RESEAU AFRICAIN DES CENTRES D’EXCELLENCE EN …

Mid-Term ANCEE activity report 31 October 2020

1 MID TERM ANCEE ACTIVITY REPORT AS FOR 31 OCTOBER 2020 [Network coordination unit]

RESEAU AFRICAIN DES CENTRES D’EXCELLENCE EN ELECTRICITE AFRICAN NETWORK OF CENTERS OF EXCELLENCE IN ELECTRICITY

MID-TERM ANCEE ACTIVITY REPORT OCTOBER 2020

www.ancee-racee.org

9th ANCEE STEERING COMMITEE (virtuel) : Tuesday 1st december 2020 Network coordination Unit-ANCEE



CONTENT

Pages LIST OF ABBREVIATIONS & ACRONYMS 4 Préamble 5 1. Introduction to the Project 7 1.1 Project identity 7 1.2 Setting up the network 7 1.3 ANCEE Coordination Unit 8 1.4 ANCEE's tasks 8 1.5 Strategic goals of the project 8 2. Monitoring the implementation of activities by component 9 2.1 Implementation of the copil recommendations of 24 october 2019 9 2.2 Composante 1 : Établissement du réseau 12 2.2.1. Table of activities performed 12 2.2.2 Detailed achievements for 2020 13 2.3 Composante 2 : Network operation 13 2.3.1. Table of activities performed 14 2.3.2 Detailed achievements for 2020 16 2.4 Composante 3 : Training for the benefit of the sector 16 2.4.1. Table of activities performed 17 2.4.2 Detailed achievements for 2020 18 2.4.3 Quantitative and qualitative analysis 19 2.4.4 Analysis of how the ANCEE works 24 2.5 Composante 4 : Promoting new centres of excellence 25 2.5.1. Table of activities performed 25 2.5.2 Detailed achievements for 2020 26 2.6 Composante 5 : Key success factors of the project 27 2.6.1. Table of activities performed 27 2.6.2 Detailed achievements for 2020 29 2.7 Donors' specific commitments 30 2.7.1 AFD impact performance indicators 30 2.7.2 AfDB Outcome Areas 31 2.7.3 Business plan performance indicators 33 3 Annual budget 2021 35 3.1 Budget 2021AFDB 35 3.2 Budget 2021AFD 37 3.3 Budget 2021 AFDB-AFD consolidated 39 4. Procurement procedure 40 4.1 Procurement Plan 2021 (PPM) 40 4.2 Record of completed agreements 47 5. Financial follow-up as at 31 October 2020 52 5.1 Financial follow-up as at 31 October 2020 ANCEE-AfDB 2020 52 5.2 Financial follow-up as at 31 October ANCEE-AFD 2020 53 5.3 Financial follow-up as at 31 October AfDB & AFD Consolidated 2020 54 5.4 Comment on financial monitoring 55 6. Perspectives 56 6.1 Strategy Plan 2022-2026 (ANCEE 2.0 56 6.2 Short-term partnership strategy 57 Conclusion 58



Appendices 59 1. Resolutions of the Steering Committee of 24 October 2019 60 2. Comments on Activities in the PTBA 2021 AfDB 62 3. Comments on the activities in the PTBA 2021 AFD 65 4. Evaluation form for training position 67 5. Circular notice on the operation of ANCEE 68



AFD : Agence Française de Développement

ATC : Aswan Training Center (Egypt)

ASEA : Association des Sociétés d’Électricité d’Afrique

BAD : African Development Bank

CdE : Centre of Excellence

CDC : Specifications

CdF : Training Centre

CME : Centre des Métiers de l’Électricité (Côte d’Ivoire)

CSTE : Centre des Sciences et Techniques en Électricité (ONEE-Maroc)

EAL : ESKOM Academy of Learning (ESKOM- Afrique du Sud)

EEHC : Egyptian Electicity Holding Company

EnR : Renewable Energies

EE : Energy efficiency

GTC : Geothermal Training Centre (Kengen-Kenya)

IFEG : Institut de Formation en Électricité et Gaz (Groupe SONELGAZ-Algérie)

KGRTC : Kafue Gorge Regional Training Centre (ZESCO-Zambie)

NAPTIN : National Power Training Institute of Nigeria (Nigeria)

ANCEE : African Network of Centres of Excellence in Electricity

SdE : Electricity Utilities

UdC : ANCEE Coordination Unit

PTBA : Annual Work Plan and Budget

STEG : Société Tunisienne d’Électricité et du Gaz

VRA : Volta River Authority

LIST OF ABBREVIATIONS & ACRONYMS



PREAMBLE The mid term activity report as at 31 October 2020 summarises all the activities carried out since the launch of the project, with more details on the activities for the period from January to October 2020.

The holding of a mission of proximity and identification of training needs at ENERCA (Central African Republic) in January 2020, the holding in February 2020 of a training workshop in Blantyre (English-speaking zone) for trainers of training centres on the theme "from needs analysis to impact assessment".

The development of the approach note on training needs assessment (TNA) for power utilities, the finalisation by consultant Meghraj of the ANCEE 2.0 strategy plan (2022-2026).

The holding at a distance (zoom) of two non-statutory copil and five activity follow-up meetings with donors on the comments of the impact study carried out by the consultant Meghraj, on the CEAS approach note and on the proposal of the terms of reference of the Cap Compétences office relating to the complementary feasibility study of ANCEE 2.0.

The launching in August 2020 of e-learning training courses with the holding of 3 training sessions, the ongoing processing of training requests received from Power Utilities according to the subsidy model approved by the donors, with a focus on priority training courses by favouring the distance learning mode (e-learning).

The continuation of the bidding process for the procurement of equipment for which contracts should be in place before the end of 2020.

Altogether, the level of achievements as of October 2020 is €7, 636,710, i.e. a rate of 60% on the total amount of the project, which is €12, 942,042.

The year 2020 was characterised by a low level of commitments, particularly from the second quarter onwards, which can be explained by the worldwide health crisis of covid-19, which led to a slowdown in all activities and, for some, the postponement to 2021.

- Thus, the analysis of the achievements by the types of project activity reveals the following:

Operations with 66% of the consolidated amount of ADB and AFD contributions: it mainly includes training actions and the organization of training workshops for CoE and CoF trainers as well as the organization of leadership forums and workshops. This activity has a high rate of completion consolidated appreciable by 79%.

- Services with 19% of the consolidated amount of AfDB and AFD contributions: they mainly include the various feasibility studies as well as audits, support, evaluations and the design of training modules. The disbursement rate for this



activity is 36%.

- Assets with 12% of the consolidated amount of AfDB and AFD contributions: they mainly concern the acquisition of teaching equipment for centres of excellence and training centres.

In terms of physical monitoring, the indicators at the end of October 2020 give the following figures:

Number of people trained: 5,643, including 1,373 in subsidised training, 2,287 in scholarship training, 559 participations in training workshops for CoE and CoFs in the network and 1,424 participations in various seminars.

Types of training: Out of all the training courses, 73.8% of the themes concerned the technical field, 15% of the training courses concerned RE themes and 11.2% the cross-cutting and governance training courses.

Venues of training courses: Out of all the training courses carried out, 4,171 people attended face-to-face training courses, 1,286 people attended on-site training courses and 186 people attended e-learning courses.

Gender promotion: 957 women participated in ANCEE activities.

Scholarships awarded: out of a total of 2,488 scholarships, 2,287 scholarships were awarded, representing a rate of 92% at the end of October 2020. The cumulative number of grants awarded as of the end of October 2020 was 62.4% from AfDB funds and 52% from AFD funds.

The purpose of this document is to present an assessment of all activities carried out as of the end of October 2020, the main actions underway by the end of the year and those to be carried out during the 2021 fiscal year, materialized by an Annual Budgeted Work Plan (ABWP), a Procurement Plan (APP) for 2021 which will be followed by the proposal of a final reallocation of resources to be submitted to donors for review and validation.



1. INTRODUCTION OF THE PRESENTATION PROJECT The ANCEE flagship project is supported by financing from AFD and the AfDB whose agreements were signed on 4 and 11 June 2015 respectively. 1.1 Project Identity

Table 1. The main information on the ANCEE Project Project Number

Grant by the AfDF/AfDB: AfDB Agreement: 2100155029817 Grant by the AFD : AFD Agreement : CZZ 1982 01 H

Project Title African Network of Centers of Excellence in Electricity (ANCEE)

Name of Organization Association of Power Utilities of Africa (APUA) Project Manager: Mitiche Reda El Hadi, Coordinatorr

Duration of the project 36 month Project Component 1. ESTABLISHMENT OF THE NETWORK

2. NETWORK OPERATION 3. TRAINING FOR THE BENEFIT OF THE SECTOR 4. PROMOTION OF NEW COEs 5. KEY SUCCESS FACTORS

Project launch date February 2016 Project end Date (prorogé) December 2021 Period covered by the mid-term activity report February 2016- October 2020

1.2 Setting up the network: The effective launch of the ANCEE took place on 22 February 2016 in Abidjan, the constitution of the network took place according to the following chronology:

Signature of MoU by centres of excellence (CoE) N° CoE Signature Date 1 L’IFEG 4 may 2016 2 KGRTC 1 june 2016 3 Le CSTE 5 september 2016 4 ESKOM 24 march 2017 5 NAPTIN 30 june 2017 6 KENGEN 7 july 2017 7 EEHC 17 august 2017 8 CME 31 october 2017 9 STEG 8 july 2019

10 VRA 11 décember 2019



1.3 The ANCEE Coordination Unit The Coordination Unit is the operational body for the animation, information and promotion of the ANCEE. Its main responsibilities are :

ü Designing and implementing the training, technical and financial partnership and other strategies approved by the Steering Committee ;

ü Prepare programmes of activities, draw up the corresponding budgets and implement them;

ü Ensure the disbursement of network funds; ü Preparing annual technical and financial reports; ü Provide administrative support to the different governing bodies of the

network; ü Assist in the preparation of publications of meetings and events; ü Ensure the maintenance of books, records and accounts.

1.4 Tasks of the ANCEE

Through the ANCEE, the main expected achievements of the project consist of :

ü Increasing access to training adapted to local needs ü Improve gender parity in the sector. ü Make the sector more attractive to investors ; ü Improve the quality of electricity supply and services;

1.5 Strategic objectives of the project

The strategic objectives of the project are as follows:

-Developing knowledge on renewable energies (ENR) ;

- Facilitating the deployment of new technologies (digitalisation); and

- Promote the professional development of women in the electrical industry ;

- Support vocational training through a subsidy policy;

- Develop the complementarity of training centres and increase overall expertise.



2. MONITORING THE IMPLEMENTATION OF ACTIVITIES BY COMPONENT The monitoring of the implementation of the ANCEE focuses on the achievements by components covering the interim period from January to October 2020.

2.1 Implementation of the copil recommendations of 24 october 2019

Recommendations Actions to be taken Actions implemented

Annual Budget Work

Plan 2020 (ABWP 2020)

:

Transmission to Steerco members within two weeks, the ABWP 2020 incorporating the numerical forecasts for the recruitment of experts and comments by component of the planned activities.

The ABWP 2020, incorporating the comments made during the steerco of 24 October 2019, was forwarded to its members in November 2019 and the validation obtained on 17 December 2019.

Procurement of

teaching equipment

for the ANCEE

- Distribution of the invitation to tender through the usual channels and the use of shortlists provided by the centres of excellence concerned.

Distribution in December 2019 on the usual channels and at the CoEs.

-A return from the AfDB's internal procurement department is expected before the tender notice is published. A review of the technical specificities by the centres of excellence is recommended.

Publication of the tender notice after the AfDB returns the file and confirmation of the technical specifications by the CoE.

Training programme

and use of grants

Continuing the effort in the implementation of the training programme on the remaining scholarships and through the grant mechanism.

Implementation of part of the remaining scholarships with SNE (Chad) and implementation of subsidised training, interrupted in March due to covid-19.

Procurement Plan

2020 and requests

for non-objection to

Donors

- Take into account the procurement thresholds in force and refer to the APUA procedures in case of silence in the ANCEE manual. procedure.

ANO request pending with donors have been returned, a proposal to align the ANCEE procurement procedures with that of APUA was submitted to AFD in November 2019.

- Submit a detailed procurement plan in accordance with the AWPB within two (2) weeks to ensure follow-up.

A procurement plan was submitted to donors in November 2019.

Annual Budgeted

Work Plan 2020 (AWWP

2020):

Sent to the members of the copil within two weeks, the 2020 ABWP incorporating the quantified forecast for the recruitment of experts and the comments by component of the planned activities.

The 2020 ABWP incorporating the comments made during the copy of October 24, 2019, was retransmitted to its members in November 2019



and the validation obtained on December 17, 2019.

ANCEE Procurement

of teaching

equipment

- Distribution of the invitation to tender through the usual channels and the use of shortlists provided by the centres of excellence concerned.

Distribution in December 2019 on the usual channels and at the CoEs.

-A return from the AfDB's internal procurement department is expected before the tender notice is published. A review of the technical specificities by the centres of excellence is recommended.

Publication of the tender notice after the AfDB returns the file and confirmation of the technical specifications by the CoE.

