bay Group (WBCG) a group established in 2000 with financial assistance from KfW of Germany with the purpose of infrastructure and business development and facilitation of the corridors serving the Walvis Bay port.

The project outcome, namely; improved logistics competence is relevant and measurable. The outcome indicators are relevant; (i) logistics report; (ii) road safety action plan; (iii) Permanent Secretariat for the Walvis Bay-Ndola-Lubumbashi Corridor Management Committee (WBNLDC) establishment; and (iv) number of freight forwarders trained have been used to determine the benefits of the project. The project has responded to Namibia’s Vision 2030, the National Poverty Reduction Action Plan and the National Development Plan (NDP4) as well as the National Logistics Master Plan, which all recognize the benefits of the logistical chain in transport in view of the role the Walvis Bay port is to play as a regional hub.

3. Lessons learned related to relevance

Key issues (max 5, add rows as needed)

Lessons learned Target audience

Efficiency

The component complements Bank investment in the extension of the Walvis Bay port through preparation of a national logistics plan. The logistics plan is meant to; (i) globally promote the port to attract logistics and distribution companies; (ii) improve the handling and delivery efficiency of exports and imports for the landlocked countries to the east and north-east through the transport corridors servicing the port; (iii) identify development strategic hubs to enhance trade facilitation. The complementary interventions have extended efficiency gains to the existing port operations by improving the Logistics Performance Index by 25.7% between 2013 and 2016 even before completion of the new container terminal.

AfDB/GON

National/Regional Needs

Comprehensive needs assessment is important to prioritize intervention responses that are consistent with the identified development requirements at regional and national level.

AfDB/GON/SADC Secretariat

Stakeholder participation

The WBCG, the executing agency, is a public private partnership with core support from the Namibian transport industry like port users, road hauliers, freight forwarders, national transport related agencies and government ministries as stakeholders. Stakeholder participation incorporated in project design in this component has illustrated its importance towards smooth implementation.

AfDB/WBCG/GON

Gender mainstreaming The targeting of women in the training of freight forwarders is consistent with gender inclusion required in Bank financed operations. The success of training women in this component though slightly below target should be replicated in projects of this nature.

GON/WBCG/AfDB

Transport Infrastructure Condition

For the Walvis Bay Harbour to translate into a regional hub the transport infrastructure on the connecting corridors must be kept in trafficable condition. A good port facility in itself is not adequate if the connecting infrastructure (road/rail) is in poor condition. In future projects, interventions should also take into account the necessary improvements to connecting infrastructure. There is a need for the Governments with development partners to direct future intervention towards poor performing infrastructure identified in the tripartite (Namibia, Zambia and DRC) meetings.

GON/AfDB

4

B Effectiveness

1. Progress towards the project’s development objective (project purpose)

Comments Provide a brief description of the Project (components) and the context in which it was designed and implemented. State the project development objective (usually the project purpose as set out in the RLF) and assess progress. Unanticipated outcomes should also be accounted for, as well as specific reference of gender equality in the project . The consistency of the assumptions that link the different levels of the results chain in the RLFshould also be considered. Indicative max length: 400 words.

The MIC grant financed Logistics and Capacity Building. The component comprised (i) developing a national logistics master plan; (ii) preparation of a road safety plan for the Trans-Cunene Corridor; (iii) capacity and institutional building for the Walvis Bay-Ndola-Lubumbashi Development Corridor Management Committee (WBNLDC); (iv) Capacity and Institutional Building for the Walvis Bay Corridor Group (WBCG) Projects Development and Funding Department; and (v) FIATA training program for freight forwarders. No significant changes were made during the project implementation, in respect of the scope, implementation arrangements, and technical solutions during the life of the project. The scope for the FIATA training was modified in response to the budget, with the initial target having been 70 persons (40 women) and this having been reduced to 60 persons (34 women) supported through the Grant, with 51 persons (25 women) graduating with Diplomas. There was a significant drop-out of women 26.5% as compared to none for the men. The project was identified under the Integrated Transport Master Plan (2013-2023) as a priority hub project in the SADC Regional Infrastructure Development Master Plan for financing by cooperating partners supporting regional integration. Project implementation progressed successfully with all the sub- components successfully completed.

