AFRICAN DEVELOPMENT FUND

CIV/PBIS/2001/01 Language: English Original: French

APPRAISAL REPORT

THE NATIONAL GOOD GOVERNANCE AND CAPACITY BUILDING PROGRAMME (PNBGRC) *

REPUBLIC OF COTE D’IVOIRE

This document contains errata or corrigenda (see Annexes)

COUNTRY DEPARTMENT WEST REGION

SCCD : N.A.

OCDW OCTOBER 2001

TABLE OF CONTENTS Page PROJECT BRIEF, CURRENCY EQUIVALENTS, WEIGHTS AND MEASURES FINANCIAL YEAR, LIST OF TABLES, LIST OF ANNEXES, LIST OF ABBREVIATIONS, SOCIO-ECONOMIC INDICATORS, PROJECT MATRIX, EXECUTIVE SUMMARY

(i-xii)

I.

PROJECT GENESIS AND BACKGROUND

1

II.

SECTOR OF OPERATION

2

2.1 2.2 2.3 2.4 2.5

2 2 6 9 10

III.

IV.

V.

The legal Sector The Decentralization Sector The Public Resources Management Sector The National Capacity Building Secretariat (SNRC) The Civil Society

THE NATIONAL GOOD GOVERNANCE AND CAPACITY BUILDING PROGRAMME (PNBGRC)

10

3.1 3.2 3.3 3.4

10 11 12 13

Porgramme Context and Objectives PNBGRC Strategic Thrusts Institutional Framework for Implementing the PNBGRC PNBGRC Financing

THE PROJECT

13

4.1 4.2 4.3 4.4 4.5 4.6 4.7

13 14 14 14 15 20 20

Project Design and Rationale Project Areas and Beneficiary Structure Strategic Context Project Aim and Objective Project Description Project Cost Sources of Finance and Expenditure Schedule

PROJECT IMPLEMENTATION

22

5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8

22 22 23 23 26 26 26 27

Executing Agency Institutional Arrangements Implementation and Supervision Schedule Procurement Arrangements Disbursement Arrangements Follow-up and Evaluation Financial and Audit Reports Donor Coordination

VI.

VII.

PROJECT RISKS AND SUSTAINABILITY

27

6.1 6.2 6.3

27 27 28

Recurrent Expenditure and Cost Sustainability of Project Impact Major Project Risks and Accommodating Measures

PROJECT BENEFITS

28

7.1 7.2

28 29

Economic and Social Benefits Cross-Cutting Impact

VIII. CONCLUSIONS AND RECOMMENDATIONS 8.1 8.2

Conclusions Recommendations

30 30 30

Messrs. A. ZEJLY, Economist and Head of Mission and G. GALIBAKA, OCDW. 2 prepared this report, with the support of BA KEBA, OCDW. 6, D. BUCHER, OCDW.6, A. TONATO, CIMM.1, A. FALL, CLEG.1 and a consultant. Questions should be referred to Messrs. M. AMDISS, Division Manager, OCDW. 2 (Ext. 4134) and E.G.TALYLOR-LEWIS, Director, OCDW (Ext. 4041)

i AFRICAN DEVELOPMENT FUND 01 BP 1387 ABIDJAN 01 Tel: 20 20 44 44; Fax: 20 20 40 99 PROJECT BRIEF Date: September 2001 The following information aims to provide some general guidelines to all suppliers, contractors, consultants and any other person interested in the procurement of goods and services for projects approved by the Board of Directors of the Bank Group. More detailed information can be obtained from the executing agency of the donee. 1. 2.

COUNTRY PROJECT NAME

:

Republic of Cote d’Ivoire

:

Good Governance and Capacity Building Support Programme

3.

LOCATION

:

Throughout the country

4.

BENEFICIARY

:

Republic of Cote d’Ivoire

5.

EXECUTING AGENCY

:

Project Implementation Unit (PIU) within the National Capacity Building Secretariat (Secrétariat National pour le renforcement des capacités, SNRC)

6.

PROJECT DESCRIPTION

:

The key project components include:

(i) (ii) (iii) (iv)

7.

8.

Legal system support Decentralization support Public resources management capacity building Support to the structure responsible for coordinating and monitoring the good governance and capacity building programmes.

PROJECT COST

:

UA 3.98 million

(i) (ii)

: :

UA 2.84 million UA 1.14 million

:

UA 3.79 million

Foreign exchange cost Local currency cost

BANK GROUP GRANT TAF

9.

PROBABLE DATE OF APPROVAL:

December 2001

10

START-UP DATE AND DURATION:

March 2002; 36 months

ii 11.

PROCUREMENT OF GOODS AND SERVICES: Technical Assistance An international law consulting firm to conduct a study on the legal system reform strategy, and two international legal consultants, of which one for the legal agency reorganization study (two months) and the other in OHADA training. An international consulting specialist on public debt issues, responsible for preparing a preliminary study and designing a debt management strategy (two months). An international consulting civil society specialist to conduct a study on the general civil society capacity building strategy with a view to promoting its effective participation in development (2 months). Two international consulting economists, of which a macro-economist and an expert in modeling (each for two months) to update the economic management models. Three international IT consultants for two database software studies (one for a month and the other for two months), and optimum use of the SYGADE debt management software (one month). Three international consultants, including a specialist on civil society issues and another in human resources development (six months each). The third will be a private sector specialist (three months). Two international consulting experts in organization and advisory services for an organizational audit (one month) and a reorganization study (two months), as well as an international consulting firm for preparing three administrative, financial and technical procedures manuals (two months). A local consultant and specialist in communication to design a public information policy for a legal agency (one month). Lastly, a local information consultant for the Yamoussoukro Commune IT master plan study (one and a half months). The services of international consultants will be procured through international competition, and those of local consultants via local competitive bidding on the basis of a short list. Training Training expenses amount to UA 0.83 million and will be used for air tickets, per diem, organization of training seminars and workshops, and payments to training centres. The training centres will be chosen on the basis of short lists, with the exception of the Porto Novo Regional Advanced Law School (Ecole Régionale Supérieure de Magistrature de Porto Novo) (Benin) and the National Institute of Administration, (Ecole Nationale d’Administration) Abidjan which will be directly negotiated.

iii Infrastructure, Supplies, Miscellaneous Computer and office hardware (PCs and accessories, printers, scanners, software, photocopying machines, furniture, fax machines, air conditioners, consumables, etc.) amounting to UA 2.02 million will be procured through local shopping. Civil Engineering Civil engineering works for the rehabilitation of a building at the Bouake Court of Justice will be procured locally; two contracts for fitting out the Abidjan and Daloa Court of Justice buildings will be awarded locally (UA 0.02 million). Operation Office supplies and consumables will be procured through local shopping. Other operating expenditure chapters include IT maintenance charges, allowances, insurance, other maintenance expenses, communication charges, transport allowance and general expenses. Audit The project’s three audit services amounting to UA 0.34 million will be procured based on a short list of audit firms.

iv

CURRENCY EQUIVALENTS (October 2001)

Currency Unit UA 1 UA 1 US $ 1

= = = =

CFA Francs US $ 1.28901 FCFA 926.001 FCFA 718.382

WEIGHTS AND MEASURES Metric system Financial Year 1 January – 31 December LIST OF TABLES Table 4.1 Table 4.2 Table 4.3 Table 4.4 Table 4.5 Table 5.1 Table 5.2

Cost Estimate by Component Cost Estimate by Expenditure Category Sources of Finance Expenditure Schedule by Component Expenditure Schedule by Source of Finance Project Implementation Schedule Procurement Arrangements

LIST OF ANNEXES Annex 1 Annex 2 Annex 3 Annex 4 Annex 5

Administrative Map of Cote d’Ivoire Organization Chart of the PNBGRC National Coordination Programme Cost by Expenditure Category and Source of Finance Detailed Project Achievements Donors’ Operations under the PNBGRC

v ACRONYMS AND ABBREVIATIONS

ADF AFJCI

: :

AIDD

:

AJT BCEAO

: :

BNETD

:

CAA CED-CI distance

: :

CNDJ

:

CONGACI Actives

:

DAAF

:

DAFEXIS

:

DAR DCPE

: :

DDP DGBF

: :

DGD DGDAT

: :

DGE

:

DGI DTA

: :

DTEF

:

ECG ECOWAS ENA ENV EU FAC

: : : : : :