Training programme

and use of grants

Continuing the effort in the implementation of the training programme on the remaining scholarships and through the grant mechanism.

Implementation of part of the remaining scholarships with SNE (Chad) and implementation of subsidised training, interrupted in March due to covid-19.

Procurement Plan

2020 and requests

for non-objection to

Donors

- Take into account the procurement thresholds in force and refer to the APUA procedures in case of silence in the ANCEE manual. procedure.

ANO request pending with donors have been returned, a proposal to align the ANCEE procurement procedures with that of APUA was submitted to AFD in November 2019.

- Submit a detailed procurement plan in accordance with the AWPB within two (2) weeks to ensure follow-up.

A procurement plan was submitted to donors in November 2019.

ANCEE Concept 2.0

- Presentation to donors by March 2020 of a methodology on the training needs assessment approach.

A draft methodology for the TNA approach was submitted to donors in May 2020.

Establish a monthly monitoring of the progress of urgent actions to be carried out, in consultation with copil members every first Tuesday of the month. The first meeting is scheduled for 3 December 2019.

Non-statutory meetings have been established since the last copil. To date 3 meetings have been held in December 2019, February and May 2020.

- Submit to donors in the framework of the reorganisation of the ANCEE 2.0 budget by March 2020 at the latest, the final components of each axis of the project.

The final components of the project were submitted as part of the consultant's report in December 2019.

- Strengthen the UdC by recruiting two people (Anglophone and Francophone) specialised in training engineering by drawing up job descriptions during the 2020 financial year.

The AMI have been launched following donor approval on two occasions. Evaluations are underway to select candidates by the end of the year.



- The AWBP 2020 must be redesigned to take this new situation into account.

The ABWP has been modified accordingly and validated by the donors.

Renewal of the contracts of the Coordination Unit consultants

- UdC consultants will receive a contract for the year 2020, to which objectives and performance evaluation criteria will be annexed.

This action to be carried out at the beginning of the year was made difficult by the advent of covid-19



2.2 Component 1 : Establishment of ANCEE network 2.2.1 Table of activities performed

Section

Project Activities % of

physical completion

Results achieved Year of

achievements

Remarks

C.1 ESTABLISHMENT OF ANCEE NETWORK C1.1.1 Adopt the texts for the

establishment/organization of ANCEE, in specific terms APUA Resolution, Statutes and Rules of Procedure

100%

The texts on the establishment and organization of ANCEE, drafting of the Statutes and Rules of Procedure have been done

2015-2016

Objectives achieved

1.1.2

Adopt the texts for the establishment/organization of the Coordination Unit (CoU)

100%

The texts to give effect to the establishment and organization of the CoU have been adopted

2015

Objectives achieved

1.1.3

Recruit 3 consultants for the CoU: Coordinator, Marketing Officer and Assistant

100%

The 3 consultants of the CoU have been recruited 2016

Objectives achieved

1.1.4

Adopt texts for the establishment/organization

of a steering committee

100%

The texts for the establishment and organization of the steering committee (Steerco) have been adopted

2015

Objectives achieved

1.1.5

Draft a manual of procedures for the running of ANCEE

100%

The Manual of Procedures of ANCEE has been drafted

2015-2016

Need a review of the manual

1.2.CENTERS OF EXCELLENCE HAVE BEEN ESTABLISHED AND STRENGTHENED

1.2.1

Adopt APUA texts to designate selected centers as ANCEE Centers of Excellence (CoE)

100%

The APUA texts for the designation of centers selected as CoE of ANCEE have been established

2015

Objectives achieved

1.2.2

Facilitate the official designation of centers of excellence (CoE) by their respective sector authorities

100%

The official designation of CoE by their respective supervisory authorities has been facilitated

2015-2019

Objectives achieved

1.2.3

Conclude and sign initial MoUs to build the ANCEE with CoE

100%

The initial MOUs to build ANCEE have been concluded and signed

2016

Objectives achieved

1.2.4

Design capacity building modules focused on the trainers in the CoE

100% The capacity building modules have been designed and are operational

2016-2019

Objectives achieved



1.2.5

Hold capacity strengthening sessions for trainers at the centers of excellence (CoE)

Capitalisation of good training of trainers practices. Pooling of skills

2016-2019

Objectives achieved

1.2.6

Facilitate exchange missions of trainers among the centers of excellence (CoE)

100%

Exchange of good practices has been ensured 2016-2019

Objectives achieved

1.2.7

Scale up the installations and support the expansion of the intake capacity of CoE

15%

Acquisition process has been relaunched at the AfDB level

Recruitment of a consultant to support the CoU, Preparation of tender documents

2.2.2 Details achievements for 2020 Under Component 1, activities during 2020 are listed below:

Year Achievements 2020

- Signature of an amendment No. 1 to the agreement No. CZZ 1982 01 H between AFD and APUA extending the deadline for using the grant to 31 December 2021 and the deadline for the last payment to 31 December 2020.

- Obtaining the AfDB's agreement to extend the deadline for using the subsidy to 31 March 2020.

- Memoranda of Understanding (MOUs) signed between the Centres of Excellence and APUA. The Centres, NAPTIN, CME, VRA, STEG, KGRTC, EEHC have signed the amendment to the MOU, the Coordination Unit is still waiting for the signature of the amendments with KenGen, STEC and ESKOM.

- Procurement of equipment with AFD financing: AFD's agreement on the choice of the two successful bidders has been obtained. Notification of the contract for the equipment for VRA, for GTC the notification is conditional on the signature of the amendment to the MoU. Lot 2 (for ESKOM) declared unsuccessful will be relaunched before the end of the year.

- Acquisition of equipment with ADB financing: Opening of bids held on 15 October 2020. ANO BAD is waiting for the AfDB ANO to negotiate and set up the contracts. Lot 6 (for STEG), which was unsuccessful, will be relaunched before the end of the year.

2.3 Component 2 : Operation of the network

This component includes activities related to the functioning of the ANCEE network, communication and marketing aspects, the ANCEE website, the prospecting missions of the coordination unit as well as the mobilisation of strategic and financial partners.



2.3.1 Table of activities performed

Section

Project Activities % of physical completion

Results achieved

Year of

Achievement

Remarks

C.2- OPERATIONS OF THE ANCEE NETWORK

2.1. Paid Coordination Unit

2.1.1 Take up the payment responsibility of 3 consultants recruited for the CoU

100%

The consultants of the CoU have been listed over the project period

2016-2020

Make provision for a complementary budget of consultants’ fees for 2020

2.2. Support for APUA received

100 %

Support for APUA ensured 2016-2020 Objectives achieved

2.2.1 Identify, establish and equip the Offices of the CoU

100 %

Coordination Team established and made operational

2016-2020 Objectives achieved

2.2.2 Cover the recurrent expenditure for rent and basic utilities

100 %

The rental charges and utilities are paid on monthly basis

2016 - 2020 Objectives achieved

2.2.3 Receive the technical assistance of the APUA General Secretariat

100 %

Technical assistance is provided for the APUA General Secretariat


2.3. Marketing, communication and documentation have been ensured

2.3.1

Prepare a marketing/communication development plan of the Network’s activities

100 %

Marketing/communication development plan of the Network’s activities has been broken down

2016 Objectives achieved

2.3.2

Update and disseminate the marketing documents and facilitate the establishment of the internet

80 %

Design and dissemination of the newsletter on the ANCEE internet site

2016-2020

Design of the newsletter and its dissemination on social media

2.3.3 Acquire office supplies and communications and connectivity tools

90 %

Utility expenses are paid


2.3.4

Produce videos of training activities for purposes of reporting, archives and marketing

100% Institutional film on ANCEE

produced as well as videos on the activities.

2016-2019

Objectives achieved

2.3.5

Prepare the documentation and organize periodic meetings of the steering committee

85% Holding of 8 steering

committee sessions 2016-2019

2 sessions of the steering

committee to be held in 2021

2.4. Missions of members of the CoU undertaken

2.4.1 Ensure that the cost of the Coordinator’s missions are are paid for ( )

75%

The Power Utility Companies(PUCs) have been mobilized by ANCEE through the capacity building of their

employees

2016-2019 Ongoing

2.4.2 Ensure that the cost the

Commercial & Marketing

85%

The PUCs have been sensitized about capacity

building 2016-2019 Ongoing



Officer’s missions are paid for ( )

2.4.3 Ensure that the Project Assistant carries out the missions

-

-

- Nothing to

report

2.4.4 Ensure that the 2 Experts seconded to the CoU are taken care of financially

-

-

- Nothing to

report

5.4. Marketing the launch of the Network Implemented

5.4.1 Prepare a marketing/communication plan for the development of the Network’s activities

100 %

Marketing/communication plan for the development of the Network’s activities has been rendered operational and implemented

2016 Objectives achieved

5.4.2 Produce the commercial documents and facilitate the areas where internet facilities are available

95 % ANCEE internet site is viable and operational. Newsletter 2016-2020

Enhance the visibility of ANCEE through its activities on the website

5.4.3 Ensure capacity building of the governance bodies 100 % Establishing a steering

committee of the CoU 2016 Objectives achieved

5.4.4 Prepare and hold a workshop for the launch of the Network’s activities

100 % Launch of the workshop by the Network has been done 2016 Objectives

achieved

5.5. Strategic and financial partners mobilized

5.5.1 Assume ownership of the overall financing plan of February 2014

100 % Good knowledge of the February 2014 financing plan 2016

Objectives achieved

5.5.2 Approach/contact the strategic/financial partners identified (missions)

With 10 %

Mission at the EIB, KfW and KWS 2019

Intensify exchanges with the TFPs

5.5.3

Develop cooperation links and synergy with the capacity building projects and initiatives (addition to the Coordination Unit’s missions)

10 %

Exchanges with KFW, EIB, KWS Meetings with the renewable energy (RE) Agency 2019

Sustainable activities to be accelerated

5.5.4 Ensure monitoring of partnerships and actual mobilization of partners

2019 Activities to be

accelerated

5.5.5 Organize a roundtable of strategic partners in the second year

5.5.6 Organize a roundtable of financial partners in the third year

40 %

Validation workshop on the ANCEE 2.0 concept 2019

Roundtable postponed to June 2020

5.5.7 Take responsibility for the travels and stay of financial partners (pm)

0 %

Budgetary provision not made for that responsibility 2020

Prepare for the roundtable



2.3.2 Details achievements for 2020

The table below summarizes all the operating activities carried out during the year 2020.

Year Achievements

2020

- Recruitment procedure underway for a training engineering expert to support the ANCEE Coordination Unit (financed by AfDB): Pending AfDB agreement on the short list to start negotiations.

- Recruitment procedure for an expert in employment-qualification in support of the ANCEE Coordination Unit (financed by AFD): following an initial unsuccessful bid, the MAI has been relaunched, with eight (8) offers received by 2 November. The evaluation report will be submitted to AFD before the end of November.

- Communication strategy 2021 taken from AFD's commentary, distributed to steerco members in March 2020 awaiting further development and validation.

- Extension of the hosting of the ANCEE supply/demand database in August 2020 in order to update it.

- Change of hosting of the ANCEE website and taking over of the content management by the UdC from October 2020.

- Contact and proximity mission to ENERCA (Central African Republic) in January 2020 to identify training needs and according to the priorities stated by the company, resulting in a training plan submitted in March 2020 to the CFPK/STEG and CME to be taken over. The advent of covid-19 has delayed its implementation.

- - Participation in a seminar on solar energy in February 2020 and contact with the

International Solar Alliance (ISA) with a view to setting up a partnership.

2.4 Component 3 : Training schemes for the sector This component takes into account programme preparation activities and the training of technical and administrative staff of companies according to the sub-components below.



2.4.1 Table activities performed

Section

Project activities % of

physical completion

Results achieved

Year of

achievements

Remarks

C.3 TRAINING IN THE SECTOR

3.1. ANCEE’s training programmes have been designed

3.1.1 Prioritize combination of ANCEE’s training resources

80 %

Having recourse to the CoE for the implementation of the training.

2016 - 2019

Intensify pooling of ANCEE’s training resources

3.1.2

Find out with CoE the optimal options of ANCEE’s resource combinations

80%

Identification and structuring of the needs of some PUCs

2016-2020

Intensify pooling of ANCEE’s training resources

3.1.3 Produce ANCEE’s training programme by compiling the optimal options

80%

Combination of resources of the ad hoc committee for the implementation of the ANCEE catalogue

2016-2020

Actualization of the catalogue by taking into account the mid-term recommendations

3.2. Training Activities Prepared, Monitored and Facilitated

3.2.1 Conduct the identification and registration process of trainees

100 %

Process identified and implemented for 4 scholarship-based training cycles


3.2.2

Coordinate the management of administrative and financial issues in support of capacity building activities

100 %

Synergy between administrative and financial issues strengthened


3.2.3 Ensure that the trainees get in touch of the PUCs providing the training services

100 %

Awareness has been raised among the trainees about getting in touch with PUCs providing the training services


3.2.4

Ensure communication and interface with trainees from their identification stage until they return to their positions

100%

Communication and interface with trainees have been activated 2016-2019 Objectives achieved

3.2.5

Support the establishment of suitable modules and the dissemination of good practices (addition to the missions of the CoU)

90 %

Exchange missions on good practices have been put into effect


3.3. : Technical and Administrative Staff of PUCs Trained



3.3.0 Technical and Administrative Staff of PUCs trained

2.4.2 details achievements for 2020

The table below summarizes all the training activities carried out during the year 2020.

