World Bank 2017 - AgricInGhana...

Status of Implementation of World Bank Supported Projects in Ghana

The disclosure of this information is in line with the World Bank's Access to Information Policy approved by the Board of Executive Directors in November 2009 representing a major shift in the Bank's approach to information disclosure, transparency, sharing of knowledge, and accountability. Clients and the general public now have access to a much broader range of information. The Table below shows all national projects in the World Bank Ghana portfolio followed by details of the implementation status of each project, as of March, 2017. Ghana is also a beneficiary of 4 Regional projects.

The Implementation Status Results Reports are documented every six months for each project.

A. Agriculture, Fisheries and Environment

1. Implementation Agency: Ministry of Food and Agriculture, Contacts: Charles Nornoo: email: [email protected], 0244 310 149

Key DatesApproval Date 22-Mar-2012 Effectiveness Date 08-Apr-2013 Closing Date 30-Sep-2019

Amt Approved: US$ 103.90m Amt Disbursed: US$ 46.81m

Project Development ObjectivesThe project development objective (PDO) is: to improve agricultural productivity and production of both smallholder and nucleus farms in selected project intervention areas with increased access to reliable water, land, finance, and agricultural input and output markets

Components Cost (US$ m)1. Strengthening investment promotion infrastructure, facilitating secure access to land 5.902. Securing PPPs and small-holder linkages in the Accra Plains 4.803. Securing PPPs and small-holder linkages in the SADA zone 31.404. Project management and monitoring and evaluation 21.905. Investments in physical rehabilitation and modernization of selected existing public irrigation and drainage infrastructure 65.006. Support for the restructuring and strengthening of public irrigation and drainage institutions 10.007. Support for the Development of Water Users' Associations and Private Scheme Management entities 3.00

Overall RatingsProgress towards achievement of PDO Moderately SatisfactoryOverall Implementation Progress (IP) Moderately SatisfactoryOverall Risk Rating Substantial

Implementation Status and Key Decisions The project performance continues to improve after restructuring. Particular milestones include progress with reform of GIDA and ICOUR including completion of severance payments to retrenched workers; and mobilization of three consultant firms for design & supervision of rehabilitation of KIS, KLBIP and Tono & Vea irrigation schemes. Project management also seems to have improved.

The project outcomes are also improving. For example, average estimated yield for maize and rice (under rainfed conditions) in the SADA zone is 2.07 mt/ha and 2.47mt/ha, respectively. This is about 76 percent of the target for maize, and for rice, the target (2.14 mt/ha) has already been exceeded. For the Accra Plains, the estimated rice yield (under irrigated conditions) is 3.56 mt/ha which already exceeds the target (3.09 mt/ha). The gross margins for maize in the SADA zone (GHC1,062.83/ha) and rice in the Accra Plains (GHC 1,690.13/ha) are above and almost equal to the target, respectively. In terms of area under formal commercial arrangements as a result of the project support, over 4,600 hectares of which 3,675 hectares are cultivated by out-growers in the SADA zone. Total number of project beneficiaries to-date stand at 6,412 (representing about 46 percent of the target of 14,000) of which 2,550 are female.

However, the project still lags behind in the implementation of the irrigation rehabilitation and modernization which is critical to achieving the outcome on the area under improved irrigation and drainage. This is a key activity that is so important towards the achievement of the project's key outcomes. An action plan has been agreed upon to speed-up implementation of the irrigation scheme designs so that the procurement for the civil works contractors can start by the first quarter of 2017. Issues surrounding the flow of funds under the Trust Fund are being addressed and the mission recommends speedy conclusion of the issues with USAID in order to normalize the flow of funds under the grant.

Most of the safeguard issues have been addressed and based on a recent safeguard compliance assessment missions, the mission recommends upgrading the safeguard rating to Moderately Satisfactory (MS) and management's consideration to remove the project from the Regional Vice President's risk list.

2. Ghana - West Africa Regional Fisheries ProgramImplementing Agencies: Secretariat to the Fisheries Commission, Ministry of Fisheries and Aquaculture DevelopmentContact: Mr. Thomas Kobina Insaidoo, Deputy Director of Fisheries: email:[email protected]

Key DatesApproval Date 14-Jul-2011Effectiveness Date 12-Jun-2012 Closing Date 31-Dec-2017

Amt Approved: US$ 50.3m Amt Disbursed: US$24 .05m (IDA)Amt Approved: US$ 3.5m Amt Disbursed: US$ 3.01m (GEF)

Ghana Commercial Agriculture Project Project Development Objectives Ghana - West Africa Regional Fisheries Program The Project Development Objective is to support the sustainable management of Ghana's fish and aquatic resources by: (i) strengthening the country's capacity to sustainably govern and manage the fisheries; (ii) reducing illegal fishing; (iii) increasing the value and profitability generated by the fish resources and the proportion of that value captured by the country; and (iv) developing aquaculture.

Ghana - West Africa Regional Fisheries Program (GEF) Global Environmental Objective:The Project Development Objective of the Global Environment Facility is to support the sustainable management of Ghana's fish and aquatic resources by: (i) strengthening the country's capacity to sustainably govern and manage the fisheries; (ii) reducing illegal fishing; (iii) increasing the value and profitability generated by the fish resources and the proportion of that value captured by the country; and (iv) developing aquaculture.

Components IDA (US$ m) GEF (US$ m)1 Good Governance and Sustainable Management of the Fisheries. 15.2 3.52 Reduction of Illegal Fishing 10.93. Increasing the Contribution of Fish Resources to the National Economy 12.1 4. Aquaculture Development 8.05. Regional Coordination, Monitoring and Evaluation and Project Management 4.1

Overall RatingsProgress towards achievement of PDO Moderately UnsatisfactoryProgress towards achievement of GEO Moderately UnsatisfactoryOverall Implementation Progress (IP) UnsatisfactoryOverall Risk Rating Substantial

Implementation Status and Key Decisions Little progress has taken place since the last ISR. During the implementation support mission of February 2016, a series of key actions had been agreed upon and are listed in this section. However, it has been close to impossible to monitor these actions as most attempts to receive information from the Fisheries Commission (FC) and from the Project Coordination Unit (PCU) have failed between September 2016 and February 2017. Similarly, despite several attempts and suggestions, it has not been possible to schedule any technical supervision mission. At the policy level, a number of letters were sent to the Hon Ms. Sherry Hanny Ayittey, Minister of Fisheries and Aquaculture Development (MOFAD) from the previous government in the course of 2016 until the election.

Possible new perspectives with the new Minister:On Monday February 13, 2017 the Country Director met Hon. Ms. Elizabeth Afoley Quaye and presented all the concerns listed above. The fate of the project is now dependent upon the decisions and actions by the new Minister. In parallel, the Bank technical team met with the Fisheries Commission on February 15, 2017 at the margin of the WARFP lessons learned workshop in Senegal. As of March 14, 2017, this is the situation regarding each of the four key points:

(1) Regarding the coordinator, Mr. Thomas Kobina Insaidoo, current Deputy Director of Fisheries, has been nominated by the new Minister as the project focal point.

(2) Regarding the civil works, in January 2017 the Bank Environmental Specialist observed that construction had been halted. Some safeguard documents have been submitted and the others are under preparation.

(3) Regarding the moratorium, the total number of industrial trawlers has unfortunately continued to increase since the finalization of the independent audit report. This increase took place before the Minister was nominated. For reference, the independent audit was conducted between July and December 2016 and established that new licenses have been issued thus indicating a breach of the moratorium instituted in February 2012. Worth noting, is that only the industrial segment was audited as there was insufficient data provided on the semi-industrial segment.

(4) Regarding the irregular payments, the GoG has refunded both and has approached the Police to conduct an investigation.

Good progress has thus been recorded on three out of the four key points. The decision by the Bank to continue or suspend the project is now dependent upon the last and arguably the most important point on the over-capacity in the industrial segment (point 3).

Considerations in the case the project would be continued: Provided that the Bank should decide to continue, decision on the following points will be required:(1) Restructuring and extension: The project is scheduled for closure in December 2017. Provided that a new consensus can be reached with the new Minister, both a restructuring and an extension will be needed. Considering the overcapacity in the industrial segment, the focus of the restructuring could be on the implementation of the Fishery Management Plan while support to fishing communities should also be prioritized because they have suffered from overfishing. If requested, a one year extension seems reasonable.

For more information on the World Bank's work in Ghana, please visit: www.worldbank.org/ghana OR facebook.com/WorldBankGhana

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(2) Exchange rate loss: Due to SDR-USD exchange rate fluctuation, the project has already lost $8 million equivalent out of $50 million. This loss almost matches the $10 million cancellation request received from the Ministry of Finance in June 2016. As the restructuring could not be completed, the cancellation has not been processed. If the decision is to continue the project, the technical team recommends to forego reducing the project amount in consideration of the $8 million loss due to exchange rate fluctuation.

3. Implementing Agencies: Ministry of Lands and Natural ResourcesContact: Musah Abu-Juam, [email protected], 0302 666801

Key DatesApproval date: 27-Feb-2015 Effectiveness Date: 22-May-2015Closing Date: 30-Jun- 2020

Amt Approved: US$ 29.50 Amt Disbursed: US5.0m

Project Development ObjectivesThe Project Development Objective is to improve forest and tree management practices by cocoa farmers, CREMA communities and forest reserve managers to reduce forest loss and degradation in selected landscapes in Ghana's High Forest Zone. The overall goal of Forest Investment Program (FIP)-financed activities in Ghana is to reduce greenhouse gas (GHG) emissions from deforestation and forest degradation, while reducing poverty and conserving biodiversity.