African Development Fund Association of Women Jurists of Cote d’Ivoire (Association des Femmes Juristes de Côte d'Ivoire) Ivorian Association for the Development of Law (Association Ivoirienne pour le Développement du Droit) Judicial Agency of the Treasury (Agence Judiciaire du Trésor) Central Bank of West African States (Banque Centrale des Etats de l'Afrique de l'Ouest) National Engineering and Development Studies Bureau (Bureau National d'Etudes Techniques et de Développement) Autonomous Sinking Fund (Caisse Autonome d’Amortissement) Cote d’Ivoire Distance Education Centre (Centre d’Education à de Côte d’Ivoire) National Legal Documentation Centre (Centre National de Documentation Juridique) Collective of NGOs Active in Cote d’Ivoire (Collectif des ONG en Côte d’Ivoire) Directorate of Administration and Finance (Direction des Affaires Administratives et Financières) Directorate of External Economic and Sub-regional Integration Affairs (Direction des Affaires Economiques Extérieures et de l'Intégration Sous-Région) Directorate of Regional Action (Direction de l’Action Régionale) Directorate of Economic Analysis and Projection (Direction de la Conjoncture et de la Prévision Economique) Directorate of Public Debt (Direction de la Dette Publique) General Directorate of Budget and Finance (Direction Générale du Budget et des Finances) General Directorate of Customs (Direction Générale des Douanes) General Directorate of Decentralization and Country Planning (Direction Générale de la Décentralisation et l’Aménagement du Territoire) General Directorate of the Economy (Direction Générale de l'Economie) General Tax Directorate (Direction Générale des Impôts) Directorate of Administrative Supervision (Direction de la Tutelle Administrative) Directorate of Economic and Financial Supervision (Direction de la Tutelle Economique et Financière) Economic Growth Economic Community of West African States National Institute of Administration (Ecole Nationale d’Administration) Environment European Union Fonds d’Aide et de Coopération

vi FOFCI

:

FRAR

:

GAD GDP GIS GOV HIPC ICB IGE IGF IGT IMF LCB NGO NPE OA OHADA

: : : : : : : : : : : : : : :

OPA

:

PACOM

:

PACT

:

PARC

:

PDCC

:

PDCN

:

PDCS

:

PICR

:

PNBGRC

:

PNGTER

:

PR PRSP PS PSDAT

: : : :

RCCM

:

RIOF

:

Federation of Women Organizations of Cote d’Ivoire (Fédération des Organisations Féminines de Côte d’Ivoire) Regional Rural Development Fund (Fonds Régional pour l'Aménagement Rural) Gender and Development Gross Domestic Project Geographic Information System Governance Highly Indebted Poor Country International Competitive Bidding General State Inspectorate (Inspection Générale d'Etat) General Finance Inspectorate (Inspection Générale des Finances) General Inspectorate of the Treasury (Inspection Générale du Trésor) International Monetary Fund Local Competitive Bidding Non-Governmental Organization National Public Establishment Bar Association (Ordre des Avocats) Organization for the Harmonization of Business Law in Africa (Organisation pour l'Harmonisation du droit des Affaires en Afrique) Professional Agricultural Organization (Organisation Professionnelle Agricole) Municipal Operations Implementation Support Project (Projet d’Appui à la Conduite des Opérations Municipales) Partnership for Capacity Building (Partenariat pour le Renforcement des Capacités) Capacity Building Support Programme (Programme d'Appui au Renforcement des Capacités) Coastal Communities Development Project (Projet de Développement des Communes Côtières) Northern Communes Development Project (Projet de Développement des Communes du Nord) Savannah Communes Development Project (Projet de Développement des Communes des Savanes) Regional Capitals Investment Project (Projet d’Investissement dans les Capitales Régionales) National Good Governance and Capacity Building Programme (Programme National de Bonne Gouvernance et Renforcement des Capacités) National Rural Land and Infrastructure Management Programme (Programme National de Gestion des Terroirs et d'Equipement Rural) Poverty Reduction Poverty Reduction Strategy Paper Private Sector Decentralization and Country Planning Support Programme (Programme de Soutien à la Décentralisation et l’Aménagement du Territoire) Register of Trade and Housing Credit (Registre du Commerce e t du Crédit Mobilier) Network of Ivorian Women Organizations

vii

SIGFIP

:

SNRC

:

TAF TOFO TOR TV UA UEMOA UNDP

: : : : : : :

(Réseau Ivoirien des Organisations Féminines) Integrated Public Expenditure Management System (Système Intégré de gestion des dépenses publiques) National Capacity Building Secretariat (Secrétariat National de Renforcement des Capacités) Technical Assistance Fund Table of Financial Operations Terms of Reference Television Unit of Accounts West African Economic and Monetary Union United Nations Development Programme

viii COMPARATIVE SOCIO-ECONOMIC INDICATORS

Year

Côte d'Ivoire

Africa

Develop.

Developed

Countries

Countries

Basic Indicators Area ( '000 Km²)

323

30 061

80 976

54 658

Total Population (millions)

1999

15

766

4 793

1 185

Urban Population (% of Total)

1999

46

37

39

76

Population Density (per Km²)

1999

45

25

59

22

GNP per Capita (US $)

1999

710

684

1 250

25 890

Labor Force Participation - Total (%)

1999

40

43

…

…

Labor Force Participation - Female (%)

1999

27

35

…

…

Gender -Related Development Index Value

1998

0.4

0.483

0.634

0.916

Human Development Index (Rank among 174 countries)

1998

154

n.a.

n.a.

n.a.

Population Living Below $ 1 a Day (% of Population)

1995

12.3

45.0

32.2

…

Population Growth Rate - Total (%)

1999

1.6

2.4

1.6

0.3

Population Growth Rate - Urban (%)

1999

4.4

4.5

2.8

0.6

Population < 15 years (%)

1999

43.8

42.7

32.8

18.5

Population >= 65 years (%)

1999

2.9

3.2

5.0

14.0

Dependency Ratio (%)

1999

102.1

86.1

61.0

48.6

Sex Ratio (per 100 female)

1999

103.8

99.4

103.3

94.8

Female Population 15-49 years (millions)

1999

3.2

181.1

151.8

297.2

Life Expectancy at Birth - Total (years)

1999

47.4

52.7

64.3

75.5

Life Expectancy at Birth - Female (years)

1999

47.9

53.5

66.0

79.2

Crude Birth Rate (per 1,000)

1999

36.5

36.3

23.4

10.9

Crude Death Rate (per 1,000)

1999

15.6

13.7

8.4

10.3

Infant Mortality Rate (per 1,000)

1999

81.2

76.4

57.6

8.9

Child Mortality Rate (per 1,000)

1999

119.4

116.6

79.8

10.2

1990-96

600.0

698.0

491.0

13.0

1999

4.7

4.8

2.8

1.6

1990-99

15.0

…

56.0

70.0

Demographic Indicators

Maternal Mortality Rate (per 100,000) Total Fertility Rate (per woman) Women Using Contraception (%) Health & Nutrition Indicators Physicians (per 100,000 people)

1992-97

9

35

78

287

Nurses (per 100,000 people)

1992-97

31

107

98

782

Births attended by Trained Health Personnel (%)

1992-98

45

38

58

99

Access to Safe Water (% of Population)

1992-98

72

58

72

100

Access to Health Services (% of Population)

1992-98

...

64

80

100

Access to Sanitation (% of Population)

1990-97

39

58

44

100

Percentage of Adults (aged 15-49) Living with HIV/AIDS

1997

10

6

…

…

Incidence of Tuberculosis (per 100,000)

1997

97

201

157

24

Child Immunization Against Tuberculosis (%)

1997

73

72

82

93

Child Immunization Against Measles (%)

1997

68

64

79

90

1990-97

24

26

31

…

1998

2 695

2 439

2 663

3 380

1993-98

1.4

2.0

1.8

6.3

Underweight Children (% of children under 5 years) Daily Calorie Supply Public Expenditure on Health (as % of GDP) Education Indicators Gross Enrolment Ratio (%) Primary School

- Total

1996

71.3

80.0

100.7

102.3

Primary School

- Female

1996

60.5

73.4

94.5

101.9

Secondary School - Total

1996

24.1

29.3

50.9

99.5

Secondary School - Female

1996

15.5

25.7

45.8

100.8

Primary School Female Teaching Staff (% of Total)

1990-97

20.5

40.9

51.0

82.0

Adult Illiteracy Rate - Total (%)

1999

54.3

38.8

27.2

1.3

Adult Illiteracy Rate - Male (%)

1999

46.2

30.7

19.5

0.9

Adult Illiteracy Rate - Female (%)

1999

62.8

48.2

35.0

1.7

1990-97

5.0

3.5

3.9

5.9

Percentage of GDP Spent on Education Environmental Indicators Land Use (Arable Land as % of Total Land Area)

1998

9.3

5.9

9.9

11.6

Annual Rate of Deforestation (%)

1990-95

0.7

0.7

0.4

-0.2

Annual Rate of Reforestation (%)

1981-90

7.0

4.0

…

…

1996

0.9

1.1

2.1

12.5

Per Capita CO2 Emissions (metric tons)

Source : Compiled by the Statistics Division from ADB databases; UNAIDS; World Bank Live Database and United Nations Population Division. Notes:

n.a.