Year Achievements

2020

- Concretisation of stock market training with the implementation of a training plan for sixty (60) people from SNE (Chad) in January 2020 interrupted in March 2020 due to the covid-19 pandemic.

- - - Signature in February 2020 of a contract for the training of 27 agents from

ZESCO (Zambia). Two groups out of five have been trained by March 2020, training interrupted due to covid-19.

- Signature of two contracts with SONABEL (Burkina Faso) in January and

February 2020 for the training of 25 agents on the APC carried out in January and 10 engineers in advanced training interrupted in March 2020 due to covid-19. - Reception and processing during the year of requests for the training of 4,600 people on 319 themes from 11 PoEs. Processing by the UdC resulted in the selection of 148 topics to benefit 1,985 people. The implementation of the related contracts was delayed due to delays in validation by companies and because of covid-19.

E-LEARNING: as an alternative solution :

- The UdC took advantage of the health situation to speed up the implementation of training in e-learning mode. These efforts have led to the following actions: - Signature and implementation in July 2020 of a contract with ENEO (Cameroon) for the training of 25 agents on the theme of "electrical protection in power stations". - Signature and implementation in September 2020 of a contract with EDM SA for the training of 161 agents on eight technical themes. - Signature of a contract with EEC (Malawi) in October 2020 for the training of 142 agents for thirty themes. Training will start in early December 2020.



- Advanced negotiations with club-ER for the training of about twenty people on the economic and financial analysis of decentralised rural electrification projects. Implementation of the contracts is scheduled for November and training in early December 2020. - Processing of a request from SBEE (Benin) for the training of sixty (60) people on four (4) themes relating to renewable energies.

- - Negotiation with the Ministry of Energy of Benin for the implementation of four (4) themes of technical and non-technical training for eighty (80) people.

2.4.3 Quantitative and qualitative analysis of training 2.4.3.1 Quantitative Analysis

► Chart 1 : Breakdown by type of training of persons trained or in training in 2020

(as at 31 October)

► Table 2 : Cumulative table of people trained or in training from the start of the project to October 31, 2020

People trained in face-to-

face

Persons trained

in in-situ

Persons trained in f e-learning

Number of men trained

Number of women

trained

TOTAL

2016 418 370 48 418 2017 956 365 992 329 1 321 2018 1 695 691 1 956 430 2 386 2019 1 052 205 1115 142 1 257 2020

50 25 186 253 8 261

TOTAL 4 171 1 286 186 4 686 957 5 643



► Chart 2 : Comparison of changes in the number of persons trained per year by type of training

► Chart 3 : People trained according to the different types of training carried out from the beginning of the project until 31 October 2020



► Chart 4 : Comparative graph of persons trained by training mode:

► Chart 5 : Breakdown of training by source of funding



► Chart 6 : Evolution of Men/Training Days from Project Start to October 31, 2020

► Chart 7 : Comparative evolution of men/days between training and workshops + seminars since the beginning of the project



► Chart 8 : Change in the proportion of gender across all activities (training, workshop and seminar) from the start of the project to October 31, 2020.

► Chart 9 : Proportion of women in the total number of people trained from the start of the project to October 31, 2020.



2.4.3.2 qualitative Analysis

► Figure 10 : Breakdown of the percentage of training courses over the project period

2.4.4 Analysis of how the ANCEE works

- Impact of covid: the year 2020 has been impacted by the persistence of the covid-19 related health crisis on training programming.

- This situation, through the feedback from the various companies, has led UdC to act on two fronts.

- The first is to the CoE, which is revising the initial training programme (face-to-face, in-situ) with e-learning proposals.

- The second is for the SdE, in order to get them to sign up for a new e-learning training offer.

This approach has made it possible to launch the first e-learning training initiatives from August 2020. Analysis of the functioning of the ANCEE: the analysis over the last three years has identified certain weaknesses in the network, which are set out below: -Non-compliance of some CoEs with contractual requirements in the preparation of training reports; -Slowness in signing contracts and preparing invoices; -Difficulties in collecting information ; Non-receipt of CoE annual activity reports and lack of regular exchanges;



-Lack of post-training evaluation and of a system for measuring the impact of training; -Low participation of the ANCEE in energy sector events organised at continental and international level; - Low synergy with regional bodies (energy pools); -Financial difficulties of Power itulities impacting the training plan; -Low contribution of the CoEs to the development of innovative training modules; - Low autonomy of some CoEs delaying the implementation of activities; - Low contribution of the network in organising the mixed animation of training actions; - Low use of digital platforms to enhance the visibility of the network; -Lack of a forum for exchange between the network's actors; -Lack of participation of ESKOM in the network's activities;

2.5 Component 4 : Promotion of New Centers of Excellence Activities related to capacity building of trainers in training centres, studies, identification and support of new Centres of Excellence are grouped in this component. 2.5.1 Table of activities performed

Section

Project Activities % of physical completion

Results achieved

Year of

Achievements

Remarks

4- Promotion of new training centers

4.1 Training Centers Assessed and found Eligible

4.1.1

Design a promotion plan for training centers (TCs) and CoE for the period of the project

128 %

10 CoE identified and selected by ANCEE 2016

2017 2019

Objectives achieved

4.1.2 Conduct a pre-selection campaign of TCs for the period of the project

100%

Objective achieved to a large extent. Closure of the process

2017

Objectives achieved

4.1.3 Shortlist TCs eligible for upgrade to CoE for the project

100%

A shortlist of 6 TCs to become CoE

2017

Objectives achieved

4.1.4

Sign the MoUs for participation in qualification programme with the TCs

90 %

MOU signed with 9 CoE 2017 2019

Signing of 1 MoU

ongoing

4.1.5

Visit the eligible TCs to carry out the official handing over of their excellence label

100%

Visits undertaken by a recruited consultant

2017

Objectives achieved

4.2. Training of Trainers Carried Out

4.2.1 Design, strengthen

capacity of trainers in Training Ceners (TCs)

85 %

Capacity building modules delivered

2017-2020

2 Training modules to be designed

4.2.2 Hold capacity building sessions for trainers in

Training Centers

85 %

Organisation of 6 training sessions for training of

2017-2019

Holding of the last 2 training sessions



trainers since the inception of the project

4.2.3 Coordinate the

implementation of the programme for trainees

100%

Six training workshops for trainers were organized in the course of 2019

2017-2019

Holding of the last 2 training sessions

4.3. Rehabilitation and expansion of TCs implemented

4.3.1 Formulate a rehabilitation, renovation and expansion plan for eligible TCs

100%

Rehabilitation plan designed

2017

Objectives achieved

4.3.2

Scaling up the installations and supporting the expansion of hosting facilities of TCs

15%

Drafting of tender documents

2020

Acceleration of the process

4.3.3 Study the technical and financial feasibility of the new ESIE of APUA

15 %

Request for NOO presented for the TOR

2019-2020

Diligently monitor the document

4.3.4 Facility for the preparation of the Investment Project

25%

Study launched for SOMELEC

2019-2020

Identification of studies and TOR to be validated

2.5.2 Details achievements for 2020 During 2020, the following activities were carried out:

Year Achievements

2020

§ Signature of a facilitation contract with NAPTIN in January 2020 and implementation in February 2020 of the workshop for trainers of English-speaking training centres on the theme "from needs analysis to impact assessment".

§ Signature of a contract with IFEG in March 2020 for the facilitation of a workshop for trainers of French-speaking CdFs to be held in Madagascar and postponed until 2021 due to covid-19.

§ § Signing of amendment N°1 to contract 4.4/01/ASEA/RACEE/2019 in the

framework of the implementation of a feasibility study for SOMELEC in Mauritania.

§ Obtaining AfDB agreement on the short-list for the recruitment of a firm to carry out a feasibility study for the reopening of ESIE. The deadline for receipt of offers is 15 January 2021.

§ § The Power Utilities EDM SA (Mali) and LEC (Liberia) have been relaunched

to complete the ToRs in view of the AfDB's agreement to launch the feasibility study for their training centre.

The process for the acquisition of equipment is included in the process outlined under activities carried out in Component 1.



2.6 Component 5 : Key Project Success Factors Activities This component includes activities related to the setting up and management of a database, the animation of the network, training in leadership, governance, HR (GPEC), and the Audit, Monitoring and Evaluation of the ANCEE, 2.6.1 Table of activities performed

Section

Project Activities

% of physical completion

Results Achieved

Year of

Achievement

Observations

5 : Network Success Factors

5.1. Supply/Demand Database set up and controlled

5.1.1 Correspondence guide for jobs and skills references

0%

2020

To be scheduled

5.1.2 Supply/Demand Database (PUCs Skills Requirements vs.

Resources of CoE)

90%

Supply/Demand Platform set up

2017-2020

Need to update the platform to make it operational

5.1.3 Familiarize HR Managers of PUCs with updating and operation of Database

100%

HR Managers and PUCs familiarized

2019

Platform presented to HR

Managers

5.1.4 Train the CoU team in operation and maintenance of the DB-BC/RRC

100%

APUA and PUC team trained on the BDD

2019

Objectives achieved

5.2. Leadership of Power Utility Managers Strengthened

5.2.1

Design leadership development modules

targeting PUC Managers

100%

Leadership development modules provided 2017-2018

Objectives achieved

5.2.2 Leadership Development Workshop for Managers - DLM modules

100%

Workshop Session on Leadership provided 2017-2018

Objectives achieved

5.2.3 Take care of travel and stay expenses of Managers - DLM modules

100%

Managers’expenses taken care of 2017-2018

Objectives achieved

5.2.4

Design Capacity Building (CB) Modules for the HR Managers of PUCs on assessment and prioritization of skills needs (EHBC)

100%

Capacity Building (CB) Modules for HR Managers provided 2016

Objectives achieved



5.2.5 Leadership Development Workshop for HR Managers of PUCs - EHBC Module

100%

HR Managers of PUCs trained 2016-2017

Objectives achieved

5.2.6

Design a Capacity Building (CB) Module for Managers on setting performance objectives

0%

Activity not carried out Reallocation of

the line

5.2.7 Leadership Development Workshop for Managers

100%

Leadership Workshop for Managers provided



implementation of sessions for Managers

100% Sessions for Managers coordinated 2017-2018 Objectives

achieved

5.3. Policy makers sensitized about Strategic Governance

5.3.1

Design Strategic Governance Modules for

National/Regional policy makers

100% Modules designed 2017 -2018 Objectives

achieved

5.3.2 Strategic Governance

Workshop for National and Regional policy makers

100% Workshops conducted 2017 - 2018 Objectives

achieved

5.3.3 Take care of the travel and stay expenses of policy makers

100% Expenses taken care of 2017 - 2018 Objectives

achieved


implementation of the programme for policy makers

100% Coordination carried out 2017-2018 Objectives

achieved

5.6. Audit, Monitoring, and Evaluation of ANCEE carried out

5.6.1 Prepare a general Audit and Monitoring/Evaluation Plan for the activities of ANCEE

100%

Planning and Monitoring of Evaluations

2016-2019

Audit yet to be carried out for the financial

year

5.6.2 Build monitoring indicators and conduct a baseline intelligence study

0%

Activity to be carried out in 2020

Study to be carried out in

2020

5.6.3 Conduct an annual benchmarking study of Centres of Excellence

0%

Activity to be carried out in 2020

Study to be carried out in

2020

5.6.4

Conduct monitoring and evaluation of the performance of trained persons

100%

Interviews with beneficiary PUs of training sessions

2019-2020

Coordination to be continued in

2020

5.6.5

Carry out 3 Audits, and two independent evaluations (mid-term and at the end of the Project)

70 %

3 Audits carried out and one mid-term

evaluation 2017-2020

2019 2020 Audit and final

evaluation to be carried out

5.6.6 Analyze the results of ANCEE on an annual basis

80% Activity Reports provided 2017-2020

Objectives achieved

5.6.7

Create and provide a database with lessons learned from the implementation of the Network’s activities

100%

Deliverable under the Consultant’s contract 2019

Objectives achieved

5.6.8 Monitoring by AFD external Consultant 60% Support provided

over 2 years 2016-2017

Need to put amendments into

effect implementation



of amendments to the contract

5.7. Reporting by ANCEE carried out

2.6.2 Details achievements for 2020 During 2020, the following activities were carried out: Year Achievements

2020

§ Transmission of the amendment to the Codifor contract in October so that it can be put in place before the end of the year. The actions agreed on for the reminder of the contract concern support in the TNA approach, the running of a workshop for CoE and immersion training for the UdC team.

§ § Signature of the external audit contract in April 2020 for the 2019 financial year

audit and implementation of the audit in July 2020. § § Launch of a consultation for training on network animation techniques for CoEs.