Components Cost (US$ m)1. Policy Reforms and Institutional Strengthening: 3.002. Pilot Investments for Improved Forest and Landscape Management with Communities: 22.94 3. Innovation, Capacity Building, and Communications 2.80 4. Project Management, Monitoring, and Coordination: 3.76

Overall RatingsProgress towards achievement of PDO SatisfactoryOverall Implementation Progress (IP) Moderately SatisfactoryOverall Risk Rating Moderate

Implementation Status and Key DecisionsSubstantial progress was made on moving forward three major policy initiatives that are now with higher level approval bodies; these are related to tree tenure and benefit sharing; wood procurement (and the need to facilitate the production and sale of domestic legal timber); and plantation strategy. FIP funds are now ready to assist in implementation trials (pilots) plus consultation, communication and outreach required for furthering this work. Coordination and communication systems were established to enable development of work plans and monitoring of performance of activities. E.g., communication protocols and regular meetings of the Project Management Unit/Project Coordinating Unit (with focal persons from the implementing agencies). This "platform" of institutional collaboration should enable faster, more coordinated implementation going forward. On the ground, work was initiated with the Community Resource Management Areas (CREMAs) and cocoa farmers. Many cocoa farmers have been registered according to their willingness to work with the project. Training has been provided to a number of cocoa extension agents, also communication and outreach materials (e.g. radio programs) were developed, some specifically focused on promoting shade cocoa and countering the "myth" of unshaded cocoa. Local training events and workshops, organized by the Ghana Cocoa Board, were also attended by the Forestry Commission field and district staff, furthering cooperation between the two institutions. Large areas were surveyed and potential sites for plantation development were identified. Tree planting started as enrichment planting in degraded watersheds; establishment of model plantations; and boundary planting for forest reserves. Community sensitization on good tree planting practices started, and tree seedlings were distributed to small holder farmers.

4. Ghana Sustainable Land and Water ManagementImplementing Agency: Ministry of Environment Science and Technology, Environmental Protection Agency, Ministry of Food and Agriculture, Forestry CommissionContacts: Mr Fredua Agyeman, [email protected], 0242 184 162

Key DatesApproval Date 30-Nov-2010Effectiveness Date 8-Feb 2011 Original Closing Date 30-Nov-2020

Amt Approved: US$ 29.87 Amt Disbursed: US$ 13.77m

Global Environmental Objectives: Project Development Objective is (PDO): To (a) demonstrate improved sustainable land and water management practices aimed at reducing land degradation and enhancing maintenance of biodiversity in selected micro-watersheds, and (b) strengthen spatial planning for identification of linked watershed investments in the Northern Savannah region of Ghana.

Ghana FIP - Enhancing Natural Forest and Agroforest Landscapes Project

Board Approved Revised Global Environmental Objective (If project is formally restructured) to expand the area under sustainable land and water management in selected watersheds.

Amt Approved (including Additional Financing): Cost (US$ m)1. Component: Capacity building for integrated spatial planning 0.94 2. Component: Land and Water Management 26.593. Component: Project Management and Coordination 2.14

Overall RatingsProgress towards achievement of GEO SatisfactoryOverall Implementation Progress (IP) Moderately Satisfactory Overall Risk Moderate

Implementation Status and Key DecisionsThis is a multi-sectoral project implemented successfully through four sectors i.e Environment, Forestry/ Wildlife, Agriculture and Local Government and coordinated by the Ministry of Environment, Science, Technology and Innovation. The governance structures at all levels to facilitate effective project implementation (Project Steering Committee {at the National Level}, Local Steering Committee, Technical Coordination Office {at the Regional Level}, District Watershed Planning Teams, Community Watershed Management Teams, Community Resource Management Committees, CREMA Executive Committees) are in place and functioning. Over the project lifetime, over 4500 sub-projects benefiting 14,109 farmers have been supported with inputs and are currently being implemented by farmer groups in 118 communities covering 5,500 ha of land. A total of 118 community watershed plans have been developed and are being implemented. An area totaling 840 ha has been reforested within two forest Reserves (Kulpawn and Ambalara Forest Reserves). Management Plans for 4 Forest Reserves have been developed i.e Kulpawn, Mawbia, Ambalara and Chiana Hills Forest Reserve. The CREMA (Community Resource Management Area) management plan within the Western Wildlife Corridor for one site covering 9 communities has been completed and is being implemented. Four other CREMA management plans are at various stages of completion. In preparation for the 2017 farming season, a total of 32 community watershed planning exercises were undertaken in new communities slated for receiving SLWM support in 2017 and Community Watershed Management Teams were formed and trained in all these communities. Already 7 draft Community watershed plans from Builsa South and Kasena Nakana West districts were prepared. Training and other planning activities are starting in the Sawla-Tuna-Kalba district and West Gonja District (Northern Region) - new entrants to the project under the Second Additional Financing. New sets of activities are being introduced under the second Additional Financing (approved in 2016), promoting an integrated landscape approach and supporting post-harvest elements of the crops value chain, such as: Establishment of Village Savings and Loan Associations; Provision of water systems (weirs, hand dug wells and rain water harvesting) in agricultural landscape; Implementation of natural resource based livelihood activities; Implementation of post-harvest management activities; Implementation of fire management activities; Improved support for cultivation of root and tuber crops; implementation of infrastructure development programs in Mole National Park; Implementation of strategies on human wildlife conflicts reduction; and enhanced support to establishment of woodlots; and support for natural regeneration and agroforestry sub-projects.

B. EDUCATION, HEALTH & SAFETY NETS

5.Ghana Secondary Education Improvement ProjectImplementing Agency: Ministry of EducationContact: Riley Wilson, [email protected], 0208 111 627 Key Dates Approval Date 20-May-2014 Effective Date 3-Oct- 2014Closing Date 30-Nov-2019


Project Development ObjectivesThe Project Development Objective is to increase access to senior secondary education in underserved districts and improve quality in low-performing senior high schools in Ghana.

Components Cost (US$m)1. Support to Increase Access with Equity and Quality in Senior High Schools 140.102. Management, Research and Monitoring and Evaluation 15.90

Overall RatingsProgress towards achievement of PDO SatisfactoryOverall Implementation Progress (IP) SatisfactoryOverall Risk Rating Substantial

Implementation Status and Key Decisions This ISR is based on the implementation support mission conducted from September 26-October 10, 2016 and the comprehensive SEIP implementation progress report. Two years following project effectiveness, the Bank team is pleased to note the overall good progress of the project. Under the results based component the new construction (of 23 Senior high schools) is 80% complete and the

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rehabilitation of 50 existing SHS is over 90% complete. The project has provided 5,661 of the 10,400 scholarships to students from low income families with 54% of scholarships for girls. The project has exceeded the end of project targets for numbers of teachers to be trained in science and mathematics and all of the 125 beneficiary school heads have received leadership training. In addition, all of the 125 beneficiary schools have submitted School Performance Partnership Plans (SPPPs) and funds have been disbursed against at least 80 of the approved SPPPs for the implementation of goods and service activities. The project met all six of the year one Disbursement-linked results (DLRs) in February 2016 and has already met half of the results for year two (results for construction, upgrading and SPPPs). These results are expected to be verified by independent verification (with findings presented in reports) and World Bank reviews in late-December, 2016. The remaining three results related to enrollment in 125 schools, i-box roll-out and publication of the school mapping digest are also expected to be met by end-December, but are experiencing some delays in implementation. A restructuring was completed on August 30, 2016 to ensure the reallocation of resources among categories and to revise the percentage of expenditures to be financed for all categories to up to 100% of financing. This was to allow more flexibility in project implementation and for paying for results as they are met and without limitation for the timing of specified advances (previously a 50% advance was legally mandated once all DLRs for that year have been met). As of this ISR, Government would need to achieve at least 5 out of the 6 DLRs in order to receive the advance on year 3 results.

Under Component 1, Pillar 1 on increasing access with equity- new construction is being completed in many of the 46Under Component 1, Pillar 1 on increasing access with equity- new construction is being completed in many of the 46 lots and 80% of all construction works under this component (school construction, as noted above) have been reported as completed by end October, 2016. For the rehabilitation and expansion in 50 existing low performing schools, more than 90% of all rehabilitation work is completed. Most of the upgraded and rehabilitated schools were handed over in September 2016 at the beginning of the 2016 academic year. With regards to scholarships for students from low income families, 2,143 students received support in the 2014-15 academic year and in the 2015-16 academic year, an additional 3,468 new students are benefitting from financial support. The new electronic scholarship database system is now being integrated with the school mapping portal to better monitor this program.

Under Component 1, Pillar 2 Improve the quality of education in selected low-performing Senior High Schools, all 125 Senior High Schools have submitted their School Performance Partnership Plans (SPPPs) and 80 have been reviewed, approved, signed and initial funds disbursed. As such, the related DLR has been met and this helps pave the way for other DLRs by supporting school- level interventions to improve quality of SHS teaching and learning. Training has already been rolled out to over 1,700 teachers. Electronic content has been developed for the i-campus system (teaching and learning portal) with 200 modules in core subjects for SHS1 completed to date. Year 2 content development is underway and expected to be completed by end December 2016. The i-boxes deliver pre-prepared video lessons, student exercises and content assessment to SHS students and teachers. The i-boxes are currently being rolled out to the initial 70 schools following on the heels of i-box utilization training.

Expected Results for Year Two: The disbursement-linked results for year 2 include the following: (a) 80% construction works completed (achieved); (b) increase in enrollment in low performing schools by 1,000 seats; (c) at least 4,000 SHS students receiving scholarships in project schools (achieved); (d) Publication of updated school performance data for FY15/16 online and in brochure (partially achieved); (e) SPPPs for 80 schools signed (achieved); and (f) ICT-based instruction rolled out in about 50% of targeted schools (partially achieved).

With respect to activities under Component 2, the government team has hired two Independent Verification firms (one for civil works and one for quality outcomes) to validate and verify project results. Baseline data for the impact evaluations is currently being collected. The impact evaluations will test the impact of the ibox package and assess the extent to which follow-up science and mathematics teacher training has an impact on student learning. The research team has hired a firm to support their research agenda. They have also spearheaded a research database and are currently organizing a research evidence summit in March 2017. An Information Communication Technology (ICT) firm has been contracted to expand the functionality of the school mapping portal to include monitoring of school subsidies, scholarships, SPPPs and other key data. A more comprehensive communications strategy/plan is being developed and implemented.