Non Applicable

ix ...

Not Available

Last Update : May 2001

ix COTE D’IVOIRE: PROJECT MATRIX – GOOD GOVERNANCE AND CAPACITY BUILDING SUPPORT PROJECT Design Team: A. ZEJLY, Chief Economist, OCDW.2, G. GALIBAKA, Economist, OCDW.2 and Debra Bucher, OCDW.5 Hierarchy of Objectives (HO) Objectively Verifiable Indicators (OVI) Overall or Crude Objective Enhance the rule of law, support decentralization, rationalize public resources management and strengthen programme coordination with a view to contributing to poverty reduction and promoting growth

Means of Verification (MOV)

1.1 Contribute to reducing the proportion of the population living below the poverty line from 33.8% to 30% by 2004. 1.2 Increase the GDP growth rate from 1% to 4% by 2004

Report of the poverty control unit Statistics publications of the Ministries of Justice/Economy and Finance Agreement between Cote d’Ivoire and Bretton Woods institutions DCPE reports

1.1

“Justice in Figures” Report of the study on the legal system IGSJP audit reports Reports on the sensitization campaigns

Assumptions/Risks

Supprimé : ¶

Socio-political stability maintained

Specific Project Objectives 1.

Improve the legal system

1.2 1.3 2.

3.

4.

Contribute to strengthening structures involved in the decentralization process

Strengthen the public resources management capacity

Reduction of the legal dossier processing timeframe from 3 years to 6 months; Reduction of the timeframe for producing commerce register deeds from two weeks to 1 day; Improve the people’s knowledge of the legal system;

2.1 The decentralized administration exercises its functions; 2.2 The revenue generated by the eleven GIS-equipped communes increase by 15%; 2.3 Consultative councils operational in the eleven communes; 2.4 Recommendations of the study on the civil society implemented.

Annual commune budgets Ministry reports SNRC quarterly reports

3.1 Debt strategy implemented; 3.2 IGT: enhanced control 3.3 AJT: dossier processing rate increases form 25% to 50%; 3.4 IGF: enhanced control 3 5 Macro-economic database model updated.

DDP and DGCPT activity report IGF, AJT, IGT activity report DGE activity report DGE activity report

Enhance the SNRC coordination capacity 4.1 Bi-annual meeting held and reports distributed to partners. Quarterly reports of SNRCs Discussions with donors

Socio-political stability maintained Political will Motivation of civil servants and adaptation of managers to new modern management tools

Supprimé : ¶ Supprimé : ¶

x Programme Achievements 1. Strengthen legal system monitoring structures, equip the courts, train workers, widely distribute OHADA texts, sensitize the people on the legal system

Inspection services report Quarterly project progress reports

1.5

Legal and penitentiary inspections conducted in 33 jurisdictions between 2002 and 2004; statistical data base set up and resulting information distributed; The legal system in figures: production and distribution; Twenty-two seminars, 85 radio and 24 television broadcasts, video cassette produced on the legal system, 12 community appreciation days; 280 legal system professionals trained on the OHADA Treaty and 4 public seminars on uniform acts conducted; Legal system reforms specified and a round table organized.

2.1 2.2 2.3 2.4

Decentralized staff trained and equipped; Eleven communes equipped with GIS; The population sensitized on GIS and taxes; Eleven consultative councils set up.

Report of the Ministry of Decentralization, Reports of decentralized local governments, departments and communes Opinion of NGOs, taxpayers and economic operators

1.1

1.2 1.3 1.4

2.

Training and equipping of departments, communes and the civil society

3.

Strengthen financial and legal control, public debt management, economic policy and debt management structures Support capacity building

4.

3.1 Improved control of public funds; 3.2 Better understanding of economic policy analysis and design tools; 3.3 SIGAD updated and debt strategy adopted. 4.1 – Coordination conducted more satisfactorily

Activities 1. Legal system: Train judges, registrars and justice officers; Train/sensitize the people; Documentation, Equip jurisdictions; Conduct a sectoral study. 2. Decentralization: Set up GIS, train and sensitize; Procedures manual; Computer hardware. 2. Public resources management: Train managers to conduct economic projections; treasury and audit; Computer hardware; AJT restructuring study and communication policy 3. SNRC: Training 4. - Equipment

Resources (in UA million): TAF Total 3.79

Gov. 0.19

Idem

IGF, IGT, DDP, DCPE and DGE quarterly reports DCPE economic situation note Donors’ reports Reports of the SNRC, the Ministry of Planning, opinion of structures supported and donors’ reports

i) ii) iii) iv)

Status of disbursement and audit reports; PIU quarterly project progress report; Mid-term supervision and evaluation report; Portfolio review

i) ADF resources put at project disposal; ii) Government counterpart funding put at project disposal

Supprimé : ¶ Supprimé : ¶

Supprimé :

xi EXECUTIVE SUMMARY 1.

Donee

:

Republic of Cote d’Ivoire

2.

Executing agency

:

PIU within the SNRC

3.

Sector

:

Multisector

4.

Project Background :

To meet the challenges of good governance and restore the confidence of citizens, economic operators and development partners, the Government prepared the National Good Governance and Capacity Building Programme (Programme National de Bonne Gouvernance et de renforcement des Capacités, PNBGRC) whose objectives are four-fold: (i) promote the democratic culture; (ii) enhance the development management capacity; (iii) strengthen confidence between rulers and the ruled; and (iv) involve citizens in the decision-making process. PNBGRC activities comprise eight components: (i) the capacity to prepare, plan, monitor, evaluate and negotiate programmes; (ii) audit; (iii) public resources management; (iv) rule of law and justice; (v) corruption control and promotion of excellence; (vi) decentralization structures and institutions; (vii) participation of citizens, the private sector and civil society in public affairs management; and (viii) promotion and development of the national skills base. The UNDP already supports the PNBGRC through a one-year programme to strengthen the rule of law. From mid-2002, the World Bank will back the agricultural sector capacity building components (State and the civil society), legal system reform and decentralization. Other partners such as the European Union, Belgian and Canadian cooperation agencies will from 2002 lend a hand to the decentralization component. In March 2001, the Bank was approached to fund the PNBGRC. The March 2001 joint World Bank/ADB mission gave it the opportunity to demonstrate its interest in the programme which is consistent with ongoing efforts to prepare the interim PRSP. The July 2001 preparation mission helped to specify the project components. The report under consideration was prepared following the September 2001 field appraisal mission. 5.

Aim of the Grant

TAF contribution not exceeding UA 3.79 million will finance the foreign exchange cost amounting to UA 2.72 million and 83% of the local currency cost of UA 1.06 million, that is to say 95% of total project cost, net of customs duty and taxes. 6.

Sectoral Objective and Specific Project Objectives

The aim of the project is to contribute to strengthening the rule of law, sound public resources management and poverty reduction, even as it limits social exclusion. Specifically, its purpose is to: (i) contribute to improving the operation of the legal system; (ii) strengthen structures and institutions involved in the decentralization process; (iii) support the public resources management capacity; and (iv) fortify the PNBGRC coordinating structure. 7.

Project Description The four project components include: (i) (ii) (iii)

Support to the legal system; Support to decentralization; Support to sound public resources management;

xii (iv) 8.

Support to the SNRC.

Project Cost

The project cost, net of taxes and customs duty, is estimated at UA 3.98 million, of which UA 2.84 million (71%) in foreign exchange and UA 1.14 million (29%) in local currency. 9.

Sources of Finance

TAF will fund the project to the tune of UA 3.79 million (95% of total project cost, net of taxes and customs duty). The Government will finance 5% of the project cost. 10.

Implementation

Project activities are scheduled over 36 months, starting from entry into force of the grant planned for the first quarter of 2002. Moreover, a Project Coordination Committee headed by the national secretary will be set up by ministerial edict. The Committee will comprise four representatives appointed from various beneficiary ministries (Justice, Decentralization, Economy and Finance), a civil society representative, a BNETD representative and a representative of the Directorate of Planning. The Implementation Unit will serve as the project secretariat. The Committee will be responsible for general monthly coordination to ensure smooth project operation. In that capacity, it will review and approve annual budgets and activity plans, endorse training and study TORs, consultant work programmes, contract evaluation reports, quarterly progress reports, etc. prior to their submission to the Bank. 11.

Conclusions and Recommendations

11.1

Conclusions

The project was prepared and appraised using the participatory process which associated several ministries, all donors, the beneficiary population and their representatives. Its design took into account lessons drawn from previous or ongoing operations, especially those of the World Bank, the UNDP, the EU and French Cooperation that contribute to promoting good governance and capacity building in Cote d’Ivoire. The project matches Cote d’Ivoire Government’s new vision as set forth in the PNBGRC. Furthermore, it falls within the context of Government’s poverty control strategy now being prepared. Indeed, it will contribute to enhancing the operation of the legal system, rationalizing human resources management and promoting local governance. 11.2

Recommendations

TAF

It is recommended that the Government of the Republic of Cote d’Ivoire be extended a grant not exceeding UA 3.79 million to finance the project.