This action should still be subject to the AfDB's agreement. §

Feeding the supply/demand database with information from the training with a view to improving its functionality.



2.6 Donors’ specific commitments 2.7.1 Impact indicators according to the AFD financing agreement

N° INDICATORS 2018 TARGET VALUE VALUE ACHIEVED AS OF OCTOBER 31, 2020

RATE OF IMPLEMENTATI

ON 1 Total number of people receiving qualified

vocational training in the network 7 750 4 219 54% 2 Rate of women among those receiving

vocational training accredited by the network >20% 20% 100% 3 Total number of staff trained within their

company (movement of trainers) 1 600 1 286 80% 4

Number of CdF labeled ANCEE CdE 3 FRANCOPHONES, 4 ANGLOPHONES

4 FRANCOPHONES, 6 ANGLOPHONES

5 Number of CoF centres accompanied to become CoE 8 10 125%

6 Total number of Managers trained 250 1 424* 570% 7 Number of CoE trainers trained 40 246 615% 8 Number of trainers from other training centres

trained 200 202 101% 9 Number of training courses renovated or

created 40 22 55% 10 Number of staff receiving project training

grants 3 900 2 488 64% 11 % of scholarships awarded to women 33% 22% 67% 12

% of scholarships awarded to company staff located in fragile states 50% 77%

154%

13 % of grants awarded in the field of renewable

energy, energy savings and climate preservation 20% 15% 75%

14 % of network operating costs covered by administrative fees collected on business invoices 100%

15 Number of partnerships developed between the network and academic or professional institutions 10 - 0%

1 424* : This figure includes mangers under the funded workshops and seminars on the project and events organized by other institutions in relation to the themes.



2.7.2 AfDB Funding Outcomes Logic Framework

Country name and project title: (Regional-Africa) African Network of Centres of Excellence in Electricity (ANCEE ) CHAIN OF RESULTS PERFORMANCE INDICATORS Ckech means HYPOTHESES/RISQUES/ATTENUATION

Indicator 2012 Reference

Target 2018

P

R

O

D

U I T

S

3.1 Skills and knowledge of technical and executive staff are improved, especially in fragile states and among women

Total number of certificates awarded to technical and executive staff, including from COEs and company training centres

None (ANCEE)

9 350 (RACEE)

4 219

Assumption: Power utilities staff and executives are interested in and have access to ANCEE training

Certificates awarded to female technical and managerial staff

None (ANCEE)

3 120 (RACEE)

844

3.2 Improved governance and decision-making at the national and regional levels

Certificates Awarded to Executives of Electric Utilities

15 (2006 APUA

seminar)

100

268

Certificates Awarded to Electric Utility Decision Makers

25 (2006 ASEA

seminar)

150

290

3.3 Contributing to the Reduction of the Skills Gap of Basic Electrical

0

1 Feasibility



Engineering Graduates Preliminary feasibility report for the rehabilitation of ASEA-ESIE

Report RISK: Government of Côte d'Ivoire commits to rehabilitate ESIE as a regional training school

MITIGATION: drafted by ECOWAS, in cooperation with APUA

3.4 New Training Centres Certified as RACEE Centres of Excellence

Number of trainers trained for new training centres

None (ANCEE)

200 (ANCEE)

202

Assumption: ANCEE business plan is executed

Number of training centres certified as EECE centres of excellence

4

8

10

3.5. Enhanced Capacity and Training Programs in the First Four Centres of Excellence

Number of trainers trained in the first CoE (exchange programme)

None (ANCEE)

40 (ANCEE)

148

Reception capacity and new CoE training programme

1650 persons trained

Increase of 20%



2.7.3 Business Plan performance Indicator

Année 2 Année 3

Covid/e-

learning

Année 4

(prév.)

année 1 année 2 année 3 total projet 2016 2017 2018 2019 2020 2021 Total

ESKOM 7 500 12 500 17 500 37 500 38,2% - - 40 - - 40 KGRTC 2 000 2 500 3 000 7 500 579 2 403 2 086 2 995 - 8 063 CdE 1 (Naptin) 2 000 2 500 4 500 - - 6 015 60 - 6 075 CdE 2 (EEHC) 2 000 2 000 - - 320 - 60 380 CdE 4(GTC) - - 192 - - 192 CdE 6 (VRA) - - - - - - Tot. CdE Ang. 9 500 17 000 25 000 51 500 579 2 403 8 653 3 055 60 8 000 22 750

IFEG 10 200 12 350 14 500 37 050 37,8% 119 1 379 3 390 395 1 773 7 056 CSTE 2 250 2 500 2 750 7 500 357 1 250 1 580 247 - 3 434 CdE 3 (CME) 2 000 2 000 - 505 2 569 1 090 - 4 164 CdE 5 (CFPK) - - - - - - Tot.CdE Fr. 12 450 14 850 19 250 46 550 476 3 134 7 539 1 732 1 773 7 000 21 654

Total RACEE 21 950 31 850 44 250 98 050 1 055 5 537 16 192 4 787 1 833 15 000 44 404

Année 1

Prévision en h/j selon plan d'affaire Réalisation en h/j de formation par année



3 ANNUAL BUDGET 2021 3.1 INTRODUCTION TO THE 2021-AfDB BUDGET The update of the AWPB 2021 follows the joint supervision mission carried out by the AfDB and AFD from 17 to 20 November 2020 and in anticipation of the 9th STEERCO of the ANCEE which is scheduled to take place on 1 December 2020 in conference view. This update also follows a first update in May 2020 as a consequence of the health situation at Covid-19 whose impacts began to be felt on ANCEE activities from March 2020. This update takes into account the disbursement situation as at 31 October 2020, commitments made in terms of invoices pending payment (likely disbursements at the end of 2020), contracts put in place during 2020 that have not yet been implemented and all activities identified and carried over to the 2021 financial year. The update of the 2021 PWBA is therefore based on realistic forecasts for the execution of activities taking into account the deadline for committing to operations set at December 31, 2021. 2,973,277, i.e. 30.52% of the amount of the ADB grant and a growth rate of 47.8% compared to the end of 2020, explained in particular through the following breakdown of the main activities: - Acquisition of equipment (taking into account the 20% contribution): €976,803.86 - Training: 604,098 euros for a population of 1,061 people and a volume of training of 7,920 hours per day, broken down as follows: - Face-to-face: 3,625 h/d - In situ: 1,611 h/d - E-learning: 2,685 h/d - Feasibility studies: 650,000 euro - Workshops for CoF (2) and CoE (2): 204,854 euro - Key success factor studies (including end-of-project evaluation): 134,845 euro - ANCEE 2.0 preparation (round table): 88,000 euro 546,170, i.e. 5.61% of the amount of the donation, which will result in a 94.4% utilisation rate of the donation, constituting an appreciable level of disbursement given the complexity of the project and the health situation that characterised the year 2020 and certainly 2021. Details of the actions included in the 2021 budget by component are given in the appendix to this report. The starting points : - Achievements at 31 octobre 2020 : 6 078 187 euro (62%) - Probable achievements at 31 décembre 2020 : 6 222 596 euro (63,9%)



3.1.1- BUDGET 2021"ANCEE-AFDB

SectionS/Section LibellésC.1.2 Evaluation et renforcement des quatre premiers Centres d’Excellence 851 129 984 211 276 296 707 915 276 296 707 915 -

C.1.2.4 Concevoir des modules de renforcement des capacités ciblant les formateurs CdE S 16 542 40 726 16 726 24 000 16 726 24 000 - C.1.2.5 Tenir les sessions de renforcement des capacités pour formateurs des CdE F 90 218 207 827 87 827 120 000 87 827 120 000 - C.1.2.6 Faciliter les missions d’echange de formateurs entre CdEs F 180 454 171 743 171 743 - 171 743 - - C.1.2.7 Mettre à niveau les installations et soutenir l’expansion de capacités d’accueil des CdE B 563 915 563 915 - 563 915 - 563 915 -

C.2.1 Unité de Coordination rémunérée 327 233 536 017 434 043 101 974 450 643 220 500 135 126 - 2.1.1.C Prendre en charge la rémunération du Coordinateur F 219 376 295 861 280 861 15 000 292 861 93 500 90 500 - 2.1.1.A Prendre en charge la rémunération de l’Assistant projet F 85 300 137 112 132 510 4 602 137 110 34 500 34 498 - 2;1.1.B recrutement d'un expert en ingéniérie de formation F 42 000 - 42 000 - 52 500 10 500 - C.2.4.1 Assurer la prise en charge des missions du Coordinateur F 22 557 33 044 20 672 12 372 20 672 12 000 372 C.2.4.2 Assurer la prise en charge des missions de l'experts accompagné d'une personne F 28 000 - 28 000 - 28 000 -

C.2.2 Marketing, activités de communication et partenariats 250 380 371 559 186 304 185 255 210 140 127 183 34 236 C.2.3.3 Acquérir les fournitures de bureau, et outils de communication et de connexion F 29 324 39 101 32 757 6 344 34 857 4 244 - C.5.4.1 Preparer un plan marketing/communication de developpement des activités du Réseau S 8 271 7 625 7 625 - 7 625 - - C.5.4.2 Produire les dossiers commerciaux, et animer les points de presence internet S 16 542 18 763 13 269 5 494 14 669 4 094 - C.5.4.4 Preparer et tenir un atelier de lancement des activités du Réseau F 22 557 22 243 22 243 - 22 243 - -

C.5.4.5Demeurer activement en contact avec les parties prenantes clés- développement du volume des formations (missions UdC)

F 30 07544 182 28 181 16 001 28 181 16 001 -

C.5.5.2 Approcher/contacter les partenaires stratégiques/financiers identifiés (missions) F 22 557 24 993 10 149 14 844 10 149 14 844 - C.5.5.5 organiser une table ronde des partenaires stratégiques en seconde année S 121 054 214 652 72 080 142 572 92 416 88 000 34 236

C.3 Formation aux métiers du secteur de l'électricité 5 022 557 4 727 774 3 900 804 826 970 3 989 964 608 091 129 718

C.3.2.5Appuyer la mise en place de modules adaptés et la diffusion de bonnes pratiques (complément de missions UdC)

F 22 55722 557 18 563 3 994 18 563 3 994 -

C.3.3 Personnel technique et administratif des sociétés d’électricité formé F 5 000 000 4 705 217 3 882 241 822 976 3 971 401 604 098 129 718 C.4 Promotion de nouveaux centre d'excellence 2 022 179 1 952 417 518 890 1 433 527 528 290 1 123 743 300 384

C.4.1.1 Elaborer un plan de promotion des CdF en CdE pour la période du projet S 33 083 42 595 42 595 - 42 595 - - C.4.2.1 Concevoir Renforcement de Capacité pour formateurs des centres de formation CdF S 66 160 79 336 48 396 30 940 57 796 22 000 460 - C.4.2.2 Tenir les renforcements des capacités pour formateurs des centres de formation CdF F 434 592 409 683 370 829 38 854 370 829 38 854 - C.4.3.1 Elaborer un plan de réhabilitation, de rénovation et d’expansion des CdF qualifiés S 33 075 21 013 21 195 182 - 21 195 - 182 - C4.3.2 Mettre à niveau les installations et soutenir l’expansion de capacités d’accueil des CdF B 563 914 563 914 - 563 914 - 412 889 151 025 C.4.3.4 Facitlite de Preparation de Projet Investisement S 391 355 335 876 35 875 300 001 35 875 150 000 150 001 C4.3.3 Etudier la faisabilité technique et financière de la nouvelle ESIE de l’ASEA S 500 000 500 000 - 500 000 - 500 000 -

C.5.1Mettre au point une base de données sur l'offre et la demande, présentant les besoins de formation et les solutions (base de connaissances)

196 242222 219 171 380 50 839 171 380 60 007 9 168 -

C.5.1.1 Guide de correspondances des référentiels des métiers et des compétences S 19 431 19 431 - 19 431 - 19 431 - C.5.1.2 Base de données offre/demande (besoins compétences SdE vs ressources des CdE) S 33 083 48 059 33 483 14 576 33 483 14 576 - C.5.1.3 Familiariser les DRH des SdE avec la mise à jour et l’exploitation de la Base Données F 131 580 127 514 127 514 - 127 514 - - C.5.1.4 Former l’équipe de l’UdC à l’exploitation et à la maintenance de la BD-BC/RRC F 870 671 199 472 199 - 472 C.5.1.5 Familiariser les CdE avec les différents outils de gestion du RACEE F 11 278 26 544 10 184 16 360 10 184 26 000 9 640 -

C.5.2Renforcer les compétences de leadership et de gouvernance stratégique des cadres, des directeurs de RH et des décideurs

432 145422 560 422 408 152 422 408 - 152

C.5.2.1 Concevoir des modules de développement du leadership ciblant les managers des SdE S 66 166 59 609 59 609 - 59 609 - - C.5.2.2 Atelier de developpement de leadership pour les managers - modules DLM F 56 391 61 392 61 392 - 61 392 - -

C.5.2.4Concevoir modules de RC des DRH des SdE sur l’evaluation et la hierarchisation des besoins de competences (EHBC)