Looking ahead: Expected Results for Year Three: The next set of disbursement linked results (year 3) include the following: (a) About 5,000 new seats created in underserved districts (cumulative); (b) increase in enrollment in low performing schools by about 3,000 seats (cumulative); (c) at least 6,000 SHS students receiving scholarships in project schools; (d) Publication of updated school performance data for FY16/17 online and in brochure; 6,000 SHS students receiving scholarships in project schools; (d) Publication of updated school performance data for FY16/17 online and in brochure; (e) SPPPs for 100 schools signed (cumulative); and (f) ICT based instruction rolled out in all beneficiary schools.

6. Maternal and Child Health Nutrition ProjectImplementing Agency: Ministry of Health, Ghana Health ServicesContact: Dr. Koku Awoonor-Williams, [email protected]/ [email protected], 0244 564 120

Key DatesApproval Date 20-May-2014Effectiveness Date 12-Feb- 2015Closing Date 30-Jun-2020


Amt Approved: US$ 68.00m Amt Disbursed: US$ 9.04 m

Project Development ObjectivesThe project development objective is to improve utilization of community-based health and nutrition services by women of reproductive age, especially pregnant women, and children under the age of 2 years.

Components Cost (US$ m)1. Component Community-Based Maternal and Child Health and Nutrition Interventions 62.002. Component Institutional strengthening Capacity Building, M&E, and Project Management 7.503. Component 3: Epidemic Preparedness and Control 3.50

Overall RatingsProgress towards achievement of PDO Moderately SatisfactoryOverall Implementation Progress (IP) Moderately SatisfactoryOverall Risk Rating Low

Implementation Status and Key DecisionsProject implementation commenced mid 2015 with the roll-out of activities in the regions and districts. Project funds continue to be disbursed by Ghana Health Service (GHS) to the regions to enable service delivery at the Community-based Health Planning and Services (CHPS) level and enhance supportive supervision of the CHPS zones by sub-districts, districts and Regional officials in the country. The funds released have facilitated outreach services in the communities, home visits to follow up on cases and trace defaulters, durbars (community level meetings on health related topics), meetings of community health committees and service delivery. Efforts are on the way to commence implementation of the community performance-based financing (cPBF) pilots in 8 districts in the Upper East, Upper West, Northern and Volta Regions as a means to further improve service delivery using the CHPS platform of outreaches and CHPS compounds. Startup grants have been made to the first two districts of the cPBF pilots and implementation launch will take place in February 2017 with the training of all community health teams, district and regional officials

7. Ghana Social Opportunities ProjectImplementing Agency: Ministry of Gender, Children and Social Protection, Ministry of Local Government and Rural Development. Contact: Robert E. Austin, [email protected], 0302/770246

Key DatesApproval Date 20-May-2010 Effectiveness Date 19-Oct-2010Closing Date 30-Jun-2017


Project Development ObjectivesThe objectives of the Project are to improve targeting of social protection programs and provide income support to poor households through LEAP grants and LIPW infrastructure in targeted districts.

Revised Project Development ObjectivesThe Project Development Objectives (PDO) of this Additional Financing is to improve targeting of social protection programs and provide income support to poor households through LEAP grants and LIPW infrastructure in targeted districts.

Components Cost (US$ m)1. Social Protection Policy and Systems Strengthening 9.002. Labor Intensive Public Works Implementation and Capacity Building 19.203. Livelihood Empowerment Against Poverty Implementation and Capacity Building 15.704. Project Management and Coordination 6.10

Overall RatingsProgress towards achievement of PDO Satisfactory Overall Implementation Progress (IP) Satisfactory Overall Risk Rating Low

Implementation Status and Key Decisions The project has registered the following key achievements:The project has registered the following key achievements:Project component one: Social Protection Policy and Systems Strengthening. Improving targeting for the Social Protection system will be achieved through the establishment of the Ghana National Household Registry (GNHR). Further, to ensure that the GNHR is fully developed and utilized, the Social Protection Policy and Bill which guides the implementation of social protection programs, and ensures continuity (as the Bill engrains the programs and systems detailed into law) were supported to ensure improvements in targeting, among other goals. Progress on the development of the SP policy and the GNHR are as follows:

After a successful launch of the Social Protection Policy, a Social Protection Bill is under development and validation meetings were held with key stakeholders in. The Draft Bill instructions were submitted






to Attorney General's department for review on March 3, 2016, and comments were received on July 5, 2016. Additionally, the Action Plan for the implementation of the Social Protection Policy began in September 2016 and is expected to be completed in January 2017. Upon completion of the development of hardware and software tools, as well as a data collection campaign, data collection for the Ghana National Household Registry (GNHR) began in August 2016 and is expected to be completed in November 2016. Currently, 90,000 out of the approximately 120,000 households have been registered in the region.

Project component two: Labor Intensive Public Works Implementation and Capacity Building. The Labor-intensive Public Works (LIPW) has so far provided short-term employment to 165,860 extreme poor persons (61% of whom are women) and has in the process transferred GHC 71,476,014 to these persons as wage earnings through electronic means. In terms of assets delivery, the project has rehabilitated 792km Feeder Roads, 192 Small Earth Dams & Dugouts (that is ensuring the harvesting of 21,195,764 cubic meters of water for the rural poor) and 2,550 hectares of degraded public/community land through tree planting and other biodiversity restoration activities. The Ministry of Local Government and Rural Development (MLRD) assisted the Ministry of Employment and Labor Relations (MELR) to formulate a National Labor-intensive Public Works Policy, which is aimed at institutionalizing the LIPW as a tool for employment creation in Ghana. The policy was launched on August 16, 2016. The next step is to begin the policy's implementation plan in January 2017.

Project component three: Livelihood Empowerment Against Poverty (LEAP) Implementation and Capacity Building. From 147,624 in June 2016, the number of Livelihood Empowerment Against Poverty (LEAP) beneficiary households was increased to 164,785 in 185 districts by the end of August 2016. Enrollment and validation of beneficiaries as part of the transition to electronic payments was completed for 184 out of 188 districts in August 2016. LEAP targeting efficiency is about 46.3 percent, implying that LEAP beneficiary population has (Proxy Means Test) PMT scores that place them in the poorest 20% quintile of the population of Ghana.

Project component four: Project Management and Coordination. Monitoring visits, supervision, steering committee directives and technical reviews provided feedback to improve implementation. Closer monitoring and sensitization of beneficiaries, and potential beneficiaries and their communities, as well as a total shift towards electronic payments were pursued to enhance achievements of the components' objectives. Grievance Redress Registers were provided for each beneficiary community. Community Focal Persons were appointed and trained to facilitate speedy and transparent resolution of complaints and grievances.

C. INFRASTRUCTURE, TRANSPORT, ICT & ENERGY

8. Ghana: Energy Development and Access ProjectImplementing Agencies: Ministry of Energy, Electricity Company of Ghana, Volta River Authority, ARB Apex Bank, Contact: Andrew T. Barfour, [email protected], 233-302-667154

Key DatesApproval Date 26-Jul-2007Effectiveness Date 06-Dec-2007 Closing Date 31-July-2017


Project Development ObjectivesTo improve the operational efficiency of the electricity distribution system and increase the population's access to electricity. Ghana Rural Energy AccessGlobal Environmental Objective: The global environmental objective of the project is to support transition to a low-carbon economy through the reduction of greenhouse gas emissions (GHG) in line with the United Nations Framework Convention on Climate Change and its Kyoto Protocol, to which Ghana is a Party (GEF OP 5 and 6).

Components Cost (US$ m)1. Revenue collection Improvement 55.002. Management and planning enhancement 5.003. Sector & Institutional Development 14.004. Electricity Distribution Improvement 94.005. Electricity Access & Renewable Energy 101.00

Overall RatingsProgress towards achievement of PDO Moderately SatisfactoryProgress towards achievement of GEO Moderately SatisfactoryOverall Implementation progress Moderately SatisfactoryOverall Risk Rating Substantial

Implementation Status and Key DecisionsComponent B: Distribution System Improvement A total of 52,511 meters have been installed in Ashanti East region.Following the issues surrounding ECG Customer Management System (CMS) concerning the accusation of inaccurate billing by the system, ECG has taken proactive steps in resolving these issues. As part of these steps, ECG hired international consultant specialized in utility operations, to perform system audit of the CMS and to identify the necessary next steps to improve commercial operations of ECG. The report was finalized and sent to the Parliamentary Committee on Energy and Mines, PURC and World Bank on July 15, 2016, which validates the earlier findings that there are no

issues with the accuracy or performance of the CMS. The report also points out some of the institutional challenges that ECG faces in order to improve collection rates and fully utilize the CMS' functionalities. The contract for the CMS has been completed and closed. Component C: The mini-grid pilot investmentsAll five mini-grids in Pediatorkope, Atigagome, Wayokope, Aglakope, and Kudorkope communities were installed and commissioned. The Acceptance Certificate was issued to the contractor, Tecno Trama Ambiental (TTA) consortium, and the systems entered into the two-year O&M period under the contract. 434 customers out of possible 563 customers were connected and now are receiving stable 24/7 power supply for their homes and street lighting. Second Additional FinancingThe Second Additional Financing for GEDAP (approved by Bank Board in April 2015) was approved by Parliament on October 19, 2016. Subsequently, the Government fulfilled all the effectiveness conditions and the loan was declared effective on November 29, 2016. Now the Government is preparing a request for project restructuring for (I) extension of the closing date beyond July 2017, (ii) additional work and reallocation of funds towards urgent sector restructuring work.