2. Outcome reporting

Outcome indicators (as per RLF; add more rows as needed)

Baseline value (Year)

Most recent value (A)

End target (B) (expected value at

project completion)

Progress towards target

(% realized) (A/B)

Narrative assessment (indicative max length: 50 words per outcome)

Core Sector Indicator (Yes/No)

Outcome 1: LPI: Logistics Performance Index

LPI=2.65 out of 5 (89th out of 155 countries (2012)

2LPI=2.74 (79th out of 155 countries

(2016)

LPI – at least 3 out of 5 (2020)

25.7% The LPI has increased from 2.65 in 2013 to 2.74 in 2016.

Yes

Rating*(see IPR methodology)

Narrative assessment

3 Outcome 1, has grown by 25.7% and will be fully realized when the new container terminal of the Walvis Bay Harbour has been completed and opened to exports and imports. The MIC grant financed component is meant to enhance logistics performance of the port in comparison to the competing ports both on the west and east coasts.

3. Output reporting

Output indicators (as specified in the RLF; add more rows as needed)

Most recent value (A)

End target(B) (expected value at

project completion)

Progress towards target

(% realized) (A/B)

Narrative assessment (indicative max length: 50 words per output)

Core Sector Indicator(Yes/

No)

Output 1: Logistics Report

Logistics report=1

Logistics report=1 100% The draft final report for the Logistics master Plan has been discussed by the stakeholders and the final report submitted.

No

Output 2: Road Safety Action Plan for the Trans-Cunene Corridor

Road safety plan=1

Road safety plan=1 100% The draft final report for the Road Safety Action Plan for the Trans-Cunne Corridor has been discussed by the stakeholders and the final report submitted.

No

Output 3: Permanent Secretariat for WBNLD established

Agreed to be established

60%

Permanent Secretariat=1 60% Comprehensive project proposals including financing were prepared and submitted to the last Tripartite Meeting in April 2018. Governments have accepted the proposals but still have to implement

No

Output 4: Capacity building for the WBCG

100% Technical assistance, seminars, workshops, short-term training and meetings and equipment

100% The Bank financed the TA up to 31 June 2018. GIZ has undertaken to finance the remaining period. Seminars, workshops, short-term training and meetings were held. Equipment was also purchased.

No

5

4. Development Objective (DO) rating

DO rating (derived from updated IPR)*

Narrative assessment(indicative max length: 250 words

3 The objective of the component is promoting the Walvis Bay Corridor as the preferred trade route for Southern Africa and position the corridors serving the port to increase import/export cargo volumes through cross-border facilitation and wellness services along the trade routes. This will be fully achieved when all the outputs of the sub-components are effectively utilized.

5. Beneficiaries (add rows as needed)

Actual(A) Planned(B) Progress towards target

(% realized) (A/B) % of women Category (eg. farmers, students)

141,200,000 (2016 figures for seven (7)

beneficiary countries) (2016 figures)

141,200,000 100% 50.9% Total population in zone of influence is 141.2 million (2016)

6. Gender Equality (add rows as needed)

Assessment on the performance of Gender equality in the operation The activity: FIATA Training for Freight forwarders targeted female trainees either in or those intending to join the shipping industry. Although the targeted total was 70 trainees of which 40 or 57% were supposed to be women, 60 ( of which 34 or 56.7% were women) were trained of which 51 graduated and 25 or 49% were female. The activity therefore responded positively to the Affirmative Action (Employment) Act and the advancement of gender equality driven by the Equal Employment Commission of Namibia.

7. Unanticipated or additional outcomes (add rows as needed)

Description Type (eg. gender,

climate change, social, other)

Positive or negative

Impact on project (High, Medium, Low)

GIZ’s acceptance to cover the costs of the remaining contractual period of the TA recruited under MIC-grant financing to serve as a Project Manager for the component and Bank’s financing of the final phase of the three phases of the Logistics Master Plan (Phase I and Phase II having been financed by JICA) is consistent with Bank partnership with other developing partners.

Donor partnership Positive High

Output 5: Number of freight forwarders trained.

51 (25 women)

Freight forwarders trained = 70 (40 women)

51 (73%) (25 (49%)

women)

The number originally targeted was reduced from 70 (40 women) to 60 (34 women) due to financial constraints. Of these 51 (25 women) obtained Diplomas with a drop out of 9 women.