S 33 08330 724 30 724 - 30 724 - -

C.5.2.6 Concevoir un module de RC de managers sur la fixation d’objectifs de performance S 33 083 - - - - - - C.5.2.7 Atelier de developpement de leadership pour les managers F 243 422 270 835 270 683 152 270 683 - 152

C.5.3 Réaliser les audit et le suivi-évaluation 174 438 126 594 22 843 103 751 25 756 100 838 - C.5.6.2 Construire les indicateurs de suivi et faire une étude de renseignement de référence S 8 270 8 270 - 8 270 - 8 270 - C.5.6.3 Conduire une étude annuelle de benchmarking des centres d’excellence S 24 812 24 812 - 24 812 - 24 812 - C.5.6.5 Faire effectuer 3 audits, et deux evaluations independantes (mi-parcours et fin projet) S 141 356 93 512 22 843 70 669 25 756 67 756 -

Aléas 465 740 398 692 145 219 253 473 147 719 25 000 225 973 - - - - -

C.6.0.1 Copils 94 374 64 854 29 520 67 354 25 000 2 020 C.6.0.1 5 599 - - - - - C.5.1.3 Familiariser les DRH des SdE avec la mise à jour et l’exploitation de la Base Données 43 273 78 645 80 365 1 720 - 80 365 - 1 720 -

Aleas bis 416 868 225 673 225 673 - - 225 673

TOTAL 9 742 042 9 742 042 6 078 187 3 663 855 6 222 596 2 973 277 546 170

Réalisations probables fin

2020

PTBA prévisionnel 2021

Solde probable sur le don BAD

Solde sur le Budget global

PTBA 2021 BAD actualisé : version du 23 novembre 2020

ActivitéBudget initial

(1)

Budget ajusté validé en déc

2019 (4)

Réalisations cumulées au 31

octobre 2020



3.2 INTRODCUTION BUDGET 2021-AFD

The update of the AWPB 2021 (AFD) follows the joint supervision mission carried out by the AfDB and AFD from 17 to 20 November 2020 and in anticipation of the 9th STEERCO of the ANCEE which is scheduled to take place on 1 December 2020 in conference view. This update also follows a first update in May 2020 as a consequence of the health situation at Covid-19 whose impacts began to be felt on the activities of the ANCEE from March 2020. This update takes into account the disbursement situation as at 31 October 2020, commitments made in terms of invoices pending payment (likely disbursements at the end of 2020), contracts put in place during 2020 that have not yet been implemented and all activities identified and carried over to the 2021 financial year. The update of the 2021 PWBP (AFD) is therefore based on realistic forecasts for the implementation of activities taking into account the 31 December 2021 deadline for the commitment of operations. 1 182 445, i.e. 39.41% of AFD's grant amount and a 68.47% growth rate compared to the end of 2020 explained in particular through the following breakdown of the main activities: - Acquisition of equipment (taking into account the 20% contribution): 375 943 euros - Training: 333,529 euros for the training of 586 people and a volume of training of 4,373 h/d of training distributed as follows : - Face-to-face: 2,001 h/d - In situ: 889 h/d - E-learning: 1,482 h/d - Feasibility studies: 231,523 euros 90,645, i.e. 3% of the amount of the donation, which will result in a 97% utilisation rate of the donation, constituting an appreciable level of disbursement given the complexity of the project and the health situation in 2020 and certainly in 2021. Details of the actions included in the 2021 budget by component are given below with the respective deadlines for completion: The initial elements: - the achievements as at 31 October 2020: 1,558,523 euros (52%) - probable achievements at 31 December 2020: 1,726,910 euros (57.6%)



3.2.1- BUDGET 2021"ANCEE-AFD"

Section Libellés Budget initialC 1 350 375 420 375 427 225 231 755 195 470 231 755 216 608 21 139 - C.1.1 Etablissement du réseau RACEE 33 083 103 083 99 625 99 625 - - - 99 625 - - C.1.1.1 Etablissement du réseau et création d'une unité de coordination de projet S 33 083 103 083 99 625 99 625 - - - 99 625 - -

C1.2Désignation des premiers centres d'excellence du réseau et renforcement de leurs capacités

317 292 317 292327 600 132 130 195 470 - - 132 130 216 608 21 139 -

C.1.2.3 Conclure, et signer les MOU initiaux de construction du RACEE avec les CdE S 39 098 39 098 41 089 40 601 488 - - 40 601 - 488

C.1.2.5 Tenir les sessions de renforcement des capacités pour formateurs des CdE F 30 073 30 073 36 087 29 076 7 011 - - 29 076 - 7 011

C.1.2.6 Faciliter les missions d’echange de formateurs entre CdEs F 60 150 60 150 62 452 62 453 1 - - - 62 453 - 1 -

C.1.2.7 Mettre à niveau les installations et soutenir l’expansion de capacités d’accueil des CdE B 187 972 187 972 187 972 - 187 972 - - - 216 608 28 637 -

C 2 Fonctionnement du réseau RACEE 284 783 202 330 302 461 269 590 32 871 3 400 3 880 276 870 69 207 43 616 - C.2.1 Unité de Coordination rémunérée 235 910 153 457 257 409 231 130 26 279 3 400 3 400 237 930 65 000 45 521 - C.2.1.1 Prendre en charge la rémunération du responsable commercial et marketing F 130 900 130 900 209 600 202 800 6 800 3 400 3 400 209 600 51 000 51 000 -

C.2.4.2 Assurer la prise en charge des missions du responsable commercial et marketing F 22 557 22 557 47 809 28 330 19 479 - - 28 330 14 000 5 479

Reliquat 82 453 - - - - - - - -

C.2.2 Marketing et communication, mobilisation d'autres partenaires 48 873 48 873 45 052 38 460 6 592 - 480 38 940 4 207 1 905 C.2.3.3 Prise en charge d'une partie des coûts de communication et de marketing F 29 324 29 324 25 503 20 816 4 687 - 480 21 296 4 207 -

C.2.5.3 Approcher/contacter les partenaires stratégiques/financiers identifiés (missions) F 19 549 19 549 19 549 17 644 1 905 - - 17 644 - 1 905

- - - - - - -

- - - - - - -

C.3 Formation au bénéfice du secteur 1 225 564 1 125 564 1 099 015 478 733 620 282 - 133 371 612 104 414 029 72 882 C.3.1 Complément de missions des experts détachés à l'unité de coordination du projet F 22 556 22 556 91 007 21 007 70 000 - - 21 007 80 500 10 500 -

C.3.3Identification, sélection et inscription des stagiaires et mise en œuvre des formations (y

compris formation in situ)F 1 203 008 1 103 008

1 008 008 457 726 550 282 - 133 371 591 097 333 529 83 382

C.4Permettre à d'autres centres de formation d'améliorer leur capacité de formation dans le but de rejoindre le réseau

806 017 806 017762 033 248 668 513 365 - 27 650 276 318 401 640 84 075

C.4.2 Financement d'ateliers de formation des formateurs F 166 917 166 917 129 977 132 256 2 279 - - - 132 256 - 2 279 -

C.4.3

Financement des mesures de renforcement des capacités (équipement, rénovation et

formation des formateurs) de nouveaux centres de formation appelé à devenir centre

d'excellence

B 187 972 187 972

187 972 - 187 972 - - - 219 578 31 606 -

C.4.4 Financement de 3 études de faisabilité de projet d'investissement dans la formation S 451 128 451 128 444 084 116 412 327 672 - 27 650 144 062 182 062 117 960

C.5 Activité clés facteurs de succès du réseau 230 805 382 038 364 665 294 960 69 705 - 86 295 046 55 961 13 658

C.5.2.2Organisation de formation à destination des gestionnaires de ressources humaines, des

managers des sociétés d'électricité et des décideurs nationaux et régionauxF 100 000

87 028 87 028 - - - 87 028 - -

C.5.3Financement de l'évaluation à mi-parcours (évaluation finale financée par la BAfD) + 3

audits annuels du compte spécial AFD du projetS 75 188 75 188

72 787 52 629 20 158 - - 52 629 5 000 15 158

C.5.4Financement d'un consultant international indépendant sur 3 ans. Chaque année: 5

missions de 2 semaines du consultant à Abidjan ou au sein d'un des centres d'excellenceS 146 617 197 850

197 850 148 389 49 461 - - 148 389 49 461 -

C.5.5Dépenses diverses (frais de tenue de compte, frais de conversion de monnaie, frais de

traduction local)F 9 000 9 000

7 000 6 914 86 - 86 7 000 1 500 1 500 -

Sous Total 2 897 544 2 936 324 2 955 398 1 523 706 1 431 692 3 400 164 987 1 692 093 1 157 445 105 860 C.6 Réserve (tenue 9ème copil en juin 2020 à Dakar) 102 456 63 676 44 602 34 817 9 785 - - 34 817 25 000 15 215 -

Total 3 000 000 3 000 000 3 000 000 1 558 523 1 441 477 3 400 164 987 1 726 910 1 182 445 90 645,25

PTBA prévisionnel

2021

Solde probable sur le Don AFD

Réalisations cumulées au 31

octobre 2020

Solde sur le budget global

Réalisation probable

novembre 2020

Réalisation probablee décembre

2020

Réalisations probables fin

2020

PTBA 2021 AFD actualisé au 23 novembre 2020

ActivitéBudget Ajusté 3

Budget ajusté 4 validé en

déc 2019 (5)



3.1.3- BUDGET 2021"ANCEE - CONSOLIDED AFDB – AFD "

FINANCING IN € AMOUNT IN €

SECTION LAMPOONS AFDB AFD C1 ESTABLISHMENT OF ANCEE

NETWORK 707 915 216 608 924 523

C2 FUNCTIONING OF THE ANCEE NETWORK

347 683 69 207 416 890

C3 TRAINING FOR THE BENEFIT OF THE SECTOR

608 091 414 029 1 022 210

C4 PROMOTION OF CoFs 1 123 743 401 640 1 525 383

C5 KEY SUCCESS FACTORS 160 845 55 961 216 806

ALEAS/ RESERVE

25 000 25 000

50 000

GROSS AMOUNT 2 973 277 1 182 445 4 155 722



4 PROCUREMENT PROCEDURE The procurement activities foreseen in the AWPB 2020 BIS mainly included the procurement of pedagogical equipment, feasibility studies and the recruitment of training engineering experts in support of the Coordination Unit. The procurement process of goods and services was effectively initiated according to the projection made, but encountered many difficulties in particular: - The pandemic at COVID 19, which seriously hampered the assembly and transmission of offers relating to teaching equipment. - The very long delay in the AfDB's return on the requests submitted on the tender documents, the terms of reference of feasibility studies, the short lists, and the reports on the analysis of bids. - The absence of return of tenderers, Centres of Excellence, candidates in a situation of confinement. - Long process of validation of the agreement of the centres of excellence for the contribution of 20% of the amount of the equipment. These difficulties have led to the relaunch of almost all the actions initiated since the beginning of 2020, and consequently the activities initiated will be completed during the year 2021.



Code Market Status as of October 31, 2020

Start end Responsible Funding AFDB (€)

Funding AFD (€)

Status

COMPONENT I : ANCEE Establishment

1.2.3

Amendments to Memoranda of Understanding with Centres of Excellence

June 20 Feb. 21 CU 0

Signature of the amendments by the CME, NAPTIN, VRA, KGRTC and STEG centres. Diligently follow centre signatures; KENGEN, CSTE, ESKOM, and EEHC

1.27

Acquisition of 10 virtual reality headsets for ESKOM Academy of Learning in South Africa

Nov 20 June 21 CU 90 000

The tender was unsuccessful. Exchanges are underway with ESKOM on the percentage to be paid by the centres for the acquisition of the equipment, which is a prerequisite for the purchase of the equipment.

1.2.7.

Acquisition of a teaching system for renewable energy, electricity generation, transmission and distribution for the KGRTC

March 20 June 21 CU- 270 000

The Notice of No Objection to the Tender Documents was obtained on March 06, 2020. The AAO published on March 09, 2020 with offers scheduled to open on May 28, 2020. As a result of the difficulties encountered by bidders in compiling administrative and banking documents and in submitting bids due to the restrictive measures taken in the context of the COVID 19 pandemic, the procurement process was not completed. AOO relaunched on 05 August 2020, the opening of offers took place on 15 October 2020, the analysis report of offers was submitted to the AfDB for approval on 10 November 2020. To date, the CU remains awaiting the return of the AfDB.

1.2.7

Acquisition of a language laboratory with a capacity of 30 learners (electricity and electronics for the KGRTC

March 20 June 21 CU 20 000

The Notice of No Objection to the Tender Documents was obtained on March 06, 2020. The AAO published on March 09, 2020 with offers scheduled to open on May 28, 2020. As a result of the difficulties encountered by bidders in compiling administrative and banking documents and in submitting bids due to the restrictive measures taken in the context of the COVID 19 pandemic, the procurement process was not completed. AOO relaunched on 05 August 2020, the opening of offers took place on 15 October 2020, the analysis report of offers was submitted to the AfDB for approval on 10 November 2020. To date, the UdC remains awaiting the return of the AfDB.