9. Ghana Transport Sector ProjectImplementing Agencies: Ministry of Transport, Ministry of Roads and Highways Contact: Kojo Addison,[email protected] , 0208149535

Key DatesApproval Date 30-Jun-2009Effectiveness Date 12-Nov-2009 Closing Date 30 June 2018


Project Development ObjectivesThe project development objective (PDO) is to improve mobility of goods and passengers through reduction in travel time and vehicle operating cost, and to improve road safety standards. This objective will be achieved through strengthening the capacity of transport institutions in planning, regulation, operations and maintenance, and through infrastructure investment.

Components Cost (US$ m)1. Support to MRH 4.202. Support to Road Sector and Educational Entities 6.503. Improvement of Trunk Roads 64.004. Improvement of Urban Roads and Infrastructure 78.005. Improvement of Feeder Roads 50.506. Support to MOT and other Transport Sector Entities 13.50

Overall RatingsProgress towards achievement of PDO Moderately Satisfactory Overall Implementation Progress (IP) UnsatisfactoryOverall Risk Rating Moderate

Implementation Status and Key DecisionsOverall disbursement stands at 82% of project funds. While overall implementation continues at a steady pace, delays in RAP implementation continue to persist on the implementation of the rehabilitation works for the Ayamfuri-Asawinso road which is about 85% completed. Works cannot proceed in areas where compensation is to be paid to Project Affected Persons, and this could potentially increase cost of execution of the works. Government has once again been alerted about the need to resolve this issue expeditiously to allow for smooth execution of the works.

Preparatory activities for the proposed Transport Sector Improvement project which is partly funded under this project have also commenced, and several studies are either ongoing or under procurement. These include a public expenditure an institutional review of the transport sector, socio-economic baseline study of the project area as well as the review of the national transport policy and updating of safeguards frameworks.

10. Greater Accra Metropolitan Area (GAMA) Sanitation and Water Project

Implementing Agencies: GWCL /PIU, Ministry of Local Government & Rural DevelopmentContact: George Asiedu, email: [email protected], 0208111602

Key DatesApproval Date 06-Jun-2013 Effectiveness Date: 7-Aug- 2014 Closing Date: 30-Nov-2018


Project Development ObjectivesThe objective of the project is to increase access to improved sanitation and improved water supply in the GAMA, with emphasis on low income communities and to strengthen management of environmental sanitation in the GAMA



at critical points on identified roads, (ii) dredging/excavation of unlined drains to improve flow of water in the selected communities during major rain events and (iii) construction of lined drains in some flood prone communities. Six culverts are to be constructed as well as approximately 35km of unlined drains and 15km of lined drains.

10. Component 4: Institutional Strengthening (Us$20.1m). This component is to provide Technical Assistance to MMAs, National Institutions and promotion of the private sector initiatives and support for development of social accountability mechanism. It is being managed mainly by the MLGRD through the PCU and partially by the GWCL through the Low Income Consumer Support Unit (LICSU of GWCL).

11. Implementing Agency: Community Water and Sanitation AgencyContact: Owusu Konadu; [email protected]; 0266778566

Key DatesApproval Date 23-Jun-2010Effectiveness Date 06-Dec-2010 Closing Date 30-Jun-2017


Project Development ObjectivesThe project's development objective is to expand access to, and ensure sustainability of water and sanitation services in rural and small town communities in six regions over the next 6 years.

Components Cost (US$ m)1. Rural and Small Town Water Supply 47.602. Rural and Small Town Integrated Sanitation & Hygiene Promotion 18.603. Institutional Strengthening and Project Management 11.10

Overall RatingsProgress towards achievement of PDO Moderately Satisfactory Overall Implementation Progress (IP) Moderately SatisfactoryOverall Risk rating Moderate

Implementation Status and Key Decisions Disbursement has reached 100% of the credit amount. The project is on course to achieving the project development objective of expanding access to, and ensuring sustainable water supply and sanitation services in rural and small town communities in six regions of Ghana. The project is expected to benefit 600,000 people in the Upper West, Upper East, Northern, Brong Ahafo, Western and Central regions. Progress to date indicates significant higher population coverage for water supply than the target. Sanitation has also made good achievement as the number of institutional toilets constructed exceeds the original number that was agreed upon in the beginning of the project. Even though the concept of CLTS has not made the expected impact in the delivery of Open defecation free (ODF) communities a significant number of household toilets have been constructed and with some additional support to the communities, ODF can be achieved in several communities. There is currently some savings under the project that will be applied to key components.

Water Supply: The water supply components have achieved their targets relating to population coverage and number of small town water supply systems, even though 21 water supply contracts whose designs have been completed could not be executed because of cost over-run. The number of orphan boreholes rehabilitated (and fitted with hand-pumps) also exceeded target. There is however a slight shortfall in the number of new boreholes (to be fitted with hand pumps) as a result of a few dry wells that were encountered in the target communities. It is intended to apply part of the savings to drill wells in alternate communities to make up the number.

The original target for the small town water supply systems is 45, which include newly installed 30 facilities, and the rehabilitation of 15 former GWCL transferred to District assemblies for community management. Meanwhile to date the small town water supply systems which are based on piped mechanized boreholes, 61 have been completed (These include 52 new system consisting of mechanized sources, transmission, storage and distribution + 6 GWCL transferred system rehabilitated and expanded to meet 2025 demand) + 3 systems that involves only the provision of storage reservoirs to existing water supply systems. Sanitation: The achievement in the sanitation sector is mixed. 437 institutional toilets have been completed to date which is more than the target of 200. Only 15,600 household (HH) toilets of the target of 40,000 have been constructed in about 1400 communities covering a population of 268,000. Only about 10 of the target of 550 communities have to date declared Open-Defecation- Free (ODF). Thus whereas number of communities sensitized about Hygiene and eradication of Open Defecation Free of 1400 exceeds the target of 550, the population covered by sanitation of 268,000 falls short of the target of 600,000. There may be the need to re-strategize in the application of the concept of CLTS to improve the demand for HH toilets. This may include the provision of some support for the construction of HH toilets.

12. eTransform Ghana Project Implementing Agency: Ministry of CommunicationsContact: Nelson Osae, [email protected], 020-811-9547

Key DatesApproval Date 24-Oct-2013 Effectiveness Date 19-Sep-2014Closing Date 30-Jun-2019

Ghana Sustainable Rural Water & Sanitation Services Project

Components Cost (US$ m)1. Provision of environmental sanitation and water supply services 31.502. Improvement and expansion of the water distribution network 48.10 3. Planning, improvement & expansion of Environmental Sanitation Services 34.004. Institutional Strengthening 20.105. Physical and Price Contingencies 13.606. Repayment of PPF 2.70

Overall RatingsProgress towards achievement of PDO Moderately UnsatisfactoryOverall Implementation Progress (IP) Moderately UnsatisfactoryOverall Risk Rating Substantial

Implementation Status and Key DecisionsThe project is now at mid-term since the IDA grant approval in June 2013. Implementation is running behind schedule given the 14-month delay experienced in achieving grant effectiveness and the subsequent late start to implementation. Efforts should be made to expedite progress given the limited time before the project closing date. A summary of status and key decisions under specific components over the reporting period is provided below.

1. Sub-Component 1a) Increasing Access to Household Sanitation. By September 14, 2016, a total of 280 toilets had been constructed in the eleven MMAs, with 80 at various stages of completion. Under the IDA project sanitation facilities at the household level are to be fully financed by households. The OBA Sanitation Facility administered by the World Bank on the other hand is providing a grant that provides a 50 percent output-based subsidy to benefit about 6,600 households in the poorest areas. 2. Principal reasons for the slow delivery of on-site household toilets are the slow rate of customers registering and committing funds, and the inadequate capacity of the SPIs to build the toilets, even where households have committed their funds. This is linked to difficulties faced by households to pay for toilets. Some households find it challenging even to save gradually towards mobilizing part of the costs whilst they are at the same time paying towards the use of public facilities. It was agreed that operating modalities for the IDA and OBA sanitation activities would be aligned so as to simplify procedures and to open the possibility that IDA toilets also benefit from a capital subsidy from project funds.

3. Sub-component 1 (b) Construction of Institutional Sanitation Facilities. A total of about 233 Schools have been identified by the eleven MMAs to benefit from the Institutional Sanitation component under the project. The schools were selected on the basis of criteria such as lack of or poor state of existing sanitation facilities, school population, etc. Nine out of the eleven MMAs have awarded contracts for school sanitation facilities. Construction works in several schools had commenced. However, it was observed that Bank approvals for key Environmental and Social Safeguards instruments such as the Environmental and Social Safeguards Management Plan (ESMP) and the Abbreviated Resettlement Action Plan (ARAP) for the works were not received prior to commencement. The Bank advised that ongoing works be halted immediately until these measures are in place.

4. Component 2. Improvement and Expansion of the Water Distribution Network (us$48.1 million This component is implemented by GWCL, and is expected to contribute to the provision of access to piped water supply for an estimated 250,000 people in low income areas and their environs in GAMA.