No

Rating*(see IPR methodology)

Narrative assessment:

3 The completion of the Logistics and Capacity Building component has been substantially achieved. The disbursement deadline was extended by 6 months due to delays in the procurement of service providers for some of the sub-components. The National Logistics Master Plan is an information tool for investors on the Walvis Bay Corridor, and the Road Safety program for the Trans-Cunene Corridor has provided beneficial reference material on safety along the corridor for users.

6

8. Lessons learned related to effectiveness (add rows as needed)

Key issues (max 5, add rows as needed)

Lessons learned Target audience

Value Addition The increase of the Logistics Performance Index by 25.7% indicates that the inclusion of complementary components in interventions supporting continental corridors is beneficial.

AfDB/RECs

Intervention Effectiveness The allocation of some of the 10.6% balance to (i) the WBNLDC would have made more progress towards its establishment; and (ii) training of more freight forwarders would have further increased the base of competent personnel and therefore added intervention effectiveness. The balance (a consequence of exchange rate gains) was however only realised towards the end of the project -

GON/AfDB

Implementation Dedication Successful implementation benefitted from using as the Executing Agency the WBCG a semi-autonomous entity supported by a Steering Committee and Working Groups as compared to implementation by a Government Ministry.

GON/AfDB

Implementation effectiveness The MIC-grant intervention being part of a larger project has performed better than the independent MIC-grant interventions in the region

GON/AfDB

C Efficiency

1. Timeliness

Planned project duration – years (A) (as per PAR)

Actual implementation time – years (B) (from effectiveness for 1st disb.)

Ratio of planned and actual implementation time (A/B)

Rating*

4.17 (30.11.2013-31.12.2017) 4.67 (30.11.2013-31.06.2018) 0.89 3 Narrative assessment(indicative max length: 250 words) The grant agreement was signed within 4 months of approval and became effective on the date it was signed. However there was considerable lapse of time of six (6) months between entry into force and effectiveness for first disbursement due in part to the delay of entry into force of the ADB loan that was one of the conditions. Disbursement was through a Special Account that was replenished six (6) times. The Bank effected the first disbursement within a month of effectiveness for first disbursement. Use of a Special Account ensured that finances were readily available to pay service providers and finance the required purchases.

The Logistics Master Plan and Road Safety Program for the Trans-Cunene Corridor were successfully completed in eleven (11) months, two (2) months beyond the expected completion period. The Road Safety Action Plan was completed in twenty four (24) months far beyond the expected nine (9) months due to cross-border challenges. The timeliness ratio for the Logistics Master Plan was 0.75 and for the Road Safety Action Plan was 0.375 which according to Bank rating for the Master Plan is satisfactory but unsatisfactory for the Road Safety Action Plan.

2. Resource use efficiency

Median % physical implementation

of RLF outputs financed by all financiers (A) (see II.B.3)

Commitment rate (%) (B) (See table 1.C – Total commitment

rate of all financiers)

Ratio of the median percentage physical implementation and

commitment rate (A/B)

Rating*

87 89.43 1.18 4 Narrative assessment(indicative max length: 250 words) With the exception of Output 3: Permanent Secretariat establishment and Output 5: Number of freight forwarders trained, the other three outputs of the component have been fully achieved. The overall disbursement rate at completion stands at 89.43%. The ratio of the percentage implementation and commitment rate is 1.18, implying that the performance is Highly Satisfactory and the project component delivered within budget.

7

3. Cost benefit analysis

Economic Rate of Return

(at appraisal) Updated Economic Rate of Return

(at completion) Rating*

Cost-benefit analysis is not applicable to the component Not applicable NA Narrative assessment(indicative max length: 250 words) The completion of the component resulted in secondary benefits to the Walvis Bay port in terms of; (i) involvement of Namibian individual consultants for capacity building of WBCG and WBNLDC and the Road Safety Action Plan for theTrans-Cunene Corridor.

4. Implementation Progress (IP) IP Rating

(derived from updated IPR)

Narrative comments (commenting specifically on those IP items that were rated Unsatisfactory or Highly Unsatisfactory, as per last IPR). (indicative max length: 500 words)

3

The grant agreement was signed after four (4) months after approval, which was within the 180 days allowed, but there was a delay of six (6) months before fulfilling the conditions for first disbursement due to one of the conditions being dependent on the date of entry into force of the ADB loan for the new container terminal.