1.2.7. Acquisition of a platform simulating a HTA/BT network with a

March 20 . June 21 Cu 270 000 The Notice of No Objection to the Tender Documents was obtained on March 06, 2020. The AAO published on March 09, 2020 with offers scheduled to open on May 28, 2020. As a



management and communication system responding to the new technologies in this field and a weather station for the CSTE

result of the difficulties encountered by bidders in compiling administrative and banking documents and in submitting bids due to the restrictive measures taken in the context of the COVID 19 pandemic, the procurement process was not completed. AOO relaunched on 05 August 2020, the opening of offers took place on 15 October 2020, the analysis report of offers was submitted to the AfDB for approval on 10 November 2020. To date, the UdC remains awaiting the return of the AfDB.

COMPONENT II : ANCEE OPERATION

2 1 1

Recruitment of a Training Engineering Expert and a Qualified Employment Expert

Feb 20 Jan 21 CU 42 000 42 000

Expert in Training Engineering (AfDB financing) The MAI released on February 19, 2020 was unsuccessful. The applications received did not meet the criteria for being shortlisted. The notice with expression of interest was relaunched on 03 August 2020, the opening of the folds took place on 04 September 2020. The Notice of No Objection on the short list of candidates was introduced to the AfDB on 30 September 2020. AfDB’s opinion on the report was obtained on 18 November. A negotiation session is scheduled with shortlisted candidates as soon as possible. Expert in Employment-Qualification (AFD financing) The MAI of February 19 and August 03, 2020 was unsuccessful. The MAI was relaunched on 05 October 2020, the deadline for submission of tenders set at 26 October 2020 was extended to 02 November following AFD’s notice of no objection. The analysis of the offers is underway, and the report will be sent to AFD on 30 November 2020.

2 .3 Payment of the costs of hosting the RACEE supply/demand database

August 20 Dec 21 CU 480 9145 The application is hosted by the KAAVA designer for 6 months.

2.3

Sélection d’un prestataire pour l’impression de documents (newsletters, Steercp documents)

June 19 Déc 21 CU 2 300 Selection of a service provider for the printing of documents (newsletters, Steerco documents) June 19



COMPONENT : PROMOTION OF NEW CENTRES OF EXCELLENCE

4.2.1

Design capacity building for training centre trainers Janv21 Jul. 21 CU 24 000 Hold two (2) train the trainer sessions

4.3.2 Acquisition of a Smart Grid laboratory for EEHC March 20 June 21 CU 270 000


4.3.2 Acquisition of a real-time simulator of power systems and power grids for the CME.

March 20 June 21 CU 100 000




4.3.2 3 Acquisition of Micro Seismic Monitoring for the Geothermal Training Center (GTC) of KENYA

- -

CU

90 000

OA declared unsuccessful for lack of offers. The call for tenders will no longer be relaunched because of the constraints of the budget limit and since the GTC already benefits from equipment .

4.3.2.3

Acquisition of inductively coupled plasma mass spectroscopy for the Geothermal Training Center (GTC) of KENYA.

Dec 19 Feb 21 CU 100 000 Waiting for the signature of the amendment to the MOU to initiate negotiations with the contracting company

4.3.2 4

Acquisition of a real-time simulator of power supply systems and power grids for NAPTIN

March 20 Juin 21 CU 100 000


4.3.2 Acquisition of a photovoltaic platform for STEG Dec 20 August 21 CU 100 000

Call for tenders declared unsuccessful for lack of tenders. The acquisition procedure will be relaunched as soon as possible after reviewing the technical specifications of the specifications in collaboration with STEG.

4.3.2

Acquisition of an electropneumatic and hydraulic laboratory for the Volta River Academy (VRA) of Ghana

Dec 19 Feb 21 CU 100 000

Discussions on the draft contract are ongoing. The draft contract must be sent to AFD as soon as possible.



4.3 Recruitment of a consultant for the preparation of investment project studies

Nov 19 Oct. 21 UdC 355 479 300 000

On AfDB funding Work diligently in collaboration with EDM SA Mali and LEC Liberia to implement pre-feasibility studies. The objective is to have the tdrs validated during the 4th quarter. In the coming months, a call for proposals will be launched following the 1st call sent to EDS in April 2019.

4.3 Study the technical and financial feasibility of the new APUA ESIE

Jan 20 Augustt 21 CU 500 000

The January 14, 2020 Call for Tenders was declared unsuccessful as the bidding firms did not meet all the qualification criteria. The call for tenders was re-launched on 30 June 2020. Another request for a new short list was submitted on 24 August 2020. The short-listed OAA was obtained on November 05. Bidders were invited on November 09 to submit a technical and financial proposal by January 15, 2021.

COMPONENT 5 : Key succes factors

5. 1. 1 Recruitment of a consultant for the development of a guide to match the business and skills frameworks.

Jan 21 June 21 CU 19 953 Procedure to be launched in the first quarter of 2021

5 6 2 Build monitoring indicators and conduct baseline intelligence study

Jan 21 June 21 CU 8270 Procedure to be launched in the first quarter of 2021

5 6 3 Conduct an annual benchmarking study of Centres of Excellence

Jan 21 June 21 CU 24 812 Procedure to be launched in the first quarter of 2021

5. 6. 5 Recruitment of a consultant to conduct the accounting and financial audit of the ANCEE accounts – 2020

Jan 21 March 21 CU 4 573 Obtaining the opinion of the Donors for the recruitment of the external auditor

5. 6. 5 Recruitment of a consultant March 21 August 2021 CU 55 000 Procedure to be launched in the first quarter of 2021



to carry out the final evaluation of RACEE



4.2 Record of completed agreements

MARKET REGISTER AS OF OCTOBER 31, 2020 (FUNDING SOURCE GRANT NO. 210015502981

Commentaires : A la date du 31 octobre 2020, le montant global des engagements (Marchés hors fonctionnement de l’UGP) s’élève à Quatre cent trente mille neuf cent un et centimes (430 901.28) euros HT/HD soit (i)100 % pour les prestations intellectuelles Les marchés signés sont au nombre de « Vingt-trois (23) » depuis la mise en place de l’organe d’exécution du projet.

N°

Market reference

Subjet matter of the procurement

Contractor name

AMOUNT HT-HD (EUR) Acquisition type

AfDB ANO Reference a/s Contract Award

Contract end date

Observations

Total disbursed Balance

SERVICE DELIVERY CONTRACTS

1 C5.4.1/01/AUA /ANCEE/PPM/2016

Development of a promotion plan and the visual identity of the RACEE

AIME N'GOROMA

7625 7626 0 CI Review a posteriori

16/11/2016 Contract completed

2 C 521/01/APUA/01/ANCEE/PPM/2017

Capacity building of Electric Company Managers

SOFRECO-PRESPECTIVE

37977 20735 17242 SFQC Review a posteriori

31/12/2018 The contract is completed the remainder has been used for the payment of the contract N° C 5.2.1/02/APUA /ANCEE/PPM/2017

3 C1.2.4/01/APUA /ANCEE/PPM/16

Design CR modules targeting CoE trainers

CSTE 8000 8000 0 CI Review a posteriori




4 C 5.2.4./01/APUA /ANCEE/PPM/2016

Capacity building of HRDs in the assessment and prioritization of Needs and Competencies

Cabinet Conseil RHRE

15192 15192 0 ED Agreement by mail of 20/09/2016


5 C 512/01/ASEA/01/RACEE/PPM/2016

Development of a supply/demand database

KAAVA 32 930,00 32 930,00 0 SFQC Review a posteriori

28/02/2019 Difficulty in implementing and delivering the application

6 C 4.1.1/01/APUA/01/ANCEE/PPM/2017

Promotion of Training Centres in Centres of Excellence

François HUSSENOT

33 625,00 33 625,00 0 CI Review a posteriori


7 C5.4.2/01/APUA /ANCEE/PPM2017

Recruitment of an individual consultant for the design of ANCEE website

Toure Sékou 11 440 11 440 0 CI Review a posteriori


8 C 565/01/APUA /01/ANCEE/PPM/2017

Recruitment of a firm for the financial audit of the RACEE accounts (Fiscal year 2016,2017,2018)

Cabinet Yzas BAKER TILLY

15 865 14 324 1541 SMC Review a posteriori

15/03/2019 The mission of the firm is completed. Waiting for the ano on the final report of AFD for the payment of the balance of the service



9 CONTRAT N° C 5.2.1/02/ASEA/RACEE/PPM/2017

Facilitated a Strategic Governance and Loss Reduction Forum

François HUSSENOT

12 514 12 514 0 ED PESDO/LTR/RH/BHPB/2017/010/004 du 27 octobre 2017


10 C 431/01/APUA /ANCEE/PPM/17

Support to the Coordination Unit for the evaluation of equipment projects of qualified CoE and CoF

François HUSSENOT

24 414 24 414 0 ED PESDO/LTR/RH/BHPB/2017/010/003 du 27 octobre 2017


11 C 5.2.1/04/APUA/ANCEE/PPM/2018

Workshop on Smart Grid Deployment in the African Electricity Sector

Cabinet Conseil RHRE

25 850 25 850 0 ED LTR/PESD/JM/2018/2/ du 30 juin 2018

14/08/2018 Contract completed –Review A posteriori

12 C4 3 1/02/APUA /ANCEE/CI-PPM/18

Technical assistance to the Coordination Unit when acquiring teaching equipment

François Hussenot

12 000 8400 3600 CI aposteriori review

31/12/2019 End of the contract

13 C 5 55/01/APUA/ANCEE/C-PPM/19

Organize a round table of technical and financial partners in the second year

MEGHRAJ Capital Limited

67 787, 28 47 451.1 20 336,1 SFQC LTR/PESD/JM/2019/03/02/ du 22 mars 2019

28/11/2019 Contract to be extended without financial impact. Pending validation



of ANCEE 2.0 concept

14 CF/04/APUA/ANCEE/2019

Recruitment of an agency to organize the meeting on the RACEE 2 concept

EARNED 13 271 13271 0 DC 07/10/2019 31/12/2019 Contract completed

15 C434/01/APUA/ANCEE/ED-PPM/19

Study on the impact of RACEE activities on the African electricity sector

MEGHRAJ Capital Limited

35 876 35 876 0 ED LTR/PESD/JM/2019/06/05 du 22 juillet 2019


16 C5.4.2/02/ASEA/RACEE/PPM2019

Design of 5 newsletters

AIME N'GOROMA

4 573 1 829 2 744 ED LTR/PESD/JM/2019/07/02 du 30 juillet 2019

31/12/2020 2 newsletter issues already designed, 3 issues are to be designed for the year 2020. An amendment is planned for 2021 with no financial impact

17 C 4.2.1/01/APUA/ANCEE/2018 -

Design CR modules for CoF trainers

IFEG 7 930,00 7 930,00 0 ED LTR/PESD/JM/2019/06/09 du 06 juillet 2019


18 C 4.2.1/02/APUA/ANCEE/2019


KGRTC 16 108 16 108 0 ED LTR/PESD/JM/2019/06/09 du 06 juillet 2019


19 CONTRAT N° 4.21/03/ASEA/RACEE/2019


CME 11 998 11 998 0 ED LTR/PESD/JM/2019/06/09 du 06 juillet 2019




20 01/01/APUA/ANCEE/2020


NAPTIN 10 000 0 10 000 ED ANO DU 04/06/2019

03/04/2020 Invoice in payment

21 C4.2.1/04/APUA/ANCEE/2019


KENGEN 12 000 12 000 0 ED ANO DU 04/06/2019


22 C4.2.1/05/APUA/ANCEE/2018


CSTE 9 353 0 9 353 ED ANO DU 04/06/2019

17/09/2019 Invoice in payment

23 C 565/03/APUA/01/ANCEE/PPM/2019

Recruitment of a firm for the financial audit of the RACEE accounts (Fiscal 2019)

Groupement CE2C/PANAUDIT

4 573 3201,1 1 372 SMC Review a posteriori

30/04/2021 Audit engagement completed pending OAA on audit report

430901,28 305822,10 66188,10

S/TOTAL PROVISION OF SERVICES at 31.10.2020

s/TOTAL PROVISION OF GOODS at 31.10.2020 0 0 0

GROSS AMOUNT 430 901,28 305 822,10 66 188,10



5 FINANCIAL MONITORING as of 31 OCTOBER 2020

5.1 FINANCIAL MONITORING as of 31 OCTOBER 2020 ANCEE-AFDB

Le table 3: below shows the budget execution rate, AfDB funding for the period from February 2016 to October 31, 2020

Code Components Budget Total ESTIMATES

(4 calls for funds)

Achievements Balance Overall budget

Rate of Actuals/ Overall Budget

C.1 Establishment of the Network and its management and governance bodies

984 211 287 214 276 296 707 915 28,07%

C.2 Operation of the Network

907 576 537 974 620 347 287 229 68,35%

C.3 Training for jobs in the electric power sector

4 727 774 5 022 557 3 900 804 826 970 82,51%

C.4 Promotion of new Centres of Excellence

1 952 417 534 513 518 890 1 433 527 26,58%

C.5 Key success factors

771 373 719 927 616 631 154 742 79,94%

CONTINGENCY RESERVES 398 691 300 000 145 219 253 472 36,42%

TOTAL 9 742 042 7 402 185 6 078 187 3 663 855 62,39%

OPERATION 6 670 519 6 602 677 5 528 548 1 141 971 82,88%

SERVICES 1 545 003 499 508 404 420 1 140 583 26,18%

ASSETS 1 127 829 0 0 1 127 829 0,00%




5.2 FINANCIAL MONITORING as of 31 OCTOBER 2020 ANCEE-AFDB

Le table 4 : below shows the budget execution rate, AFD funding for the period from February 2016 to 31 October 2020 Code Components Budget Total ESTIMATES