Supprimé : ¶

I.

PROJECT GENESIS AND BACKGROUND

The Ivorian economy had gone back on the recovery path, thanks to the policy pursued 1.1 within a more favourable international context. Thus it made the best of the competitiveness margins in the wake of the 1994 CFA Franc devaluation. Over the 1995-1998 period, its average growth stood at 6%. However, the trend reversed to 1.6% in 1999 and –2.3% in 2000, the lowest recorded since independence. The reasons for the downturn included the deteriorating terms of trade, political uncertainty, social unrest and bad governance, among others. Despite certain actions taken with regard to governance and capacity building (1999 colloquium on governance at Yamoussokro, implementation of the Integrated Public Finance Management System in 1998, preparation of the National Capacity Building Programme in 1998, establishment of the National Capacity Building Secretariat in 1999), several constraints and unwholesome practices persisted, nullifying the impact of such actions. That situation engendered the mistrust of economic operators and development partners, the suspension of the programme with Bretton Woods institutions and the freezing of foreign financing. 1.2 Faced with such a state of affairs, the authorities emanating from the October 2000 elections first completed the electoral process (legislative and municipal elections in December 2000 and March 2001, respectively). Alongside the restoration of democratic institutions, the Government in January 2001 prepared the 2001-2005 Economic and Financial Programme and, with the assistance of development partners, reactivated the PRSP preparation, the interim version of which is being finalized (the final version is scheduled for June 2002). Subsequently, a six-month interim programme running from July to December 2001 was concluded with the IMF. The successful implementation of the programme will set the stage for the conclusion early 2002 of a three-year programme backed by Bretton Woods institutions and other donors. Cote d’Ivoire would qualify for the HIPC initiative during the same year. The set objective is to maintain the post-devaluation growth level beyond 2004 in order to reduce the poverty rate from 33% in 1998 to below 30% in 2005 and 20% in 2010. 1.3 To meet the challenges of governance and restore the confidence of the citizenry, private operators and development partners, the Government prepared the National Good Governance and Capacity Building Programme (PNBGRC) with four objectives in view: (i) promote the democratic culture; (ii) enhance the development management capacity; (iii) strengthen confidence between the rulers and the ruled; and (iv) involve the citizenry in the decision-making process. The PNBGRC comprises eight components: (i) capacity to prepare, plan, monitor, evaluate and negotiate programmes; (ii) audit; (iii) public resources management; (iv) rule of law and justice; (v) corruption control and promotion of excellence; (vi) decentralization structures and institutions; (vii) participation of the citizenry, the private sector and the civil society in public affairs management; and (viii) promotion and development of the national skills base. 1.4 Considering the PNBGRC objectives (cf. 1.3) and the constraints highlighted in Chapter II, development partners expressed willingness to lend their support to the above programme. under the coordination of the National Capacity Building Secretariat (SNRC). Thus, the UNDP through a one-year programme already backs the component to strengthen the rule of law. From Mid-2002, the World Bank will assist the following components: agricultural sector capacity building (State and civil society), decentralization/devolution (joint operation), human resources development and women’s involvement in local management. Other partners (e.g. European Union, Belgian and Canadian Cooperation) will share in funding the decentralization component in 2002. In March 2001, the ADF received a request to finance the PNBGRC. The March 2001 joint IDA/ADF mission gave it the

2 opportunity to state its interest in the programme which is consistent with ongoing efforts to prepare an interim PRSP. 1.5 Following the March 2001 joint IDA/ADF identification mission and in concert with the Government and other development partners, the Bank, in light of its new vision and governance policy, focused its support on the following three key components: (i) legal system reform; (ii) decentralization; and (iii) public resources management. To allow for smooth coordination of various PNBGRC components and better project management, the ADF planned to back the National Capacity Building Secretariat (the structure responsible for the said coordination). At Government request, a preparation mission went to work from 9 to 24 July 2001. Therefore, both at the preparation and appraisal stages, the mission worked closely with the civil society and development partners, alongside the central and decentralized structures. II.

SECTOR OF OPERATION

2.1.

The Legal Sector

2.1.1 The legal system is administered by the Ministry of Justice and Public Liberties. The system was reorganized by Edict 2000-830 of 22 November 2000. Apart from the central directorates, the Ministry comprises ancillary services of which the General Inspectorate of Legal and Penitentiary Services, external services and the National Legal Documentation Centre (Centre National de la Documentation Juridique, CNDJ) which is a supervised establishment. In terms of functional jurisdiction, the legal system contains nine (9) courts of first instance out of the fourteen (14) set up, twenty-two (22) court sections out of the thirty (30) established, three (3) appeals courts out of six (6) put in place and one Supreme Court divided into three Chambers (Judicial, Administrative and Accounts). In 1997, a Procurator General’s office was set up within the Supreme Court. Lastly, draft edicts are in the works to transform the three Chambers mentioned above into autonomous jurisdictions: Appeals Court (Judicial Chamber), State Counsel (Administrative Chamber) and Court of Accounts and Budget Verification (Chamber of Accounts). 2.1.2 The legal sector comprises 505 judges and 468 registrars (1995 statistics). The penitentiary administration has 762 staff while the number of inter-ministerial workers stands at 310. In connection with staff training, considerable effort was made between 1995 and 1998 to improve the human resources quality. Thus from February 1995 to March 1998, the Autonomous Department for Training and Skills Improvement (Service Autonome de la Formation et des Stages), with the support of the World Bank and French Cooperation, organized sixteen (16) training sessions for judges; it also trained four (4) inspectors and three (3) registrar-inspectors with a view to strengthening the capacity of the General Inspectorate of Judiciary and Penitentiary Services. 2.1.3 The paralegal professions include: (i) the registrars who assist judges daily in preparing dossiers and managing their chamber at all stages of procedure, the actual drafting of judgements and issuance of an authentic or engrossed copy; (ii) bailiffs whose only responsibility is to deliver acts and decisions to persons concerned; (iii) notaries, organized under the umbrella of the National Chamber of Notaries; they hold monopoly over certain deeds such as the establishment of business corporations or trading companies and issuance of real estate guarantees; and (iv) lawyers organized into a Bar Association and headed by a President. Lawyers number nearly four hundred and practice in Abidjan and other major towns.

3 Major Constraints to the Development of the Sector 2.1.4 The severity of constraints weighing on the sector is reflected in the small allocation it receives from the State budget (0.55% of the overall budget). Consequently, premises are inadequate and outmoded. The jurisdictions lack resources for recurrent operations, with all that that entails as obstacle to a sound and efficient public judiciary service. The slow procedures, the development of corruption which penalizes the poor and the loss of credibility of the courts among the people are all risks inherent to the situation. There are also flagrant institutional weaknesses relating to that state of affairs. In the so-called section jurisdictions (22 in all), the same judge prosecutes, hears and delivers judgement. Furthermore, the Section Judge may alone deliver a judgement privative of liberty of up to twenty (20) years. Thus, public and private liberties are subject to arbitration. Despite efforts to recruit fifty (50) trainee judges yearly over a three-year period, the judge/inhabitant ratio stands at 1 to 35 000, compared with the international average of 1 to 10 000. 2.1.5 Concerning the control of judicial and penitentiary activities, the General Inspectorate of Judiciary and Penitentiary Services lacks the necessary human, material and budgetary resources to effectively accomplish its mission. Thus, owing to its paltry and declining budget (FCFA 2 000 000 in 1999 and FCFA 800 000 in 2000), no inspection was conducted outside the Abidjan jurisdiction in the past three years. 2.1.6 Regarding the OHADA uniform law, three years following entry into force of the first Uniform Acts, economic operators and several corporate law professionals are less than conversant with their content and the practical consequences of these texts on their activities. Moreover, the pressing need for basic general documentation is felt at all jurisdiction levels, as a result of which judges rely fully and exclusively on the submissions of lawyers representing the parties (particularly on their legal arguments) with no means of verifying their theoretical (doctrine) or practical rationale (jurisprudence). Lastly, in the process of surveying and evaluating the constraints facing the legal sector, the need to integrate information technology became obvious, bearing in mind the final objective, namely to facilitate the processing of dossiers and, in fine, provide better services to the common man as especially reflected in the effective protection of property and enforcement of contracts. 2.1.7 The cost of legal deed: Edict 75-51 of 29/01/75 and Act 90-438 of 29/05/1990 set forth the fees chargeable for deeds which have remained unchanged until date. However, the people remain distrustful of the legal system whose deeds they feel are too expensive. In addition to these problems, there is a communication gap between legal professionals and the common man, poor knowledge of the rules and procedures on the workings of the legal system and laws regulating daily living in such areas as marriage, estate and taxes. Furthermore, the contradictions between customary law and judicial law are an issue in the country’s rural area, with women most affected.