5. Contracts for the first phase (Phase 1) comprising priority works including installation of a total of about 77 km of pipelines to extend the tertiary distribution network to selected low income areas in three MMAs, Accra Metropolitan Area (AMA), LEKMA, and Adentan MAs have been awarded and are ready to commence construction. The ESMP and ARAP for these works were submitted to the Bank for approval. Phase 2 will comprise installation of an additional 191.2 km in five additional MMAs; Ga East, Ga South, Tema, Ga Central, and Ga West MAs. Progress under Component 2 is expected to improve significantly over the coming six to twelve months as works contracts are rolled out. 6. Component 3 - Planning, Improvement and Expansion of Gama-Wide Environmental Sanitation Services (Us$34 Million). Key intermediate results envisaged from this component include: (i) the definition of options and design and rehabilitation/ construction of septage or wastewater treatment facilities in selected areas in GAMA identified as priorities to improve wastewater/septage disposal following the mentioned assessment; and (ii) preparation of an integrated masterplan for liquid and solid waste and drainage in GAMA. 7. Integrated Master Plan for Drainage, Sanitation and Solid Waste Management. It was agreed to combine the three master plans into one integrated master plan. The outputs of the masterplans are expected to contribute significantly to sector planning in GAMA. 8. Liquid Waste Assessment and Proposed Investments. A private firm, M/s Zoom Lion, has nearly completed two fecal sludge treatment plants, one of 2,000 m3/d capacity at Mudor in the center of Accra and one of 600 m3/d capacity at Adjen Kotoku. These should be operational by the end of 2016, rendering unnecessary the current dumping on the beach at “Lavender Hill”. However, this capacity is not sufficient for the growing needs of Accra, and it was agreed that the consultant would focus on the Nungua Farms site in the east of GAMA and another site in the west, for optimum geographical coverage. 9. Priority Drainage Intervention to alleviate flood risk. The risk of heavy floods during the mid-year rainy season is a major challenge for the Greater Accra area. Dealing with the flood management situation in Accra will call for huge investments that will require mobilization of significant resources and an integrated approach to addressing the problem. Three types of drainage interventions are being undertaken under the project, namely, (i) construction of culverts to prevent perennial flooding





Additionally, a PPP champion has been appointed for the PPP program, the VGS framework has been approved by the Minister of Finance, and significant progress has been made in key transactions. Between now and the end of FY17, the Project is projected to disburse $9M. In order for the Project to realize a successful completion and establish sustainable structures within the remaining 17 months, the Government will need to secure passage of the PPP law, speed up the Project procurement processes and ensure prudent contract management to deliver on all the procurement before the Project's closure.

E. Public Sector Management and Reforms

14. Ghana Statistics Development ProjectImplementing Agency: Ghana Statistical Service, Contact: Sylvester Gyamfi, [email protected]. 0243888570

Key DatesApproval Date: 25-Aug-2011Effectives Date: 28-Apr-2014 Closing Date: 30-Jun-2018

Amt Approved: IDA- US$ 30.0m; SRF TF-US$10.0m Amt Disbursed: US$ 26.12m

Project Development ObjectivesTo strengthen the National Statistical System in the production and dissemination of timely and robust statistics relevant for evidence-based policy-making and other uses.

Components Cost (US$ m)1. Institutional reform and organizational change 3.202. Enhancing capacity 16.253. Data development and dissemination 16.604. Project Management and Monitoring and Evaluation 1.30

Overall RatingsProgress towards achievement of PDO SatisfactoryOverall Implementation Progress (IP) SatisfactoryOverall Risk Rating Moderate

Implementation Status and Key DecisionsThe project continues to make substantial progress. Under component 1 (Institutional Reform and Organizational Change), Ghana Statistical Service (GSS) now has a new functioning organogram. 37 staff members are pursuing masters' degree courses in economics, statistics, demography/population and labor studies. 29 staff have been integrated into the Local Government Service. The buyout program was concluded and 54 staff were separated from the GSS. For component 2a, staff of GSS and participating Ministries, Department and Agencies were trained in networking environment software, economics and microeconomic analysis, modelling and forecasting, survey methods, sampling, international standard industrial classification (ISIC), civil registration and vital statistics (CRVS) assessment, performance management, and in android mobile application. For Sub-component 2b, a post-census cartographic mapping was carried out with the objective of updating all the enumeration area (EA) maps and size established during the 2010 Population and Housing Census (PHC). A business register has been produced. Economic data was collected on 31,000 establishments during the phase 2 of IBES which was completed in February 2016.

Data collection for the Labor Force Survey (LFS) was successfully completed and the LFS report is expected to be launched in July 2016. For Data Production and Dissemination, the MoE completed the field work for the 2015/16 Annual School Census. The report is expected to be disseminated by the end of July 2016. The Ministry of Health produced a report on Maternal Deaths Survey to provide in-depth knowledge of the causes of maternal deaths in Ghana. The Birth and Death Registry completed the capturing of an initial backlog of over 200,000 entries from 2000-2012. On dissemination, a new Data Dissemination Policy was developed, approved and adopted by GSS to allow users to have free access to anonymized micro data. The following reports were disseminated: the District Census Reports, Ghana Poverty Profile, Ghana Poverty Mapping Report and the Ghana Demographic and Health Survey Report, Maternal Deaths Survey Report, the 2014/15 Annual School Census report.

15. Ghana Land Administration Project - 2Implementing Agency: Ministry of Lands and Natural Resources, Contact: Dr. Benjamin Quaye, [email protected], 0501322686

Key DatesApproval Date 31-Mar-2011 Effectiveness Date 08-Aug-2011 Closing Date 31- Mar- 2018 Amt Approved: US$ 52.50m Amt Disbursed: US$ 42.22m

Project Development ObjectivesTo consolidate and strengthen land administration and management systems for efficient and transparent land services delivery.

Components Cost (US$ m)1. Strengthening the Policy, legal and regulatory Framework for

Amt Approved: US$ 97.00m Amt. Disbursed: US$ 19.68m

Project Development ObjectivesThe Project Development Objective of the e-Transform Project is to improve the efficiency and coverage of government service delivery using ICT.

Components Cost (US$ m)Component One - Enabling Environment for Electronic Government and Business 15.15Component Two - Support for Upgrading National Identification System and Online Verification Services 29.15Component Three - Scale up of Applications to improve servicedelivery in priority sectors 40.55Component Four - Project Management Support 7.10Contingency 5.05

Overall RatingsProgress towards achievement of PDO Moderately SatisfactoryOverall Implementation Progress (IP) Moderately SatisfactoryOverall Risk Rating Low

Implementation Status and Key DecisionsThe Ghana e-Transform project offers tremendous opportunity to improve the delivery of government services in Ghana using information and communication technology (ICT). The project is supporting the development of key applications, including digital identification, e-Education, eHealth, e-Parliament, eProcurement, e-Immigration and e-Justice, in addition to building shared infrastructure (such as cloud systems).

The implementation of the project has advanced, based on project reviews held during mission in May 2016 and during weekly conference calls. The e-Immigration program is being implemented at full speed and is expected to be completed by October 30, 2016. The tertiary institutions access program (TIAP) – which provides connectivity to selected universities – was launched in March 2016 and is expected to be completed by September 30, 2016. The requests for proposals (RFPs) for e-Justice and eProcurement have been issued. The contract for e-Parliament has been established. The government has recently staffed up its technical capacities within the project implementation team.

The project can benefit from further improvements to accelerate the pace of procurement under the project. A timely approach to procuring goods and services can fasten project disbursements and help realize the project development objective.

The World Bank recognizes the leadership and dedication given by the Government of Ghana in implementing the eTransform project.

D. Public Sector Development and Private Public Partnership

13. Ghana Public Private Partnership (PPP) ProjectImplementing Agency: Ministry of Finance Contact: Isaac Oware-Aboagye, [email protected]

Key DatesApproval Date 27-Mar-2012 Effectiveness Date 26-Dec-2012Closing Date 28-Feb- 2018

Amt Approved: US$ 30m Amt Disbursed: US$ 13.2m

Project Development ObjectivesThe objective of this Adaptable Program Lending (APL) Project is to improve the legislative, institutional, financial, fiduciary and technical framework to generate a pipeline of bankable PPP projects, in order to enhance and improve the infrastructure and other social service levels through private sector participation. . The APL is designed to promote the creation of a sustainable and cost-effective PPP market in Ghana.

Components Cost (US$ m)1. Institutional, Fiduciary, Legislative and Financial Capacity Building 10.002. PPP Pipeline Preparation and Transaction Advisory Support 18.503. Project Management and Monitoring & Evaluation 1.50

Overall RatingsProgress towards achievement of PDO Moderately Satisfactory Overall Implementation Progress (IP) Moderately Satisfactory Overall Risk Rating Substantial

Implementation Status and Key DecisionsThis ISR is based on the Supervision Mission that took place Aug 29-Sept 7, 2016. Progress since the last ISR has been positive. The PPP law has gone through two readings at Parliament, and is likely to be passed during the next sitting of Parliament in October 2016. The Project's Implementing Unit has procured most vacant staff positions, including the procurement of a Resident PPP Advisor.





with number of beneficiaries reaching 5.8 million compared to end of project target (EOPT) of 2 million. Similar progresses have been registered in all the other project components.

17. Ghana Economic Management Strengthening Project Implementing Agencies: Ministry of Finance (MoF)Contact: Sauda Ahmed, email: [email protected], 0244973278

Key DatesApproval Date: 30-Aug-2016 Effectiveness Date: 01-Nov-2016Closing Date: 31-Mar-2020

Project Development ObjectivesThe Project Development Objective (PDO) is to strengthen the Government of Ghana's institutional capacity for revenue and expenditure management.

Overall RatingsProgress towards achievement of PDO -- Moderately SatisfactoryOverall Implementation Progress (IP) -- Moderately SatisfactoryOverall Risk Rating -- Substantial

Components Cost (US$m)Component 1: Strengthening Gh Revenue Authority's Business Intelligence Systems: 4.00 Component 2: Strengthening Debt Management 1.20 Component 3: Strengthening Capacity in Public Investment Management: 4.00Component 4: Improving the Governance of State- Owned Enterprises: 5.25Component 5: Project Management: 0.55

Implementation Status and Key DecisionsThe Ghana Economic Management Strengthening project was approved by the World Bank Board of Directors on August 30, 2018, and became effective on November 1st, 2016. The project launch workshop took place from November 14 to November 17, 2016. The Government Project Implementation Team is off to a good start: The Project Coordinator and her team have a strong understanding of the project objective. The Project Component Coordinators on the Government side are committed to reaching the set goals. The Bank team has been providing no-objections to Terms of Reference for the hiring of individual consultants and firms under the four key components: (I) Component 1 which seeks to improve the functioning of the GRA by establishing an integrated data warehouse (DW) for capturing a greater number of taxpayers; (ii) Component 2 which seeks to improve debt management, cash flow forecasting, and operational risk management while strengthening debt reporting and transparency mechanisms;

Component 3 which aims to improve PIM capacity through a comprehensive PIM strategy and to enable government entities to better assess economic, financial, social, and environmental aspects of public investment projects; and (iv) Component 4, which seeks to address SOE governance challenges through a study of government equity, the establishment of a single SOE management entity, and piloting the introduction of corporate governance policies in a number of SOEs.