(4 calls for funds)

Achievements Balance Overall budget

Rate of Actuals/

Overall Budget


427 225 420 376 231 755 195 470 54,25%


302 461 202 330 269 590 32 871 89,13%


1 099 015 741 026 478 733 620 282 43,56%


762 033 541 917 248 668 513 365 32,63%


364 665 358 850 294 960 69 705 80,89%


TOTAL 3 000 000 2 299 499 1 558 523 1 441 477 51,95%

OPERATION 1 724 020 1 306 496 1 066 050 657 970 61,84%

SERVICES 855 435 582 059 457 656 397 779 53,50%

ASSETS 375 944 375 944 0 375 944 0,00%




5.3 FINANCIAL MONITORING AS OF 30 OCTOBER 2020 RACEE-BAD & RACEE-AFD Le table 5 : below shows the execution rate of the budgets, AfDB & AFD financing for the period from February 2016 to 31 October 2020

Code Components Budget Total ESTIMATES (4 calls for

funds)

Achievements

Balance Overall budget

Rate of Actuals/

Overall Budget


1 411 436 707 590 508 051 903 385 36,00%


1 210 037 740 304 889 937 320 100 73,54%


5 826 789 5 763 583 4 379 537 1 447 252 75,16%


2 714 450 1 076 430 767 558 1 946 892 28,27%


1 136 038 1 078 777 911 591 224 447 80,24%


TOTAL 12 742 042 9 701 684 7 636 710 5 105 332 59,93%

OPERATION 8 394 539 7 909 173 6 594 598 1 799 941 78,55%

SERVICES 2 400 438 1 081 567 862 076 1 538 362 35,91%

ASSETS 1 503 773 375 944 0 1 503 773 0,00%




5.4 Comment on financial monitoring

Achievements (disbursements) on the two lines consolidated AFD and AfDB as of 30 October 2020 show a cumulative rate of 60% compared to 30 June 2020 when the disbursement rate was 58.33%. This disbursement rate at 31 October 2020 is still low but is justified given the persistent health situation which has resulted in the slowdown or postponement of activities registered in the 3rd quarter of 2020. The persistence of the health crisis has necessitated a complete review of the year's provisional programme, particularly with regard to the holding of training courses. This resulted in an update of the 2020 PWBP which was approved by donors during the 3rd quarter of 2020 but also in the need to draw up a new provisional budget for the year 2021 after the extension of the ADB grant to 31 December 2021 was granted in July 2020 to align with the deadline for using AFD's grant set at 31 December 2021. Nevertheless, the overall evolution of project disbursements remains low and is mainly due to the postponement of training actions from March 2020, the impact of which is still being felt as postponements continue. Moreover, this evolution remains low in comparison with the evolution recorded during the same period of the past year. However, the ANCEE has been given the opportunity to launch the first distance training actions, which are increasingly attracting the interest of electricity companies, to the point where reflection has begun on the possibility of switching from the training actions initially planned for face-to-face and in situ training to e-learning as long as this changeover remains possible without affecting the quality of the training. The disbursements at the end of October 2020 confirm the apprehension expressed in our commentary on the disbursements of the 2nd quarter given the persistence of the causes that led to this low level of disbursements. From the above, it is clear that the effective relaunch of disbursements on the project should only take place in a sustained manner from the beginning of next year with the gradual resumption of training activities, the holding of postponed workshops, but above all the implementation of equipment acquisition contracts scheduled for December 2020 and whose disbursements will be spread over the 1st quarter of 2021. At the end of this particular year and as a prelude to the final year of the project, the coordination unit is expected to be more aggressive in carrying out the actions included in its 2021 provisional budget in terms of training but also in launching all the studies still pending relating to the SEA, the feasibility studies of certain electricity companies and the studies that the coordination unit has yet to carry out as part of the project.



6 ANCEE PERSPECTIVES 6.1 Strategy Plan 2022-2026 (ANCEE 2.0)

The ANCEE intends to consolidate the achievements of the ANCEE 1.0 strategy and to address the key priorities of the sector it intends to support through its 2.0 strategy. A consultant was commissioned and extensive consultations were held with broad stakeholders including utilities, CoEs, donors and other APUA partners.

Through this strategic plan, ANCEE aims to help the least developed countries to encourage the introduction of digitalisation in the PoEs and to reduce the skills gap among company staff through capacity building.

This strategy will also need to take into account the promotion of gender and energy transition within the framework of ANCEE 2.0 activities.

The ANCEE 2.0 will therefore be a fully functional programme with three main components :

- Strengthening quality and developing poles of excellence in the field of renewable energy

- Training in high-tech trades to support skills development, gender equality and governance of public services

- Strengthen the advisory, knowledge-sharing and resource mobilisation capacities of the ANCEE.

- Key expected outcomes of ANCEE 2.0 include : - Training of 7,500 agents over the project period (75,000 h/d) ; - Provide 30% of the training effort for women ; - 25% of the training effort on renewable energies ; - Training of 250 human resource managers on the tools of the GPEC; - Identification and launch of ten new centres of excellence; - The governance of the ANCEE must be reviewed for greater efficiency,

drawing on the lessons learned from phase 1.

The targeting and prioritisation of training will be strengthened through a training needs assessment (TNA) approach that will be generalised to all stakeholders.



6.2 Short-term partnership strategy plan

The strategic approach that APUA intends to put in place aims to reduce duplication of resource mobilisation efforts and improve communication.

The economic development format for Africa is based on the development of regional economic community structures, strengthened and led by continental structures.

APUA as a continental organisation is fully in line with this vision and plans to strengthen partnerships along the same lines.

The rapprochement with the power pools should thus be materialised by a memorandum of understanding and a medium-term action plan, which will define the link between the different bodies, their respective prerogatives and fields of intervention.

On another front, the APUA-sponsored ANCEE should also open up to the prospects for partnership in terms of the transfer of know-how and exchanges on pedagogical approaches in the field of training..



CONCLUSION

A reading of the physical and financial indicators relating to activities at the end of October 2020 shows that the effects of the covid-19 health crisis are still being felt, which is reflected in the low level of disbursements due in particular to the continued postponement of training courses requiring physical travel, the unsuccessful outcome of notices of interest for the recruitment of experts, and the unsuccessful outcome of the call for tenders relating to the acquisition of equipment financed by the ADB. Nevertheless, some progress has been made in the implementation of the first e-learning training actions (the first actions were launched as early as August) with a gradual generalisation to all CoEs and SoEs. It should also be noted during this period the progress made in the preparation of the ANCEE 2.0 project through the enrichment of the 2022-2026 strategy plan drawn up by the consultant Meghraj and which takes into account all the comments made by the APUA/ANCEE team and the donors on the previous project. The period was also used to establish a methodological approach for assessing training needs which still needs to be completed by the provision of technical assistance before proceeding with a pilot evaluation operation from the first quarter of 2021. It is therefore recommended that the UdC team maintain its efforts on the following priority actions: Continue the tender process for the acquisition of equipment until its completion and the implementation of the related contracts;

- Continue the effort towards the electricity companies in order to maintain the dynamics of distance learning (e-learning); - Continue to process the training requests received with a view to their implementation in 2021; - Complete the recruitment process for the two experts in pedagogy to reinforce the coordination unit; - Draw up the ToRs for all the studies still included in the project, submit them to the donors' agreements and launch them; - To complete the study on ANCEE 2.0 and the additional study to be carried out by Cap Compétence.

In addition, it is urgent to take the necessary steps to improve internal communication within the network (UdC-CoE) and external communication towards the electricity companies and all stakeholders in the electricity sector. At the same time, speed up donor approval processes and redouble efforts to reduce the time lag between the establishment of contracts, their implementation and subsequent disbursements. This could not be achieved without greater involvement of donors, CoEs and utilities that ultimately benefit from the ANCEE.



ANNEXES



Annex 1: Resolutions of the 8th session of the steering committee (October 2019) Resolution n°1/2019 : adoption of the on ANCEE activities interim report approved in September 2019 The Steering Committee at its 8th session held in Marrakech on October 23 and 24, 2019, adopted the activity report of the coordination unit adopted in September 2019. Resolution N ° 2/2019: adoption of the Budget (AWPB) 2020 The Steering Committee at its 8th session held in Marrakech on October 23 and 24, 2019, Considering the draft of the budget 2020 presented by the coordination unit, Approves the 2020 budget of the AfDB and AFD in all its components for respective amounts of 3,163,029 Euros and 867,070 Euros and a consolidated amount of 4,030,099 Euros, subject to communication within 15 days to donors and Copil members as an annex to the report, a table incorporating the comments by line and component of all the operations registered for the 2020 financial year. The budget thus approved will be presented in a second development phase resulting from new activities to be implemented in 2020 according to the recommendations of this Steering Committee. Resolution N ° 3/2019: adoption of the PPM 2020 The Steering Committee at its 8th session held in Marrakech on October 23 and 24, 2019, Considering the PPM 2020 project presented by the coordination unit, Adopts the procurement plan (PPM 2020), subject to its compliance with APUA procedures and the ANCEE implementation manual in accordance with the procurement procedures of donors. Resolution N ° 4/2019: validation of the ANCEE 2.0 concept The Steering Committee at its 8th session held in Marrakech on October 23, 24, 2019, Considering the five (05) key points of the ANCEE 2.0 concept listed below: 1. Identification of training needs (training need assessment) 2. Benchmark indicators 3. Reorganize budget ANCEE 2.0 4. APUA macrostructure (Organization structure APUA) 5. Reform of procurement procedures (Procurment reform) Validate the first three points and propose to implement the urgent actions identified under point four, requiring reorganization of the budget 2020 and the subsequent modifications to the budget of which must be shared with donors for approval. Resolution N ° 5/2019: holding of the round table of strategic partners The Steering Committee at its 8th session held in Marrakech on October 23, 24, 2019,



Takes note of the holding of the ANCEE 2.0 validation workshop and approves the holding of the round table of technical and financial strategic partners on June 18, 2020 in Dakar (Senegal) on the sidelines of the 50th anniversary of the APUA congress. Resolution N ° 6/2019: renewal of the contracts of the consultants of the coordination unit. The Steering Committee at its 8th session held in Marrakech on October 23 and 24, 2019, Decides on the renewal of the contracts of the three consultants of the ANCEE coordination unit. As such, each coordinating unit consultant should sign a contract of objectives with APUA and will be evaluated accordingly. The coordinator's evaluation will be carried out by the General Director of APUA, those of the two members will be carried out by the coordinator and subject to the approval of the General Director. Resolution N ° 7/2019: holding of the next SteerCo session The Steering Committee at its 8th session held in Marrakech on October 23 and 24, 2019, Decides that the ninth statutory session of the ANCEE Steering Committee will be held on the sidelines of the 50th anniversary of the ASEA Congress in Dakar (Senegal) on June 19, 2020.



Annex 2: AfDB Activities budgeted for 2021 Component 1:

- C1.2.4: Postponement of the facilitation of workshops on the cost structure

(Abuja) and post-training evaluation (Tunis) to the 1st and 2nd quarters of 2021 respectively.

- C.1.2.5: The logistical aspects relating to the two workshops planned on line C.1.2.4 are postponed accordingly.

- C.1.2.7: Signature of contracts (for 5 lots) scheduled for January 2021, disbursement on contracts is planned as follows: 20% in the 1st quarter (contribution of CoEs), 70% in the 2nd and 10% in the 3rd quarter 2021. The Lot 6 (STEG) will be relaunched before the end of 2020, the opening of the tenders is scheduled for March 2021, the appraisal report and the ADB ANO at the end of May, the signing of the contracts towards the end of June, receipt of the equipment at the end of September and the last payments on this contract before the end of December 2021.

Component 2:

- 2.1.1.C: Ensure the coordinator's fees for the year 2021 and the 1st quarter of 2022.

- 2.1.1.A: Ensure the fees of the assistant in charge of acquisitions for the year 2021 and the 1st quarter of 2022.

- 2.1.1.B: Based on a recruitment in January 2021, ensure the expert's fees for the year 2021 and also provide for 3 months of fees for the 1st quarter of 2022

- C.2.4.1: Provide for the participation of the coordinator in two thematic seminars related to ANCEE activities in 2021

- C.2.4.2: Four expert missions to CoEs and SdEs are scheduled for 2021 to discuss the subject of training engineering with the centers.