The resignation of the individual consultants for capacity building of WBCG and WDNLDC resulted in delays in implementation.

5. Lessons learned related to efficiency

Key issues (max 5, add rows as needed) Lessons learned Target

audience Grant conditions The fulfilling of the condition for effectiveness to first disbursement

that depended on the entry into force of the ADB loan for the new container terminal delayed disbursement.

GON/AfDB

Service Providers The procurement process should be diligent in shortlisting individual consultants. The capacity building of WBCG and WBNLDC would have been completed earlier if the individual consultants appointed earlier did not terminate their services.

WBCG/AfDB

Implementation Oversight Use of a Steering Committee to oversee implementation ensured follow-up and meeting timelines by the Executing Agency.

GON/WBCG

D Sustainability

1. Financial sustainability

Rating* Narrative assessment (indicative max length: 250 words)

3 The private public partnership arrangement has successfully supported the Walvis Bay Corridor Group (WBCG). The WBCG is financed through four sources; (i) annual contribution from a membership structure (30%); (ii) user pay principle on cargo through the Walvis Bay Port (10%); (iii) donor financing (53%); and (iv) Namibia government (7%). This private public partnership should be replicated for the Walvis Bay-Ndola-Lubumbashi Development Corridor Management Committee (WBNLDC) to ensure financial sustainability.

The Governments of Namibia, Zambia and DRC have signed a Memorandum of Agreement and in principle agreed to establish WBNLDC.

8

2. Institutional sustainability and strengthening of capacities

Rating* Narrative assessment (indicative max length: 250 words)

3 At regional level, a number of institutions similar to WBCG have been established to promote the transport corridors that serve the landlocked countries and areas distant from sea coastlands. Besides the Trans-Cunene, Trans-Kalahari, Trans-Caprivi Corridor; and the Walvis Bay-Ndola-Lubumbashi Development Corridor (WBNLDC) in Namibia that link to Walvis Bay on the west coast, other Transport Corridors include the Maputo Corridor, the Nacala Corridor, the North-South Corridor and the Mtwara Corridor that link the eastern coast to the hinterland. All these institutions have the support of the SADC Regional states and development partners that have contributed significantly to their sustainability in the form of technical assistance, capacity building and funding. The capacity building components of the WBCG and WBNLDC are meant to strengthen the two institutions in the promotion of the corridors that service the Walvis Bay port. The training of freight forwarders will enhance handling and delivery service efficiency at both the port and on the corridor routes. The significant increase of container handling capacity by over twice the existing capacity will require monitoring performance to determine areas that require further intervention to maintain quality service provision.

3. Ownership and sustainability of partnerships

Rating* Narrative assessment (indicative max length: 250 words)

3 The overall project underwent extensive consultation with all key stakeholders inclusive of government ministries, the donor community, transport sector related agencies, municipal and regional governments, the logistics industry inclusive of freight forwarders, international shipping lines, other regional port administrations, transport operators and shippers’ associations, corridor groups, local businesses, local residents, NGOs and specific interest groups. This signified a healthy partnership between the private and public sectors.

The maritime operations by NAMPORT operate outside direct Government control and is financially self-sustainable with the donor community mainly KfW, JICA and EIB providing grants for a number of studies for the Walvis bay port expansion.

4. Environmental and social sustainability

Rating* Narrative assessment (indicative max length: 250 words)

NA This was not applicable to the component.

5. Lessons learned related to sustainability

Key issues (max 5, add rows as needed)

Lessons learned Target audience

Financial and Institutional Sustainability

Healthy private and public sector partnership has ensured financial and institutional stability for the WBCG. Similar partnerships should be utilized by the WBNLDC and other bodies in the region created to promote transport corridors.

GON/AfDB

Regional Ownership The SADC Region has identified Transport Corridors from the coast to the hinterland to remove barriers and obstacles to the movement of persons and goods to support regional co-operation, integration and economic development. The region therefore supports projects that are consistent with this objective.

GON/SADC

Implementation Programming

The MIC-Grant financed component has been completed before the completion of the new Bank financed container terminal. The earlier completion of the Logistics and Capacity Building Component has ensured that the outputs start benefiting the port earlier than planned.