4 2.2

The Decentralization Sector

2.2.1 The decentralization/communalization process was initiated in the early eighties through the General Directorate of Local Governments (Direction Générale des Collectivités Locales, DGCL) in the Ministry of Interior and Decentralization. DGCL missions focused on the application of the local government decentralization policy and supervision of commune activities within the framework of decentralized cooperation. Currently, Cote d’Ivoire has 197 communes accounting for nearly 54% of the population, 56 departments, two districts (Abidjan and Yamoussoukro) and 19 regions. The decentralization concerns 197 mayors, 622 deputy mayors, 6 656 municipal counselors, 691 staff put by the State at the disposal of the communes and 12 000 municipal workers. Moreover, there is one national association of mayors (UVICOCI), 6 regional associations of mayors, 3 communal staff vocational associations, a trade union of communal workers and non-governmental operators (NGOs, associations, cooperatives). 2.2.2 The new decentralization policy is to communalize the country as a whole with a view to: (i) reaching all the population at the base; (ii) reducing local disparities; and (iii) controlling poverty. In the long term, Cote d’Ivoire should have 10 regions, 56 departments and 500 communes. The reform is ongoing with the passing of: (i) the framework edict on the general organization of territorial government, Edict 2001-476 of 9 August 2001; (ii) the edict proclaiming the establishment of the districts of Abidjan and Yamoussoukro, Edict 2001-478 of 9 August 2001; and (iii) the edict concerning the organization of departments, 2001-477 of 9 August 2001. The following will be passed latest March 2002: (i) the edict on skills base distribution, financial plans and modification of the municipal charter; and (ii) the amendment edict on the communes. 2.2.3 The Ministry of State in charge of the Interior and Decentralization which is responsible for the reform comprises three directorates (excluding the cabinet and related departments): (i) the General Directorate of Decentralization and Country Planning (DGDAT); (ii) the General Directorate of Territorial Administration (DAT); and (iii) the General National Police Directorate (DGPN). 2.2.4 The DGDAT’s mission is to implement and monitor the decentralization policy with regard to the spatial organization of local governments and exercise of the State’s stewardship over them. It comprises three operational directorates: the Directorate of Administrative Supervision (Direction de la Tutelle Administrative, DTA), the Directorate of Economic and Financial Supervision (Direction de la Tutelle Economique et Financière, DTEF) and the Directorate of Regional Operations (Direction de l’Action Régionale, DAR). The State supervision as set forth in Edict 2000-811 of 15 November 2000 on the organization of the said ministry mostly involves putting assistance and advisory administrative, legal, financial and technical expertise at the disposal of local governments, on the one hand, and monitoring the operation of local agencies, on the other. The DGDAT has a staff of 90 of which 15% supervisory, including three public works engineers and one economist. Its budget represents 0.7% of the ministry’s annual budget. 2.2.5 The DGDAT prepares reforms that are contingent on the organizational audit of its own structure to adapt them to its new mission, and that will permit rural restructuring with a view to the communalization of the whole country, capacity building for all decentralization actors and adoption of local staff regulations. The DGDAT supervises decentralization support through the programmes and projects of several bilateral and multilateral agencies such as the UNDP for the Management Capacity Building Programme (Programme de Renforcement des

5 Capacités de Gestion, PRCG), the EU for the Coastal Communes Development Project (Projet de Développement des Communes Côtières, PDCC) and the Decentralization and Country Planning Support Programme (Programme de Soutien à la Décentralisation et l’Aménagement du Territoire, PSDAT), Belgian Cooperation for the Northern Communes Development Project (Projet de Développement des Communes du Nord, PDCN) and the Savannah Communes Development Project (Projet de Développement des Communes des Savanes, PDCS), the World Bank for the Municipal Operations Support Project (Projet d’Appui à la Conduite des Opérations Municipales, PACOM), French Cooperation for the FAC and Agence Française de Développement for the Regional Capitals Investment Project (Projet d’Investissement dans les Capitales Régionales, PICR). 2.2.6 Pursuant to the new decentralization edict, the municipal councils are elected through indirect universal suffrage; the municipal executive, namely the mayor and his deputies are also elected through indirect universal suffrage by the municipal council. The municipal council sets up municipal committees, and the civil society is able to participate further in the local development process. Constraints to Decentralization 2.2.7 Without doubt, decentralization has made much progress in the last two decades. However, owing to constraints faced, the objective of creating local development dynamics as an alternative to development centres was not met. 2.2.8 At the institutional level, it is worth noting: (i) the lack of specifics with regard to the relationship between State departments and local governments; (ii) the reluctance on the part of State departments to determine and implement necessary measures to accompany skills transfer; (iii) the absence of modalities to remunerate services offered by State departments to local governments, the inadequacy if not absence of local government supervision by decentralized departments. 2.2.9 In connection with human resources, the constraints are seen through: (i) staff shortage in terms of number and quality at the central and decentralized level; (ii) inadequate local government staff qualification; and (iii) absence of a formal training structure for local government jobs. 2.2.10 At the financial front, the major constraints include: (i) the small proportion of the State budget allocated to local governments with long-term consequences reflected in the lack of office equipment, new information technologies, outdated and cramped premises; (ii) inadequate use of local development opportunities, hence the people’s low contributive capacity in the absence of appropriate local taxation; (iii) non-existence of financial incentives to increase local taxation output; (iv) absence of a tax culture among the people; (v) inadequate coordination of financing structure; and (v) difficult access to foreign resources. 2.2.11 At the operational level, constraints are related to lack of transparency and disregard of procedures manifested through: (i) ineffective a priori control; (ii) inadequate implementation of mechanisms to monitor and evaluate decentralized local governments; and (iii) lack of a management procedures manual to guide local development actors.

6 2.2.12 Lastly, in terms of processes, there are constraints related to the inadequate involvement of the civil society (NGOs), the private sector and traditional chieftaincy institutions in local development. The disorganization and lack of expertise among these actors amplify such constraints. To guarantee communication with the people, certain communes have set up consultative councils. However, that approach remains limited in view of the fact that it is not institutionalized. 2.3

The Public Resources Management Sector

2.3.1 The Ministry of Economy and Finance is the pivot of public resources management. Apart from the cabinet and related services, the organization chart comprises five general directorates: (i) the General Directorate of Public Accounting and the Treasury (Direction Générale de la Comptabilité Publique et du Trésor, DGCPT); (ii) the General Directorate of Taxes (Direction Générale des Impôts, DGI); (iii) the General Directorate of Customs (Direction générale des Douanes, DGD); (iv) the General Directorate of Budget and Finance (Direction Générale du Budget et des Finances, DGBF); and (vi) the General Directorate of the Economy (Direction Générale de l'Economie, DGE). 2.3.2 The General Directorate of Public Accounting and the Treasury (DGCPT) is responsible for managing the State treasury, ensuring its integrity and control, preparing and applying public accounting regulations, keeping public accounts, overseeing the implementation of the State budget, State accounts, the cash flow accounts and special treasury accounts. It defines the organic rules, orientates and monitors the operation of public and private agencies involved with money, insurance credit and stock market operations in collaboration with the BCEAO and the UEMOA banking commission, audits the accounts of accounting officers and provides public debt administrative management. Centralized and decentralized departments handle these missions. At the central level, the DGCTP has four directorates of which the Directorate of Public Debt (Direction de la dette publique, DDP), the Judicial Agency of the Treasury (Agence Judiciaire du Trésor, AJT), and five related departments including the General Inspectorate of Public Accounting (Inspection Générale de la Comptabilité Publique du Trésor, IGCPT). The decentralized departments comprise the key accounting items of which the regional and departmental treasuries, the secondary accounting items including the principal and municipal treasuries, the accounting agencies of National Public Establishments (Etablissements Publics Nationaux, EPN), and special accounting items (DGI and DGD receipts). DGCPT services are run with 1 600 staff, all categories combined. 2.3.3 The Directorate of Public Debt is in charge of public debt management which, until 1997, was the responsibility of the Autonomous Sinking Fund (Caisse autonome d'amortissement, CAA). Pursuant to Edict 1004/MEF/DGCPT of 3 June 1998 setting forth its organization and responsibilities, the DPP: (i) conducts studies on debt; (ii) issues bonds; (iii) negotiates the terms of borrowing on behalf of the State or public corporate bodies; (iv) monitors borrowing subscribed on behalf of the State, guaranteed or onlent; (v) administrative management and allocation of borrowing funds and public contracts partly or fully financed with foreign loans or grants; and (vi) public debt management and monitoring of debt guaranteed or onlent. The DPP is organized into four sub-directorates. It operates with 61 staff of which 13 heads of department, 15 accountants, 4 mission officers and support staff, in addition to the director and two deputy directors.