- C.2.3.3: Plan to host the ANCEE website over 2 years (Oct 2020-Oct 2022/800 euro), subscription to thematic platforms and social networks (1 year / 1,200 euro), bank fees (1,500 euros), DHL shipments (1,200 euros / avg. 40 couriers), documents translation (1,200 euros) and renewal of the domain name of the website / year (300 euros)

- C.5.4.2: Balance of the newsletter design contract (3 issues to be produced / balance 2,744 euro), updating of media and ANCEE spot (up to 2,500 euro)

- C.5.4.5: In 2021, plan for two CU missions to SdE to identify training needs and measure the impact

- C.5.5.2: Plan two missions with strategic partners with a view to engaging in RACEE 2.0

- C.5.5.5: 20,336 euros remain to be paid for the Meghraj contract, the organization of the round table postponed for 2021 (possibly on the sidelines of the APUA congress). Subject to confirmation of payments made on this line with DAF, a balance on this line of more than 34,000 euros would emerge.

Component 3:

- C.3.3: The Balance of 822,000 euros will be used to cover the following committed contracts: ENEO (9,900 eur), EDM (27,825 eur), EEC (76,975 eur),



Sonabel (51,435 eur), ZESCO (4 500 eur), ER (3,750 eur), for a total of 174,385 euros. The remainder to be committed on the training of 650,000 euros could be realized up to 80% or for an amount of 520,000 euros to allow the training of more than 1,000 people and the achievement of 7,920 man / days according to different methods: face-to-face, in situ and in e-learning.

Component 4:

- C.4.2 (two components 4.2.1 and 4.2.2): Provide a further commitment of 8,000 euros on the Tana workshop postponed for 2021 and its animation for 12,000 euros, payment of the pending invoice from CSTE for 9,400 eur, the balance of 40,400 eur could be used to hold a new workshop at the level of the VRA center and run by VRA for the English-speaking zone (animation + logistics) subject to the agreement of the ADB.

- C.4.3.1: Hussenot invoice paid, line closed - C.4.3.2: Disbursement assumptions for equipment contracts identical to those

mentioned in line 1.2.7, providing for the contribution of CoEs up to 20% of the contract.

- C.4.3.4: Meghraj contract paid in full, it is planned to set up at least one feasibility study on the two proposed (EDM-Mali and LEC-Liberia), we suggest maintaining at least one study for 150,000eur.

- C.4.3.3: (ESIE study) The opening of the tenders is scheduled for January 15, the ADB appraisal and ANO report, the financial appraisal to be finalized around March 15, the signing of the contract at the end of April . Payments: 20% end of June, end of study end of September, 80% of payments end of October 2021.

Component 5:

- C.5.1.1: Guide study on the correspondence of business benchmarks, to be maintained in 2021 subject to validation of TORs by the AfDB at the end of December 2020 at the latest.

- C.5.1.2: KAAVA study finalized and closed, the balance of EUR 14,500 to be used to readjust the study to the new ANCEE grant provisions with an individual consultant under direct agreement subject to the AfDB agreement.

- C.5.1.5: Subject to the AfDB agreement on the immersion training action to be carried out for the benefit of CoDs, provide for the establishment of the contract and its entry into force on the 1st quarter of 2021 with an upward revision of the budget knowing the balance of 16,000 eur remains insufficient knowing that the operation is estimated at 23,000 eur. It also involves submitting the ToR to the AfDB to launch the digital archiving operation (training and installation of an application) with an estimate of EUR 3,000.

- C.5.6.2: To maintain the study subject to validation of the TORs at the end of December 2020 and launch of the consultation in the 1st quarter with implementation in the 2nd quarter of 2021.

- C.5.6.3: Continuation of the study subject to validation of the TORs at the end of December 2020, launch of the consultation and implementation of the contract in the 1st quarter, with entry into force in the 2nd quarter of 2021 and payment during the 3rd quarter of 2021 .



- C.5.6.5: Remainder to pay the 30% of Ysas (1,541eur), CE2C (1,372eur), the audit of financial years 2020 and 2021 for an annual amount of 4,573 eur subject to the agreement of the ADB for the extension of the contract. As well as the end-of-project evaluation for an estimate of 57,756 eur.

Contengencies :

- C.6: The 9th Copil planned remotely on December 1, 2020 will require covering the translation (4 translators for one day + zoom option for simultaneous translation: 2,000 + 500eur).

- For 2021, two SteerCo are planned, one on AfDB financing, the second on AFD financing with an estimated unit budget of EUR 25,000 each.



Annex 3: Activities included in AFD's 2021 budget Component 1: - C.1.2.7 (Equipment acquisition): Signature of two contracts (274,472.13 + 170,760 or 445,232.13 eur - 20% CoE contribution = 356,185.7eur) in January 2021 with disbursement as follows: advance of 20% in the 1st quarter, 70% in the 2nd quarter and 10% in the 3rd quarter of 2021. The relaunch of the procurment for lot 2 (ESKOM) estimated at 100,000eur is expected before the end of 2020. Component 2: C.2.1.1 (Commercial and Marketing Assistant Remuneration): Ensure the fees for 2021 and the 1st quarter of 2022 subject to the grant extension agreement by AFD. C.2.4.2 (Support for the assistant mission): Plan two CU prospecting missions at the SdE level in the 2nd and 3rd quarter of 2021. C.2.3.3 (Support for communication and marketing costs): A balance of EUR 4,687 will be reserved for printing documents, support for hosting costs of the ‘‘offers / demand’’ application C.2.5.3 (Approach / contact with strategic partners): Balance of EUR 1,905 to be reallocated Component 3: C.3.1 (Additional expert assignment): Considering the recruitment of the expert from January 2021, the balance of 70,000 euros concerns fees over 12 months for 48,000 euros and 28,000 euros for 4 assignments of the expert during year 2021. Fees will still be provided for the 1st quarter of 2022, ie an amount of 10,500eur, subject to AFD agreement for the extension of the donation. C.3.3 (Training implementation): The balance of 550,282 eur must cover: invoices pending payment from CSTE for 133,371 eur, on the remaining 416,629 eur balance, provide for new training commitments for 80% of the amount ie 333,000 eur corresponding to the training of 586 people and a volume of 4,373 h / d. There would be a balance of 83,300 eur. Component 4: C.4.3 (Equipment acquisition): Same disbursement assumptions to be repeated as for line 1.2.7 C.4.4 (Feasibility studies): An amount of 116,412 eur having already been paid on SFERE, 59,712eur remains to be paid including a 1st payment of 27,650eur probably before the end of 2020, the remainder being 32,062 eur in the 1st quarter of 2021.



Component 5: C.5.4 (International consultant): Subject to the implementation of an amendment to the Codifor contract before the end of December 2020, the payments to be planned in three phases as follows: 40% the 1st quarter, 40% the 2nd quarter and 20 % the 3rd quarter of the year 2021. Reserve : C.6: For the year 2021, a steering committee out of the two planned is planned with AFD financing with an estimated budget of EUR 25,000 .



Annex 4: Model of the post training evaluation sheet

ANCEE POST TRAINING EVALUATION

Name of the Center of Excellence : ...................................................................... Learner's surname and first names :......................................................................... Theme of the training module : .......................................................................... ….

Training period :...........................................................................................................

Indicate your level of agreement with each of the statements presented below, using the following scale.

1. very inssuficient 2. inssuficient 3. acceptable 4. very acceptable 5. excellent

Criteria

1

2

3

4

5

Comments 1 Achievement of training objectives

2 Possibility of professional application

3 Pedagogical construction

4 Educational resources - supporting documentation

5 Animation of trainers

6 Material organization (room, projection tools, supports)

7 Group discussions

8 Meeting personal expectations

9 Mastery of the theme by the trainers

10 Did you find the pace of the training satisfactory?

11 Was the training program adhered to?

12 Was the training participatory

13 Teaching techniques favored learning

14 This training allowed me to increase my level of knowledge and skill

15 Strengths of the training

16 Weak points of the training

17 Comments and recommandations



Annex 5: Circular note relating to the implementation of ANCEE services

I. CONTEXT The African Network of Centers of Excellence in Electricity (ANCEE) is a continental initiative led by the Association of Power Utilities of Africa (APUA) and supported by the African Development Fund (ADF / ADB) , the French Development Agency (AFD) and the Electricity Companies of Africa (SdE) to improve the performance of the electricity sector and intensify regional exchanges through the strengthening of technical and managerial capacities in various fields, as well as governance of the sector. The Association of Power Utilities of Africa (APUA) and eight (08) Centers of Excellence (CoE) have agreed, in accordance with the Protocol of Membership to ANCEE, on the implementation of training programs. The eight (8) CoEs are: CSTE (ONEE) in Morocco; KGRTC (ZESCO) in Zambia; IFEG (SONELGAZ) in Algeria; EAL (ESKOM) in South Africa, CME (CIE) in Ivory Coast; NAPTIN in Nigeria; MTC and ATC (EEHC) in Egypt and GTC (KENGEN) in Kenya. The trainings will mainly be implemented in the CoEs, but when the technical environment allows it, training will also be organized within the SdEs with a movement of trainers. II. PURPOSE OF THE CIRCULAR NOTE The purpose of this circular is to communicate to the stakeholders of the ANCEE project the orientations to be implemented within the framework of the ANCEE training schedule. It will facilitate the preparation and implementation of training sessions by recalling the procedures in force within the framework of the project. As part of the implementation of ANCEE training programs, and with regard to project management procedures, the following provisions must be respected by the stakeholders, namely; the CoEs, the Coordination Unit (CU) of ANCEE, and the SdEs. III. PROVISIONS TO BE TAKEN BY STAKEHOLDERS IN THE ANCEE PROJECT III.1 Measures to be taken by the CU of the ANCEE project The CU will:

- Send to CoEs, by email, the list of learners by training cycle, topic and structure;

- Prepare service delivery contracts by training cycle to be signed between APUA and the CoE;

- Send order letters to CoEs by training module of the cycle to mark the approval of learners and the costs of services;

III.2 Measures to be taken by the CoEs of the ANCEE project CoEs should:

- Establish a schedule for carrying out training sessions by cycle according to the list of names of learners and the modules selected;



- Evaluate and estimate training expenses per cycle and per module. The costs of the training should cover the full support of the learners for the entire duration of the training with the exception of travel costs (return plane ticket);

- Ensure compliance with the nominal list of learners by training cycle which will be transmitted and assigned by the CU. In the event of a change of name or replacement of a beneficiary, a letter duly signed by the Chief Executive Officer or the Human Resources Director of the Electricity Company concerned must be delivered to the CU for validation and taking into account of the change. operated;

- Plan a rescheduling of training sessions for beneficiaries who have taken the trouble to communicate their unavailability according to the schedule communicated;

- Provide each learner, at the end of his training, with documentation relating to the topics covered, in physical and digital version;

- Pay on behalf of APUA, with the exception of per diems to scholarship trainees, ie the equivalent of 10 euros per day of attendance per trainee;

- Keep and keep a register of per diems paid, with identification and signature of each trainee, and provide a copy to the ANCEE CU as a supporting document when invoicing to ANCEE;

- Establish an evaluation at the end of the learners' training and send the CU a report including the results of the assessment and statistics to the CU of ANCEE after each training session;

- At the end of the training, give internship certificates incorporating (the logos of the CoEs of APUA, AfDB, AFD and ANCEE) to each learner;

- Send copies of internship certificates to the CU for archiving, as well as electronic files of souvenir photos of each group of interns.

III.3 Measures to be taken by the SdEs SdEs should: - Formulate training needs in an adequate manner with a view to better taking

into account within the CoE; - Carry out administrative and consular procedures for all learners; - Cover travel expenses (return plane ticket); - nsure compliance with the results of the list of names of learners per training

cycle sent by the CU; - Notify the CU in the event of a change of learners by mail with a registration

form for new learners available on the ANCEE website (see www.ancee-racee.org) two (02) weeks before the training in the CoE to avoid no shows;

- Designate a focal point per SdE for a better circulation of information in the network;

- Prioritize through ANCEE to roll out the annual training plan of each electricity company with regard to staff capacity building.

III.4 Constituent documents for the final settlement of CoE invoices As part of the respect of the ANCEE project management procedures manual for the payment of training invoices, the CoEs are required to provide the following constituent documents: - Contract signed between APUA and the CoE concerning the course of the training concerned;



- Original invoice; - Registration form for scholarship holders who have received per diems; - Evaluation sheet at the end of the training; - A table detailing the cost of training, per diems and ancillary costs (accommodation, insurance, catering costs, visit costs, etc.). All CoEs are requested to ensure compliance with the lists of learners by training cycle which will be sent and assigned to them. In the event of a name change or the replacement of an agent, a letter from the relevant Electricity Company confirming the change made is essential. ANCEE will make arrangements to pay CoE invoices within two (02) weeks of receipt of the original invoice accompanied by the complete package of the aforementioned documents. IV. EXPECTED RESULTS

• The respect of the commitments of the project stakeholders within the

framework of the implementation of the training of the beneficiaries is presented and recorded;

• The procedures in force within the framework of the project are respected and facilitated;

• The training session schedules are communicated to the SdE and its implementation respected;

• The knowledge of PSE staff and other actors in the Electricity sector is improved;

• CoE invoices are regularly paid by ANCEE.

Done in Abidjan on December 07, 2017

Général Director

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