Overall CommentsThe project was approved on August 30, 2016 and became effective on November 1st. The project launch workshop took place November 14-17, 2016.

18. Ghana Public Financial Management Reform ProjectImplementing Agency: Ministry of FinanceContact: Patrick Nomo, 0302-665132

Key DatesApproval Date: 15-May-2015Effectiveness Date: 18-Aug-2015Closing Date: 30-Jun-2019

Amt Approved: US$ 45m Amt Disbursed: US$17.84m

Project Development ObjectivesThe project development objective (PDO) is to improve the budget management, financial control and reporting of the Government of Ghana.

Components Cost (US$ m)1. Enhancing Budget Creditability 2.702. Public Financial Management Systems Control 37.203. Reinforcing Financial Oversight and Accountability 2.00 4. PFM Reform Coordination and Change Management: 7.60

Overall RatingsProgress towards achievement of PDO SatisfactoryOverall Implementation Progress (IP) SatisfactoryOverall Substantial

Implementation Status and Key DecisionsThe Ghana Public Financial Management Reform (PFMR) project will continue to extend the functionality established under GIFMIS to all levels of Government and put the principles of sound


Land Administration 5.002. Decentralization and Improving Business and service Delivery Processes 23.513. Improved maps and Spatial data for land Administration 31.514. Human Resource Development and Project management 10.78

Overall RatingsProgress towards achievement of PDO Moderately Satisfactory Overall Implementation Progress (IP) Moderately UnsatisfactoryOverall Risk Rating Moderate

Implementation Status and Key DecisionsA number of the actions agreed upon during the September 2015 Mission have been implemented or addressed. These include: (i) preparation of the 4th draft of the Land Bill by the Land Bill Working Group; (ii) the award of the Ghana Enterprise Land Information System (GELIS) contract; (iii) inauguration of the seven (7) Client Services and Access Units (CSAUs); (iv) Refurbishment and automation of the Land Courts in 4 regions; (vi) completion of the National Spatial Development Framework (NSDF); (vii) completion of the Land Use Planning Management Information System (LUPMIS) database. The full list of all completed activities is provided in Table 1 of the Aide Memoire.

As a result of the establishment of the 7 CSAUs which have since been operational, there is positive progress towards achieving two of the key performance indicators: (i) reduction in the turn-around time in registering land deeds (currently estimated at 1.5 months from a baseline of 3 months); and (ii) titles (currently estimated at 4.2 months from a baseline of 7 months). It is assumed that once the CSAU operations are fully automated after the establishment of the GELIS, the turn-around time will be reduced even further, thereby helping to achieve the project's development objective to improve the efficiency and transparency in the delivery of land sector services. The project has fully achieved the other two key performance indicators: (iii) basic information on standard statutory fees, land values and charges and on land transactions to be made publicly available; and (iv) number of registered land transactions (61,629) transactions registered out of the end of project target of 30,000.

Although progress has been achieved in activity implementation since September 2015, there is still limited headway towards the achievement of the key outcomes. With ten (10) months of project implementation, the two key performance indicators are still behind the targets. As such the mission maintains the PDO rating at Moderately Satisfactory (MS) and the Implementation Progress (IP) at Moderately Unsatisfactory (MU). The mission recommends that effective implementation of the current contracts, in particular measurable performance of the GELIS contract, the continued progress on the Land Bill drafting and progress on the Kumasi office complex will determine the upgrading of both the PDO and IP ratings to Satisfactory within the next 2-3 months. In order to achieve this, the mission has agreed on key actions which will trigger a review of the ratings.

16.Ghana Local Government Capacity Support ProjectImplementing Agency: Ministry of Local Government and Rural Development, Ministry of Employment and Social Welfare. Contact: Kwame Owusu-Bonsu, [email protected], 0244 879 282

Key DatesApproval Date 22-Mar-2011Effectiveness Date 15-Nov-2011Closing Date 30-Jun-2017


Project Development ObjectivesI. To strengthen the intergovernmental fiscal framework;ii. To strengthen local public financial management and accountability for improved infrastructure and services in urban assemblies; andiii. To improve citizens' engagement with urban assemblies and their perceptions of urban management.

Components Cost (US$ m)1. Strengthening the fiscal framework for decentralization 4.902. Enhancing decentralized urban service delivery 156.203. Stimulating demand for accountable local government service delivery 3.80 4. Institutional and Project Management Support 5.90


Implementation Status and Key DecisionsTotal releases to Government of Ghana (GoG) now stand at US$111.836 million representing 70% of total project financing, leaving a balance of US$48.131 million with IDA. The decision to open the Urban Development Grant (UDG) and make it a competitive grant has spurred up competition among (Metropolitan, Municipal Agencies) MMAs – as non-performers will lose money to performing MMAs. Out of total 808 sub-projects approved under UDG 1 – 4, 581 sub-projects (72%) have been completed, 183 sub-projects (22.6%) are on-going and 44 sub-projects (5.4%) are yet to be awarded. Since November 2015, the total number of sub-projects completed has increased from 480 to 581 and those in use increased from 464 to 553. Overall the PDO indicators have all been overachieved




transparency; and (ii) strengthen local technical skills in Ghana's emerging oil and gas sector.

Components Cost (US$ m)1. Resource Management 10.702. Data Management 7.303. Environmental Management 5.104. Revenue Management 2.705. Enhancing Sector Governance 1.806. Vocational Training Support 13.507. Tertiary Education and Research Support 13.808. Project Management 2.90

Overall RatingsProgress towards achievement of PDO Moderately SatisfactoryOverall Implementation Progress (IP) Moderately SatisfactoryOverall Risk Rating Moderate

Implementation Status and Key ResultsThe project continues with a Satisfactory rating in terms of progress towards achievement of the PDO and implementation. The original credit is 100% disbursed and the additional financing, which became effective on May 11, 2015 has disbursed 79% of its funds.

Component B1 (Vocational Education) continues to experience implementation challenges because of delays in installing equipment already procured and delivered to the three vocational training institutions.

All other project components are performing well.

F. Trade and Competitiveness

20. Ghana Climate Innovation Center Implementing Agency: Ashesi University CollegeContact: Patrick Awuah, 020-2113138

Key DatesApproval Date: 20-Feb-2016Effectiveness Date: 22-Feb-2016 Closing Date: 30 June 2020


Project Development ObjectivesThe objective of the project is to support entrepreneurs and SMEs involved in developing profitable and locally-appropriate solutions to climate change and increase business activity in the climate technology sector through the establishment of a locally based climate innovation center.

Components Cost (US$ m)1. Climate Innovation Center Establishment, Services and Monitoring and Evaluation 8.502. Climate Venture Financing Facility 8.70

Overall RatingsProgress towards achievement of PDO Moderately SatisfactoryOverall Implementation Progress (IP) Moderately SatisfactoryOverall Risk Rating Moderate

Implementation Status and Key ResultsThe project team conducted a mission to Ghana from May 15 - 20, 2016 to (i) participate in the Ghana Climate Innovation Center (GCIC) launch event on May 17th, (ii) carry out implementation support for the GCIC project (P145765) and (iii) advance preparations of the GCIC Climate Venture Financing Facility.

The mission held a series of meetings to review progress on GCIC project implementation with Ashesi University and the consortium team, including SNV Ghana, Ernst and Young Ghana and the United Nations University Institute of Natural Resources in Africa (UNU-INRA). The meetings allowed the World Bank to review progress on financial management and procurement capacity and arrangements, the recruitment of key staff, design of the GCIC programs and outreach plan for attracting the first cohort of GCIC clients, preparations of the physical space for the GCIC and progress on establishing the GCIC's governance arrangements.

Based on the full evaluation of project implementation, progress was deemed satisfactory.

G. REGIONAL PROJECTS

21. Ghana: West Africa Agricultural Productivity ProgramImplementing Agency: Ministry of Food and Agriculture Contacts: Mrs. Azara Ali-Mamshie, email: [email protected], 0277 403985


fiscal management and financial control and accountability firmly in place. The first set of roll outs to 53 Ministry Department and Agencies (MDAs) will start soon and be delivered before the first quarter in 2017.

Project implementation has, since effectiveness, progressed Satisfactorily. Some of Ghana's budgets did not cover fully all known obligations and, as a consequence, spending has been controlled by cash rationing rather than proper cash management during the budget implementation process.

Component 1: Enhancing Budget Credibility.Consultancies to guide strengthening of the budget process are ongoing and a draft Financial Management Bill has been passed and accented to Wage negotiations were successfully completed prior to the budget, and this will be mandatory under the new Law. The draft Bill has established clear legal requirements for the presentation of fiscal strategy and stipulates that Cabinet and all stakeholders with fiscal claims consider all claims in a timely way and in line with forecast resources and constraints. The same has a number of serious punitive elements for those that contravene the PFM law and abuse government resources.

Component 2: Public Financial Management Systems and Control.The project team has completed the preparatory activities for the initial rollout of GIFMIS to the IGFs, SF, DFPs, and MMDAs. Key IGFs and statutory funds are now on GIFMIS. The technical issues hampering automatic electronic bank reconciliation have been largely resolved. The process of implementing core interfaces with TRIPS, GCMS, e-Monitor, CS-DRMS and e-Procurement has started with a few still at the design stage. Implementation of preparatory activities for pilot go-live of HRMIS are also in progress.