7 2.3.4 The organization and mission of the Judicial Agency of the Treasury is set by Edict 1060 of 26 December 1997 pursuant to which it is the Agency’s role to prevent criminal acts by public authorities by providing legal counsel to the State and its agencies, preparing and monitoring agreements financially binding on the State and taking all measures to protect the State’s rights and interests. Within the framework of its monitoring and prosecution mission, the AJT is authorized to litigate before courts, follow-up the liquidation of national public agencies and mixed enterprises and constitute the civil party on the State’s behalf. The AJT has 3 judges, 7 legal assistants, 12 financial assistants, a deputy statistics assistant and 9 administrative officers. The staff are distributed between the Sub-Directorate of Legal Matters and the Sub-Directorate of Legal Advice and Studies. In connection with its activities, between 1995 and 2000, the AJT opened 142 litigation dossiers, 26 economic crime dossiers and 138 economic compensation dossiers. However, the speed of finalizing the dossiers is relatively slow with the respective rates at 30.5%, 24.5% and 21.8%. 2.3.5 The General Inspectorate of the Treasury for its part is charged with monitoring operations and ensuring that public accountants apply the legislative and regulatory texts. The structure has a staff of 27, of which 21 inspectors (including the Inspector General of the Treasury and his deputy). IGT’s field of operation covers 286 accounting items, far disproportionate vis-à-vis its staff strength. 2.3.6 The General Directorate of Taxes and the General Directorate of Customs are two financial agencies whose key activities are to collect fiscal and receipts and customs duty on foreign trade. The two are also charged with preparing and applying fiscal, semi-fiscal and customs legislation and regulations. The General Directorate of Budget and Finance (DGBF) performs two activities, the first of which relates to economic, financial and budgetary monitoring of EPNs, on the one hand, and follow-up of local government management, on the other. The DGBF is also in charge of rendering accounts pursuant to the regulations act. DGBF activities are conducted by eight directorates including the Directorate of Budget Control and the Directorate of Public Contracts. The latter monitors the award and implementation of public contracts. 2.3.7 Lastly, the General Directorate of the Economy (DGE) is responsible for preparing economic and financial policy framework documents, monitoring the economic and financial situation and programmes, preparing the economic and financial report that each year is annexed to the finance edict, and producing periodically published documents on the economic situation (economic indicators, economic letter, studies, etc.). These tasks are the resort of the DCPE which also maintains the secretariat of the economic and financial programme monitoring committee. The DGE comprises four sub-directorates in charge, respectively, of: (i) economic surveys and analysis; (ii) economic projections; (iii) public finance statistics; and (iv) accounts, macro-economic studies and syntheses. Furthermore, the DGE oversees the regional economic integration policy, including the monitoring of the UEMOA and ECOWAS integration plans. The Directorate of External Economic Affairs and Integration (DAFEXIS) which is in charge of such issues, along with the DCPE and other relevant structures at the sectoral level, participates in multinational supervision, convergence of economic policies and implementation of common sectoral policies. The permanent secretariat of the National Economic Policy Committee set up in compliance with UEMOA guidelines is attached to the DAFEXIS, even as is the Directorate of Documentation, Archives and Publication.

8 2.3.8 The General Inspectorate of Finance (IGF) is attached to the cabinet. Its general mission is to provide permanent financial monitoring of ancillary services, the central directorate and external services as well as national public establishments under the supervision of the Ministry of Economy and Finance, ensuring that they run smoothly. The IGF also has the specific mission of financial and account monitoring, audit and evaluation of administrative procedures as well as supervise the economic and financial agencies that manage public funds. The scope of its missions was extended to include the monitoring of the programme to control fiscal fraud in all its forms, especially with regard to Cote d’Ivoire’s financial relations with the outside world. The IGF is run with 16 staff (excluding the Inspector General), of which 5 deputy inspectors general, 8 inspectors of finance and 2 inspector- auditors. It also counts 22 administrative staff. Concerning SIGFIP, its committee is charged with designing innovations to apply to public finances, monitoring of the management, design and implementation of training programmes in connection with the use of the system. In January 2000, the public expenditure circuit computerized management became operational. 2.3.9 Public resources management is subject to control inherent in the executive system and to external control exercised a posteriori by the Chamber of Accounts of the Supreme Court. The control mostly focuses on management by payment authorization officers, implementation of financial edicts, public enterprises and economic interest agencies. Currently, the Chamber has 21 judges and 4 auditors. It should be noted that the August 2000 Constitution set up a Court of Accounts; the draft edict establishing the said Court is before parliament. Constraints to Public Resources Management 2.3.10 Lack of transparency founded on the excessive concentration of decision-making powers, the geographic concentration of financial administration, inadequate communication with users and insufficient IT use in recurrent financial administration activities are all constraints that a Government diagnostic study highlighted. 2.3.11 Regarding the implementation of the State budget, public expenditure management faced certain difficulties, especially with regard to the implementation of the integrated public expenditure management system (système de gestion intégrée des dépenses publiques, SIGFIP) which blocked the execution of several foreign-funded development projects. 2.3.12 Public debt management was in 1998 transferred to the DDP, under the supervision of the General Directorate of Public Accounting and the Treasury. The DPP does not have the necessary system to effectively and acceptably conduct its mission. Indeed, since the transfer of debt to the Treasury, payments are generated by the SYGADE software with no automatic link either upstream with the market department which records loan drawdowns or downstream with the accounting officer who executes orders of payment. Communication between the three levels is done through tangible media with the attendant delay on the availability of debt statistics and the impossibility of running simulation exercises for assistance in debt-related decision-making. 2.3.13 The technical capacities of DGE component structures (cf. 2.3.7) have been hindered by the absence of an economic programme since 1998, as a result of which many managers left to join other structures with more competitive working conditions. There is no denying the fact that without a solution to these issues, the technical departments would be unable to adequately manage ongoing and future projects, including the monitoring of the interim

9 programme, preparation of the PRSP, and preparation of dossiers on the resumption of a normal programme with Bretton Woods institutions. 2.3.14 Until the recent organization, the activities of major internal control organs (IGT, IGF and IGE) were marked by duplication and overlapping. Furthermore, audit exercises conducted by these institutions are neither distributed nor put at the disposal of any other independent authority. Lastly, the IGF and the IGT lack suitable human resources and equipment to fulfill their mission. The Chamber of Accounts which exercises jurisdictional control over budget implementation (external control) is in want of material and human resources and is unable, as a result, to conduct its constitutionally assigned mission. With entry into operation of the Court of Accounts, these constraints will be overcome. 2.3.15 Another institution which, by virtue of its mission, contributes to securing public property and rationalizing its management is the Judicial Agency of the Treasury (AJT). At the institutional front, the AJT’s field of activity is limited insofar as its mission is defined by ministerial order and not be decree or edict as obtains in other countries. 2.4

The National Capacity Building Secretariat (SNRC)

2.4.1 The SNRC was set up in July 1999 to steer the National Capacity Building Programme approved by the Government in July 1999. It will be recalled that the target objective sought by the 1998 programme was to provide the Ivorian economy with qualified and skilled human resources as well as a transparent, effective and efficient institutional framework. The orientation falls within the context of the initiatives of African Governors of the World Bank called the African Capacity Building Pact (ACBP) initiated in 1987, which gave a new dimension to the issue of African capacity building. Within the programme context, the SNRC was put under the supervision of the Ministry of Planning and Development. Following the socio-economic difficulties encountered over the 1999-2000 period, the said programme could not be implemented. With the adoption of the PNBGRC in 2001, the SNRC is henceforth attached to the cabinet of the Prime Minister and Minister in charge of Planning and Development. 2.4.2 The key missions of the SNRC are to prepare the three-year capacity building programme, follow-up and coordinate all national capacity building activities and support the mobilization of financing needed to implement the programme. 2.4.3 Going by its organization chart, the SNRC should be headed by a national secretary, eight operations officers and four support staff. Currently, the structure only has the national secretary, the public sector programmes manager, the training manager, the studies manager and support staff comprising an accountant, a secretary, a driver and a messenger. The structure will be supplemented with a manager in charge of civil society, a manager in charge of the private sector, a legal assistant, an administrative and finance officer. Furthermore, to support its activities, the SNRC has an information and distribution network of 15 associates, i.e. 5 per sector of activity (central administration, private sector, civil society). Thus in connection with central administration, associates are appointed administratively from the Ministries of agriculture, justice, health, education and finance. For the private sector, the SNRC has associates in council chambers and certain farmers’ organizations (organisations paysannes agricoles, OPA). As for the civil society, the associates are active participants within NGO networks and journalist associations.