GON/WBCG/AfDB

9

III Performance of stakeholders

1. Bank performance

Rating* Narrative assessment by the Borrower on the Bank’s performance, as well as any other aspects of the project (both quantitative and qualitative). See guidance note on issues to cover.(indicative max length: 250 words)

3 The implementation of the sub-component commenced when Task Management had been handed over from the Task Manager based in Tunis/Abidjan Head Office to one based at the RDGS in Pretoria. The Bank therefore provided close and extensive supervision throughout the period of implementation. Bank’s missions assisted the Executing Agency to address technical and disbursement issues that included extension of the last date of disbursement by six (6) months all to expedite and ensure implementation of the sub-components. Bank’s performance was therefore satisfactory. The EA appreciated the role of the Task Manager for the timely follow up and detailed feedback to WBCG.

Comments to be inserted by the Bank on its own performance (both quantitative and qualitative). See guidance note on issues to cover. (indicative max length: 250 words) The Bank undertook desk supervision through review of the monthly progress reports and where necessary contact was made to bring to the attention of the EA any concerns noted in the monthly reports. This was followed by field supervision missions every six months which included meetings with the service providers to discuss challenges and progress. For each mission, de-briefing sessions were held with WCBG and MOF and aide memoires recording the findings of the Bank signed by both parties. The missions also served as media for discussing Bank Rules and Procedures. In total six (6) supervision missions were undertaken by the Bank. Overall the Bank performed satisfactorily in providing guidance both during the inception phase and the implementation phase. The Bank therefore provided adequate support from inception to completion and Bank performance is rated satisfactory.

Key issues (related to Bank performance, max 5, add rows as needed)

Lessons learned

Grant balance At completion a grant balance of UA105,724.92 or 10.6% has been realised. If the sub-components had been completed before the last date of disbursement, the balance would have been utilized to enhance the development effectiveness of the intervention through more operations towards the establishment of WBNLDC and training more freight forwarders. Timely execution is therefore essential.

2. Borrower performance

Rating* Narrative assessment on the Borrower performance to be inserted by the Bank (both quantitative and

qualitative, depending on available information). See guidance note.(indicative max length: 250 words) 3 The performance of the Government of Namibia through the Walvis Bay Corridor Group (WBCG), to achieve the

development objectives of the sub-components, was satisfactory. There were however, delays suffered in the commencement of the Logistics Master Plan component that resulted from institutional review that required putting the procurement on hold. The National Planning Commission diligently addressed the matter.

The establishment of a Steering Committee composed of representatives from the Ministry of Finance; Ministry of Works and Transport; Ministry of Home Affairs and Immigration; Ministry of Industrialisation, Trade and SME Development; and the National Planning Commission; furthered by Working Groups with representation from Trans-Namib Holdings, Namport, the Roads Authority and the private sector provided implementation oversight. The WBCG designated Managers with the requisite qualifications and experience to manage implementation. The sub-component managers provided assistance to the Bank’s supervision missions. However, the resignation of the individual consultants for WBCG and WBNLDC interrupted the capacity building operations. GON and WBCG were responsive to recommendations of supervision missions. Procurement, financial management, and monitoring conformed to the Bank’s rules of procedures. Audit and quarterly progress reports were submitted regularly, and in a timely manner and no significant weaknesses were identified from audit reports reviewed by the Bank.

Key issues (related to Borrower performance, max 5, add rows as needed) Lessons learned

Borrower Project Completion Report A Borrower Project Completion Report was prepared in accordance with Bank Rules and Procedures and formed the basis of preparation of the Bank Project Completion Report. The report provided useful information which if not provided would have otherwise required a number of meetings with the Executing Agency and stakeholders.

Component Implementation Commencement of procurement was scheduled for early 2013 but only started in mid 2015. The component would have been completed earlier according to the appraisal schedule.

10

3. Performance of other stakeholders

Rating* Narrative assessment on the performance of other stakeholders, including co-financiers, contractors and

service providers. See guidance note on issues to cover.(indicative max length: 250 words) 3 From the discussions held during the PCR meetings with the WBCG, the performance of the service providers is

satisfactory. Support from the Steering Committee benefitted the implementation of Phase III of the Logistics Master Plan. Late resolution of the challenges with the authorities on the Angolan side delayed completion of the Road Safety Action Plan for the Trans-Cunene Corridor.