The issue of network connectivity through the National Information Technology Agency (NITA) needs urgent attention at the highest levels. The Mission was informed that NITA continues not to receive the requisite budgetary funds to support its operations, which could potentially jeopardize the existing operations and further rollout. It would be necessary for the Controller and Accountant General's Department (CAGD) and NITA to conclude a service level agreement as early as possible to reduce potential down time in systems available for GoG PFM operations.

A number of activities have been undertaken to strengthen the current internal audit function. A wholesale adoption of a risk-based approach in most MDAs and MMDAs is being undertaken and is at various stages. Adoption of Risk Based Internal Audit (RBIA) in government will reinforce outcomes in accountability through a methodical process of strengthening systemic controls and focus on risks. The lack of availability of a suitable training center, equipped for training in CAATS and some key activities was reported as constraining factor for the capacity building efforts planned by the IAA in the interim.

The Government is determined to transition to IPSAS accrual basis of accounting and financial reporting. To that end, CIPFA (UK) has been selected to provide a strategic roadmap and plan to support the venture. Currently, a form of modified cash/accrual basis is being implemented. It would be important to exercise caution to avoid a situation where Ghana is neither on 'cash' nor on 'accrual' basis, as international standards do not recognize a middle ground – 'modified cash' or 'modified accrual'. Arrangements to provide Additional Financing to the project by Switzerland are at advanced stage. The funds will be used to help implementation the IPSAS roadmap for Ghana.

Component 3: Reinforcing Financial Oversight and Accountability. A number of consulting activities, including developing and training in ICT tools and partnerships with private audit firms, have taken off through development of the requisite terms of reference, trainings undertaken and key outputs delivered. The Mission was encouraged to learn that no backlogs of audits, foreseen at time of project design at MMDA levels, currently exist. Nevertheless, a strategic framework for partnering with the private sector would need to be developed, in house by the Ghana Audit Services (GAS), to institutionalize the arrangements for such partnerships, especially as it relates to audits of donor funded projects.

Component 4: PFM Reform Coordination and Change Management. The PMRCU has guided the establishment of an effective PFMRP monitoring and reporting system and, together with the MOF, is engaged in coordinating overall reforms of PFM. The PFMRP has since developed the work-plan for the first year of project implementation and supported this with a procurement plan. The M&E Unit of the PFMRCU has established reporting comprehensive frameworks to define baselines, set milestones, and track performance at activity level for all PFMRP activities. Progress has been made in defining milestones at activity and sub-component level, but monitoring has been limited to qualitative assessment.

19. Ghana Oil and Gas Capacity Building Project Implementing Agency: Ministry of EnergyContact: Alexander Kyei, [email protected], 024-457-2869

Key DatesApproval Date: 20-Dec-2010 Effectiveness Date: 20-May-2011 Closing Date: 30 June 2017


Project Development ObjectivesThe project objective is to (i) improve public management and regulatory capacity while enhancing




provided by the ACEs themselves. Verification of the figures for disbursement purposes (as they are DLIs) is taking place with the third-party verification (TPV) agency having completing the verification of 5 pilot ACEs [LSM1] and the remaining 14 expected to be completed by September. This is likely to lead to downward adjustments to these figures. That being said, progress on the indicators has improved since the last supervision mission in November 2015 with achievement observed on all the PDO-level indicators and being on track for year 1 targets. Therefore, progress towards achievement of the PDO continues to be rated Satisfactory.

Operational progressA key challenge was the disbursement delay and shortage of dollars for Nigerian ACEs due to the country's exchange rate and the single treasury account [LSM1]. The project finally resolved this challenge in June 2016 and now all centers have received advances including the 10 centers in Nigeria. The operationalization of the results-based financing is also settling in with verification on-going and better shared understanding of the definition of the results. The M&E framework has been strengthened through the regular process of presenting the performance on key indicators in a timely and reliable manner as this then leads to joint identification of strengths and weaknesses and, in turn, informs decision making in key areas. Government supervision and facilitation is taking shape in most countries, and regional supervision through the Association of African Universities (AAU), the academic experts and the World Bank is more regular and effective. ACEs' understanding of fiduciary rules and reporting for the project is improving. Further, university-ACE integration is improving.

ChallengesThe ACEs need to accelerate the use of funds, notably in the purchase of major equipment and funding of civil works activities. Further, the (expected) longer term challenges closely linked to the project's objective remain: promoting stronger link between education and research on one side with Industry and development needs on the other side; recruiting regional students; raising learning outcomes of graduates and overall quality of programs to international levels; and generating adequate revenue. Also, around half of the ACEs needs to increase funds utilization [LSM1] of the funds that have been disbursed to them so far. This relates to the continued need to improve operational aspect of the project, notably information sharing, M&E reporting and usage, communication, financial management, and procurement at all levels (the Bank, regional facilitation, government, university and at the ACE level).[LSM2] If these challenges significantly improve in the next six months, and the first education results-based disbursements are released as expected as a result of achievements on DLIs, then it is anticipated that the implementation progress rating will be upgraded to Satisfactory.

The full functioning of the RFU has room for improvement. The main functions of the RFU include overall facilitation and aggregated monitoring and evaluation (M&E). Thus far, the RFU has implemented a number of activities with strong support from the Bank task team. However, there have been several challenges in the RFU's performance on some of its tasks including delays in responses to ACEs and the hiring of the consultants for the verification of results, cost-effectiveness as well as team-cohesion. Budget reporting, cost-effectiveness and timely replies are improving. The Bank task team continues to proactively review these challenges with the AAU. Following several discussions between the Bank team and AAU and most recently the steering committee meeting in Accra, revisions to the AAU staffing terms of reference (TORs) are currently being undertaken with the RFU staffing structure keeping to the AAU governance structure.

In terms of fiduciary and safeguards, the project is rated moderately satisfactory. The project's first set of annual results (timely procurement and financial audits as well as internal audit review among others) are due on June 30, 2016. The ACEs are fully aware of the expected results, but a number of steps are required. One IFR is overdue (Benin) and needs to be submitted urgently, and 3 are due by end December 2016. Procurement is progressing in the ACEs and there is good communication between the Bank team and the teams, where inquiries regarding procedures are being answered. The team plans at least one in-depth financial review in FY17. Each ACE has been asked to ensure the World Bank's approval of any construction and five centers have been in contact with the Bank on safeguards review, and more are coming. No safeguard issues are expected related to campus construction.

Progress to date on each of the PDO-level indicators is as follows: (i and ii) 5,258 students are enrolled in new specialized short-term courses, Master and PhD programs of which 1,711 students are regional students; (iii) 1,020 students have undergone an internship/placement of at least one month; (iv) the ACEs generated external revenue in the amount of US$15.8 million; and (v) the number of internationally accredited programs is one (2iE in Burkina Faso). These figures were provided by the ACEs themselves. Verification of the figures for disbursement purposes (as they are DLIs) is taking place with the third-party verification (TPV) agency having completing the verification of 5 pilot ACEs [LSM1] and the remaining 14 expected to be completed by September. This is likely to lead to downward adjustments to these figures. That being said, progress on the indicators has improved since the last supervision mission in November 2015 with achievement observed on all the PDO-level indicators and being on track for year 1 targets. Therefore, progress towards achievement of the PDO continues to be rated Satisfactory.

Operational progressA key challenge was the disbursement delay and shortage of dollars for Nigerian ACEs due to the country's exchange rate and the single treasury account [LSM1]. The project finally resolved this challenge in June 2016 and now all centers have received advances including the 10 centers in Nigeria. The operationalization of the results-based financing is also settling in with verification on-going and better shared understanding of the definition of the results. The M&E framework has been strengthened through the regular process of presenting the performance on key indicators in a timely and reliable manner as this then leads to joint identification of strengths and weaknesses and, in turn, informs decision making in key areas. Government supervision and facilitation is taking shape in most

Key DatesApproval Date 22-May-2012Effectiveness Date 12 -Dec 2012Original Closing Date 31-Dec-2017

Amt Approved: US$ 60.0 Amt Disbursed: US$ 53.5m

Project Development ObjectivesThe project development objective (PDO) is: to scale-up the generation, dissemination and adoption of improved technologies in the participating countries' priority agricultural commodity areas.

Components Cost (US$ m)1. Enabling conditions for sub-regional cooperation in the generation, dissemination and adoption of agricultural technologies 7.202. National Centers of Specialization (NCOS) 27.403 Support to Demand-driven Technology Generation, Dissemination and Adoption 75.104. Project Coordination, Management and Monitoring and Evaluation 10.30


Implementation Status and Key Decisions The project is on track towards achievement of the PDO with more than 700,000 direct beneficiaries. A total of 35 new improved technologies have been released by the project and adopted by 0.3 million producers/processors. The total area covered by the new technologies stands at 0.4 million hectares. The only indicator that shows relatively low achievement is the indicator related to number of “beneficiaries who are using technologies generated by other countries (48% achievement). For this action plans have been developed including selection of a stock of technology under the regional technology market scheme developed by CORAF, stakeholder exchange visits organized by Ghana, Mali and Senegal to other countries. Ghana is currently implementing the dissemination plans for the selected technologies and innovations brought in from the sister WAAPP countries.

The other key achievements during the review period include: i) the introduction of the E-subsidy scheme in the E-extension program (which has been established to enhance the modernization of the delivery of agricultural advisory services) at the request of the Government to improve the input subsidy scheme; and (ii) the installation of greenhouses to promote peri urban vegetable production by attracting the youth into agriculture.

22. Africa Higher Education Centers of Excellence ProjectImplementing Agencies: Ministry of Education, Ghana Education Service Contact: Stephen Adu, email: [email protected], 0244 256 976

Key DatesBoard Approval Date 15-Apr-2014 Effectiveness Date 16-May-2014 Closing Date 31-Dec-2019


Project Development ObjectivesThe Project Development Objective is to support the Recipients to promote regional specialization among participating universities in areas that address regional challenges by strengthening the capacities of these universities to deliver quality training and applied research.