10 2.4.4 The SNRC coordinates four projects with the World Bank (the grant for following up development performance and capacity evaluation, the continuing education centre support project, the Japanese grant for strengthening strategic planning capacity, the capacity building support project) and two UNDP projects (the management capacity building project and the governance support project). 2.5

The Civil Society

2.5.1 NGOs in Cote d’Ivoire are regulated by Edict 60 – 315 of 1960 on associations. They are grouped together into organizations, among which the Collective of Active NGOs in Cote d’Ivoire (Collectif des ONG Actives en Côte d’Ivoire, CONGACI), the Ivorian Network of Women Organizations (Réseau Ivoirien des Organisations Féminines, RIOF) and the Federation of Women Organizations in Cote d’Ivoire (Fédération des Organisations Féminines de Côte d’Ivoire, FOFCI). Appearing relatively recently in the country, NGOs and grassroots associations are mostly located in urban areas. Their activities principally focus on the health, education and poverty control sectors. In contrast, reputable NGOs active in the legal dispensation field are rare. Two associations are worth mentioning: the Association of Women Jurists of Cote d’Ivoire (Association des Femmes Juristes de la Côte d’Ivoire, AFJCI) established in 1986 set itself the objective of making women aware of their rights and promoting the respect of same. The Ivorian Association for the Development of Law (Association ivoirienne de développement du droit, AIDD) was created in 1993 with the aim of promoting law in Cote d’Ivoire. The two associations organize seminars and workshops, offer legal advice for a modest consideration and produce information brochures on law. Moreover, professional legal organizations (judges, lawyers, bailiffs, registrars, etc.) sensitize the public. The Bar Association is particularly dynamic, offers free legal assistance to the people and organizes community contact days (open house) to inform the common man, publishes a journal on justice and trains its members. Constraints to Civil Society involvement in the Development Process 2.5.2 So far and generally speaking, the civil society is far from being an integral part of the decision-making process in Cote d’Ivoire. The civil society faces the following major constraints: (i) lack of resources to fulfill its mission; (ii) absence of a global and consistent strategy to strengthen its capacity; (iii) little collaboration between the civil society and Government; (iv) lack of acknowledgement of the role and responsibilities of members of the civil society; (v) absence of a formal consultative framework with public authorities; and (vi) non-existence of a status specific to civil society organizations. These weaknesses should be corrected to enable the civil society to be an active actor in actions planned by public authorities and decentralized local authorities.

III

THE NATIONAL GOOD GOVERNANCE AND CAPACITY BUILDING PROGRAMME (PNBGRC)

3.1

Programme Context and Objectives

3.1.1 The economic and financial recovery recorded over the 1995-1998 period was accompanied with lesser governance. Political tensions arose anew following restrictions on the liberty of expression and assembly and poor public resources management. Inertia again paralyzed public administration and local governments were left to their own devices. The legal mechanism deteriorated even further as manifested in the inadequate human resources

11 management and worsening corruption. Aware of the negative impact of such a situation on international financial cooperation, private investors and poverty reduction, the Government that emanated from the October 2000 elections undertook in early 2001 to prepare and implement an ambitious National Good Governance and Capacity Building Programme (PNBGRC) based on the concept of the National Capacity Building Programme (PNRC) adopted in 1998. The programme was prepared and discussed in November/December 2000 during the national consensus workshops. 3.1.2 Through the programme, the Government plans to provide Cote d’Ivoire with an institutional framework based on rational structures, qualified human resources, transparent, efficient and effective action where all development actors fully play their role. The overall PNBGRC set objectives revolve around: (i) promotion of democratic culture and the rule of law; (ii) improved development management capacity; (iii) strengthened confidence between the rulers and the ruled; and (iv) citizenry involvement in the decision-making process. 3.2

PNBGRC Strategic Thrusts

3.2.1 The PNBGRC comprises eight strategic components: (i) the capacity to prepare, plan, monitor, evaluate and negotiate programmes; (ii) audit; (iii) public resources management; (iv) the State and law; (iv) corruption control and promotion of excellence; (vi) decentralization structures and institutions; (vii) participation of the citizenry, the private sector and civil society in managing public affairs; and (viii) promotion and development of the national skills base. 3.2.2 Capacity building to prepare, monitor, evaluate and negotiate programmes should enable the State to better design its strategies and implementation resources to attain the set development and poverty reduction objectives. Within that purview, the PNBGRC plans to: (i) strengthen the processes and mechanisms for policy preparation; (ii) develop mechanisms to coordinate planning, budgeting and debt management; and (iii) promote the information management and evaluation culture. 3.2.3 In that regard, the programme will take the following actions: (i) strengthen human and material resources by redeploying directorates in charge of planning, programming and evaluation; (ii) disseminate the organization charts and tasks of each ministry; (iii) prepare for each ministry a procedures manual specifying its organization and operation; and (iv) revitalize the institutional memory of each ministry through permanent secretariats or documentation units. 3.2.4 Auditing activities should converge towards its rehabilitation and enhancement. Thus, the PNBGRC plans to: (i) clarify the missions and tasks of the auditing agencies; (ii) strengthen the human, institutional and material capacity of auditing agencies; (iii) reduce exposure to corruption by introducing systematic auditing in all sectors; (iv) promote transparency and responsibility in public affairs management; (v) strengthen the penal judiciary mechanism in controlling corrupt enrichment and generally modernize auditing and inspection instruments and tools; and (vi) institutionalize systematic public expenditure auditing and periodic performance evaluation.

12 3.2.5 Public resources management: action in that regard is mostly based on: (i) sound management with delegation of powers, accountability, transparency and assigned objectives; (ii) sufficient deployment of financial administration throughout the country; (iii) constant communication between the authorities and users to limit suspicion on the use of resources collected; (iv) enough computer hardware, income/productivity match; and (vii) improved project programming, implementation, follow-up and evaluation. 3.2.6 Corruption control aims at restoring the credibility of the State and confidence between the State, citizens and economic operators. In that regard, plans are underway for the following orientations and actions: (i) good example by the Government and institutions of the Republic on good governance, immediate punishment and dismissal without delay of officials guilty of embezzling funds or corrupt enrichment; (ii) enhanced efficiency and independence of the judiciary and greater transparency of the legal apparatus; (iii) adoption of the law on corrupt enrichment and its enforcement; (iv) creation and control of the civil status register and the Common Civil Service Register; and (v) promotion of civil ethics through the preparation of a Code of Conduct for civil servants (efficiency, integrity, civic responsibility) and an administrative management transparency code. 3.2.7 Decentralization aims at communalizing all the country in order to render the population at the base accountable and contribute to poverty reduction. To attain these objectives, the programme will: (i) ensure the effective and actual transfer of skills base to decentralized authorities; (ii) strengthen the supervisory and monitoring structures; (iii) define a strategy for creating new communes and re-sourcing the departments in their capacity as the fulcrum of decentralization; (iv) strengthen decentralized authorities with material and financial resources; (v) create a conducive framework for the communal civil service; (vi) conduct studies with a view to creating financing structures adapted to the realities of decentralized authorities; and (vii) rationalize the involvement of the civil society in local development efforts. 3.2.8 Involvement of the civil society and the private sector in the development process: NGOs and the civil society have major weaknesses and are in general not able to fully play their development partnership role. Hence, there are plans to: (i) define the specific status of NGOs to enable them access financing resources to implement their programme; (ii) strengthen the capacity and policies of NGOs to design, implement and evaluate their policies; and (iii) set up a High Communication Authority with duties and extended powers, decentralize and professionalize the media. Lastly and as national priorities, it is proposed that a civil literacy department and an adult literacy and education institute be set up. 3.2.9 National capacity building and promotion through the following activities: (i) preparation of a national civil servant training strategy; (ii) strengthening of the human resources management capacity in ministries, with the introduction of follow-up/evaluation; and (iii) establishment of a human resources section in the National Institute of Administration; (iv) establishment of a Cote d’Ivoire Distance Education Centre (CED-CI) integrated into the world knowledge dissemination network set up by the World Bank. 3.3

Institutional Framework for Implementing the PNBGRC

The PNBGRC is directly attached to the Prime Minister’s Office. The steering committee (the orientation and consultative body) is headed by the Prime Minister and comprises the key ministries involved in governance and capacity building issues, as well as personalities drawn from the civil society and the private sector. The SNRC is the programme

13 coordination, consultative and follow-up organ and is headed by a National Secretary and Adviser to the Prime Minister on governance and capacity building. He is assisted in his duties by five sectoral monitoring officers and fifteen associates drawn from government departments, civil society and the private sector. 3.4

PNBGRC Financing

In light of the socio-political problems that Cote d’Ivoire has faced since 1999, capacity building needs have become very pressing in all areas. To address those issues, the Government initiated financing requests to its key development partners. Thus, the United Nations Development Programme (UNDP) in May 2001 approved a one-year governance assistance programme comprising six components: (i) institutional development and consolidation of the rule of law; (ii) social mobilization and communication management; (iii) strengthening of civil society and the role of women; (iv) economic governance; (v) decentralization and local governance; and (vi) administrative reform and human resources development. The World Bank has also given support to the legal sector through the private sector project, even as it is preparing a future operation covering governance, administrative reforms, decentralization/devolution, human resources development and transfer of resources and management to women. The programme which covers a twelve-year period from June 2002 will receive nearly US $ 120 million. The European Union will participate in the decentralization and local governance component for Euro 50 million. Other bilateral donors such as Belgium, Canada and French Cooperation have already undertaken to contribute to the PNBGRC financing (Annex 7). Such support notwithstanding, the PNBGRC’s identified needs are far from covered especially in areas like justice, decentralization and public resources management. For that reason, the ADF opted to focus on these, taking into consideration the activities of other development partners already present in the sectors mentioned. IV.