Key issues (related to performance of other stakeholders, max 5, add rows as needed)

Lessons learned(max 5) Target audience (for lessons learned)

Implementation Schedule The completion of the new container terminal and the Logistics and Capacity Building were scheduled for completion in May 2017. The completion of the Logistics and Capacity Building component is ahead of the container terminal works, which is at 85% completion. The staged completion will ensure that the outputs from the Logistics and Capacity Building component build into and benefit port performance.

GON/AfDB

Cross-Border Challenges Delay in addressing issues with the Angola authorities delayed road safety assessment of the section across the border. Consultations with the regional body and participating countries at preparation and appraisal would have been useful in eliminating the challenges.

AfDB/GON/SADC Secretariat

Individual Consultants Recruitment of incompetent service providers resulted in re-starting the procurement process which delayed implementation

WBCG/GON/AfDB

V Summary of key lessons learned and recommendations

1. Key lessons learned

Key issues (max 5, add rows as needed)

Key lessons learned Target audience

Regional/National Policies The improved efficiency of the Walvis Bay port supports national and regional policies for development built on an efficient and well-functioning transport system linking the seaports to the hinterland.

GON/SADC/AfDB

Government Support Support by Government has created a favourable atmosphere in which WBCG is achieving its objectives.

GON/WBCG

Private Sector Participation Private Public collaboration promotes use of good practice in management of Corridor Institutions.

GON/WBCG/WBNLDC

Regional Cooperation Good cooperation from benefitting regional states facilitates successful completion of tasks. The eventual resolution of challenges in Angola benefitted in completion of road safety action plan for the Trans-Cunene Corridor.

GON/ANG/SADC

Inter-modalism The component will promote synergies among the different transport sub-sectors that service the Walvis Bay Corridor.

WBCG/WBNLDC

11

2. Key recommendations (with particular emphasis on ensuring sustainability of project benefits)

Key issue (max 10, add rows as needed)

Key recommendation Responsible Deadline

Institutional Sustainability Similar to WBCG, public private partnership should be utilized to ensure the sustainability of the WBNLDC.

GON/WBNLDC Immediate

Skills Base Similar components should be included in future Bank financed projects to provide training opportunities to increase the skills base of the recipient country.

GON/AfDB Continuous

Project Ownership Implementation outside the public sector similar to this one should be encouraged to ensure ownership by the institutions directly involved in the promotion of transport corridors.

GON/WBCG/WBNLDC

Continuous

Financial Sustainability Identification of potential financial sources could provide resources that would guarantee sustainability.

GON/WBCG/WGNLDC

Continuous

Private sector efficiency Use of private sector institutions like the WBCG should be done for similar interventions to avoid any public sector bureaucracy.

AfDB

IV Overall PCR rating

Dimensions and criteria Rating* DIMENSION A: RELEVANCE

Relevance of project development objective (II.A.1) 3 Relevance of project design (II.A.2) 3

DIMENSION B: EFFECTIVENESS Development Objective (DO) (II.B.4) 3

DIMENSION C: EFFICIENCY Timeliness (II.C.1) 3 Resource use efficiency (II.C.2) 4 Cost-benefit analysis (II.C.3) N/A Implementation Progress (IP) (II.C.4) 3

DIMENSION D: SUSTAINABILITY Financial sustainability (II.D.1) 3 Institutional sustainability and strengthening of capacities (II.D.2) 3 Ownership and sustainability of partnerships (II.D.3) 3 Environmental and social sustainability (II.D.4) N/A

AVERAGE OF THE DIMENSION RATINGS 3.11 OVERALL PROJECT COMPLETION RATING 3 (S)

12

V Acronyms and abbreviations Acronym (add rows as needed)

Full name

ADB AfDB CSP DP DRC FE FIATA GIZ GON HIV/AIDS HLC MOF NAMPORT NGO NPV PCR REC RFP SADC TOR UA WBCG WBNLDC

African Development Bank African Development Fund Country Strategy Paper Development Partner Democratic Republic of Congo Foreign Exchange International Federation of Freight Forwarders Association Deutsche Gesellschaft für Internationale Zusammenarbelt Government of Namibia Immuno Virus/Acquired Immune Deficiency Syndrome Local Currency. Ministry of Finance Namibia Ports Authority Non Government Organization Net Present Value Project Completion Report Regional Economic Community Request for Proposals Southern African Development Community Terms of Reference Unit of Account Walvis Bay Corridor Group Walvis Bay Ndola-Lubumbashi Corridor management Committee