Components Cost (US$ m)1. Strengthening Africa Centers of Excellence 155.802. Enhancing Regional Capacity; Evaluation and Collaboration 9.20

Overall RatingsProgress towards achievement of PDO SatisfactoryOverall Implementation Progress (IP) Moderately SatisfactoryOverall Risk Rating Moderate

Implementation Status and Key Decisions StatusThe project has continued strong implementation with many hard-won gains and individual Africa Centers of Excellence (ACEs) showing signs of true excellence in their specific areas of strength. These include publication in high-impact journals, new partnerships with industry, movement of teachers and students across international borders [LSM1] through exchange and study programs, external revenue generation, and new student intake. Perhaps most importantly, most ACEs benefit from smart, dynamic students as well as strong and coherent teams. Efforts to accelerate progress towards international evaluation and accreditation is also paying off.

Progress to date on each of the PDO-level indicators is as follows: (i and ii) 5,258 students are enrolled in new specialized short-term courses, Master and PhD programs of which 1,711 students are regional students; (iii) 1,020 students have undergone an internship/placement of at least one month; (iv) the ACEs generated external revenue in the amount of US$15.8 million; and (v) the number of internationally accredited programs is one (2iE in Burkina Faso). These figures were





Implementing Agencies: SONNABEL of Burkina Faso and GRIDCO Contact: Francis N. Kyere, email [email protected], : 034-3021289 / 030-3318796

Key DatesApproval Date 29-Jun-2011 Effectiveness Date 14-Dec-2012Original Closing Date 31-Dec-2015 Revised Closing Date 31-Dec-2018

Amt Approved: US$ 25.90m Amt. Disbursed: US$9.45 m

Project Development ObjectivesThe development objective of the WAPP program is to establish a well-functioning, cooperative, power pooling mechanism for West Africa, as a means to increase access of the citizens of ECOWAS to stable and reliable electricity at affordable costs. The WAPP APL program would help the ECOWAS Member States to develop a robust platform for WAPP, comprising five (5) distinct but mutually reinforcing sub-regional infrastructure development projects. The development objective of the first phase of the Inter-Zonal Transmission Hub Project under the WAPP APL3 is to reduce the cost of and improve security of electricity supply to Burkina Faso, while increasing Ghana's electricity export capacity.

Overall RatingsProgress towards achievement of PDO Moderately SatisfactoryOverall Implementation Progress (IP) Moderately UnsatisfactoryOverall Risk Rating Moderate

Components Cost US$m1. Transmission Line between Bolgatanga, Ghana and Ouagadougou, Burkina Faso: 84.20 2. Reinforcement of Transmission Grid in Ghana: 6.00 3. Electrification of Rural Localities along the Right-of- way in Burkina Faso: 6.00 4. Supervision/Owner's Engineer: 7.20 5. Capa Building and Institutional Support GridCo & SONABEL Implementation: 6.30

Implementation Status and Key DecisionsConstruction of 225 kV Bolgatanga-Ouagadougou Transmission Line: The contractor (Eiffage/Energoinvest) completed the detailed survey of the corridor of the line and 80% of the right of way is opened despite a season of heavy rains which have been a constraint to the progress of the works, according to SONABEL in spite of the rains, the new timeline for completion of the transmission line as communicated by GRIDCo and SONABEL is end-September 2017.

Construction of 330 / 225 kV Bolgatanga Substation: Electrical designs are about 80% completed and orders for the main equipment such as circuit breakers, disconnects, surge arresters, current transformers, and post insulators have been placed and deliveries are expected to commence before end-February 2017. The expected completion date is July 2017. 225 / 90kV substations of Zagtouli and Patte d'oie in Burkina: The contractor (Eiffage) received from SONABEL a service order to start one year ago. Various documents were submitted and commented by the owner's engineer (AECOM) and SONABEL. The preliminary civil works have been completed and the planting of the beams has started. The progress of the overall work of the two posts is on schedule.

Supply of a 330/225 kV autotransformer for Bolgatanga II Substation 330/225kV Autotransformer and 225kV Shunt Reactor has been delivered in December 2016. The 200MVA/ 330/161 kV phase shifting autotransformer for the 330 kV Aboadze substation also has been delivered in December 2016.

Rural electrification Works: The rural electrification works are ongoing on the Burkina side. Sixty percent (60%) of the work done. Ten (10) localities will be electrified by three phases technology by the end of June 2016. As for shield wire scheme, electrical works for 11 localities are ongoing and they will be energized with completion of the transmission line, expected end-September 2017. Reinforcement of Transmission Grid in Ghana: The 200MVA/ 330/161 kV phase shifting autotransformer for the 330 kV Aboadze substation has been delivered and it is expected to finalize the feasibility study (Engineering and preparation of Bidding Documents) for the second circuit of 330kV-Tline by May 2017.

Capacity building and institutional support to GRIDCo and SONABEL for project implementation: The first phase training of project implementation units of GRIDCO and SONABEL is completed. The second and last phase including power system design and environmental management started in July 2016 and will end on June 2017. Due to depreciation of Special Drawing Rights (SDR) against US dollar, GRIDCo informs the Bank that the capacity Building Programme may not be fully implemented. The original signed amount of Financial agreement of SDR16,000,000.00 (USD25,900,000.0) translates to USD21,681,920 as of 31-09-2016 recording a deficit of USD 4,218,080.00. Since the procurement process under this component is not aligned with the funds that are currently available, GRIDCo and Bank agreed to continue the procurement process and to award the contract of the Capacity Building Programme as a frame work contract in two phases. GRIDCo intends to implement the first phase, which covers the assessment of GRIDCo's skills in HV system planning, hotwire, Operation and Maintenance of HV transmission systems to be delivered by September 2017.

countries, and regional supervision through the Association of African Universities (AAU), the academic experts and the World Bank is more regular and effective. ACEs' understanding of fiduciary rules and reporting for the project is improving. Further, university-ACE integration is improving.

ChallengesThe ACEs need to accelerate the use of funds, notably in the purchase of major equipment and funding of civil works activities. Further, the (expected) longer term challenges closely linked to the project's objective remain: promoting stronger link between education and research on one side with Industry and development needs on the other side; recruiting regional students; raising learning outcomes of graduates and overall quality of programs to international levels; and generating adequate revenue. Also, around half of the ACEs needs to increase funds utilization [LSM1] of the funds that have been disbursed to them so far. This relates to the continued need to improve operational aspect of the project, notably information sharing, M&E reporting and usage, communication, financial management, and procurement at all levels (the Bank, regional facilitation, government, university and at the ACE level).[LSM2] If these challenges significantly improve in the next six months, and the first education results-based disbursements are released as expected as a result of achievements on DLIs, then it is anticipated that the implementation progress rating will be upgraded to Satisfactory.

In terms of fiduciary and safeguards, the project is rated moderately satisfactory. The project's first set of annual results (timely procurement and financial audits as well as internal audit review among others) are due on June 30, 2016. The ACEs are fully aware of the expected results, but a number of steps are required. One IFR is overdue (Benin) and needs to be submitted urgently, and 3 are due by end December 2016. Procurement is progressing in the ACEs and there is good communication between the Bank team and the teams, where inquiries regarding procedures are being answered. The team plans at least one in-depth financial review in FY17. Each ACE has been asked to ensure the World Bank's approval of any construction and five centers have been in contact with the Bank on safeguards review, and more are coming. No safeguard issues are expected related to campus construction

The main functions of the RFU include overall facilitation and aggregated monitoring and evaluation (M&E). Thus far, the RFU has implemented a number of activities with support from the Bank task team. Budget reporting, cost-effectiveness and timely replies are improving.

Fiduciary and safeguards wise, the project is rated moderately satisfactory. The projects first set of annual results (timely procurement and financial audits as well as internal audit review among others) come due in June 30, 2016. The ACEs are fully aware of the expected results, but a number of steps are required. The team plans at least one in-depth financial review in FY17. Safeguard-wise, each ACE has been asked to ensure WB approval of any construction and five centers are in contact on safeguards review, and more are coming. No safeguard issues are expected due to on-campus construction.

23. Abidjan-Lagos Trade and Transport Facilitation Project (ALTTFP)Implementing Agency: Ministry of Roads & HighwaysContact: Godwin Brock, email [email protected], 0302-671445

Key DatesApproval Date 23-Mar-2010 Effectiveness Date 06-Aug-2010Closing Date 30-Jun-2017

Amt Approved: US$ 120.00m Amt. Disbursed: US$ 118.52m

Project Development ObjectivesThe objective of the ALTTFP (APL1) is to reduce trade and transport barriers in the ports and on the roads along the Abidjan-Lagos corridor in Ghana, Togo, and Benin.

Components Cost (US$ m)Component One – Trade Facilitation 13.70Component Two – Improvement of Corridor's Road Infrastructure 237.30Component Three – Project Management and Coordination 3.50Component Four - HIV/AIDS and Corridor Performance 6.00

Overall RatingsProgress towards achievement of PDO Moderately UnsatisfactoryOverall Implementation Progress (IP) Moderately UnsatisfactoryOverall Risk Rating High

Implementation Status and Key DecisionsThe first phase (APL1) project of the regional Abidjan-Lagos Trade and Transport Facilitation Program – which includes Ghana, Togo and Benin - has completed its fifth year of implementation and is eight months from completion. Although all of the PDO indicators are still likely to be achieved by project completion, the overall implementation progress is downgraded to moderately unsatisfactory. This is because (a) the road works contracts in Ghana are lagging behind schedule due to a shortage of funding to complete the wearing course which is now about to be fully executed, and (b) the activities under the facilitation component in Benin have achieved a modest progress and run the risk of non-completion at the project closing date. 24. WAPP: The First Phase of the Inter-Zonal Transmission Hub Project of the WAPP (APL3) Program




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