THE PROJECT

4.1.

Project Design and Rationale

The project follows the March 2001 request to ADF by Ivorian authorities who solicited support for the National Good Governance and Capacity Building Programme which they put in place for the 2001-2005 period. The main operating areas that the bank identified for funding include: improvement of the workings of the legal system, capacity building for decentralization structures and institutions and strengthening of the human resources management capacity. Furthermore, to enable better coordination with regard to preparation and follow-up of governance and capacity building programmes as well as improved project management, the ADF will finance the national capacity building secretariat. The programme under discussion was prepared using the participatory approach, thanks to which the key actors in the target sectors and Ivorian authorities at the highest level were met to assess their problems and discuss with them the content of the aide-memoire. It is worth recalling that Cote d’Ivoire has confronted serious governance problems leading to the suspension of financial cooperation agreements with donors (Poverty Reduction and Growth Facility from 1998-2000 and the Governance and Capacity Building Programme over the same period). Emergency measures that the transitional government took in 2000 did not produce the expected results, hence the need for the Bank and other donors to support the PNBGRC to enable the country to go back to the growth path and reduce poverty. 4.2

Project Areas and Beneficiary Structure

14 4.2.1 Bank operations aim at the following objectives: (i) contribute to the running of the legal system; (ii) meet the need to strengthen the capacity of structures and institutions (supervisory, departmental, communal, civil society) that accompany the decentralization process that the government has put in place; (iii) strengthen the public resources management capacity; and (iv) enhance the capacity of the coordination structure in connection with preparing and monitoring governance and capacity building programmes. That requires the Fund to provide targeted responses which, combined with support from other development partners, will contribute to promoting good governance by strengthening the rule of law, putting in place the capacity for decentralized socio-economic development and improving public resources management. 4.2.2 The direct beneficiaries of the project support include: the legal system, local government, the key structures of the Ministry of Economy and Finance involved in economic analysis and projection, debt management, internal and external auditing (Chamber of Accounts), and the structure coordinating capacity building activities nationwide. These areas were selected owing to the urgent need to support action initiated by government where there has been a dire shortage of governance in recent years. Moreover, these are the very areas on which the Bank’s policy focuses. Furthermore, they are fall within the context of strategic thrusts of the PNBGRC as stated in § 3.2. Lastly, the project takes into consideration the participation of other development partners in the programme. 4.3

Strategic Context

4.3.1 The project falls within the context of the national good governance and capacity building programme in support of government’s economic and social programme for the 2001-2005 period. The programme seeks to improve the people’s well being by reducing poverty and illiteracy, and eliminating social exclusion. The Bank’s participation conforms with its new vision and is channeled towards giving all citizens equal access to justice through a working legal system, increased participation of the population in decision-making and local development by strengthening the decentralization process and a more effective and transparent use of public resources. The project falls squarely within the framework of the national poverty reduction strategy. Indeed, it should have an impact on increasing the resources of the decentralized structures, improving access to the legal system for the poor and underprivileged and enhancing public resources application to strengthen social services. 4.3.2 The project conforms with Bank Group policy on promotion of good governance. The components retained tallies with the Bank’s operating strategy in the public sector aimed, notably, at acting on the general conditions for reducing poverty by promoting economic growth, increasing employment opportunities and income, and having the poor participate in decisions affecting them, thus strengthening social cohesion and the people’s well being. 4.4

Project Aim and Objective

4.4.1 The sectoral objective of the project is to contribute to strengthening the rule of law, sound public resources management, deepening macro-economic reforms and strengthening the capacity of decentralization structures and institutions with a view to improving the people’s well being by reducing poverty and social exclusion. 4.4.2 Specifically, the project aims at: (i) contributing to improving the workings of the legal system; (ii) responding to the need to strengthen the capacity of structures and institutions

15 (supervisory, departmental, communal, civil society) accompanying the decentralization process that the government is putting in place; (iii) strengthening the public resources management capacity; and (iv) enhancing the capacity of the coordination structure to prepare and monitor governance and capacity building programmes.

4.5.

Project Description

4.5.1 Project components include: (i) support to the legal system; (ii) support to decentralization structures and institutions; (iii) support to public resources management; and (iv) support to the National Capacity Building Secretariat. 4.5.2 The achievements are as follows (see details in Annex 7): i)

Strengthen the judiciary monitoring structures, equip the courts, train staff, disseminate OHADA texts and sensitize the people on the law;

ii)

Train and equip departments, communes and the civil society;

iii)

Strengthen the structures for financial and judiciary monitoring, public debt management, economic policy formulation and debt management;

iv)

Support the national capacity building programme

4.5.3 The project description by component is given below: Component I: Support to the Legal System 4.5.4 Improvement of the workings of the legal system is a long-term task, in view of the complicated nature of the problem owing not only to the major infrastructure needs but also, high and above all, to the sets of behaviour that condition both legal services demand and supply, with which laws and regulations interact. The project approach is, in coordination with other development partners already operating in the sector, to provide support to strengthening the capacity of the IGSJP and jurisdictions through training and the use of IT to permit transparency, restore the confidence of the common man, contribute to educating the people and assist the government to better define medium- and long-term reform and investment needs in the sector, with a view to wide-scale action by the major development partners. 4 .5.5 Technical Assistance: the project will fund a study of the legal sector and a round table that will provide the base for a strategy to reform and fund the penitentiary system in the medium and long term. Furthermore, it will finance the design of a jurisdiction statistical data software (2 man/months). The project also covers the publication of the said data. 4.5.6 Training of legal and paralegal staff: the project will finance the continuous training of judges, legal assistants and members of paralegal professions on OHADA uniform acts (general commercial law, corporate and cooperative law, security interest, simplified recovery procedures and mode of execution, collective liability settlement procedures, law of arbitration and settlement of arbitration by the Common Court of Justice and Arbitration, organization and harmonization of accounting for enterprises located in State signatories of the OHADA Treaty). Thus, forty-eight judges, forty-eight registrars, forty-eight bailiffs, forty-eight notaries and forty-eight lawyers will be trained in Cote d’Ivoire. Thereafter, ten judges, ten registrars,

16 ten bailiffs, ten notaries and ten lawyers as well as two members of the OHADA national committee will be trained in the Regional Advanced Law School (Ecole Régionale Supérieure de la Magistrature, ERSUMA) in Porto Novo. The project will also fund a study and a development law refresher course abroad for two member of the OHADA national committee. 4.5.7 Computerization of registries and the General Inspectorate of Judicial and Penitentiary Services: the project will help to put in place a computer pool system in the registries of the Abidjan-Plateau, Yopougon, Bouake and Daloa courts of first instance. The aim of the computerization is to facilitate the recording of court decisions and accelerate the time frame for processing case dossiers. The project will also cover the modernization of the commerce and housing credit register, taking into account the ongoing harmonization within the OHADA framework. Furthermore, it will help to equip the General Inspectorate of Judicial and Penitentiary Services to permit the effective computer processing of audit mission reports or those sent by jurisdiction directors. 4.5.8 Provision of documentary stock: in this area, the project will compensate for the shortage of reference documents in the jurisdictions by ensuring that basic documents are made available to judges in the form of general and doctrine reference works at the General Inspectorate and in each of the four courts of first instance retained (Abidjan, Yopougon, Bouake and Daloa). Moreover, the project will equip the archives of the Yopougon Court of First Instance. 4.5.9 Supply of additional equipment: rehabilitation of the premises of the registry of commerce and housing credit at the Bouake Court of First Instance. The Daloa registry of commerce building will be renovated and equipped with a fax machine, a telephone switchboard, a photocopying machine and a sound system for the courtroom. The AbidjanPlateau Commerce Registry will also be renovated. 4.5.10 Communication with the civil society: the promotion of good governance within the legal system is necessarily contingent on the improvement of communication between legal system actors and the common man. To contribute to the process, the project will finance: (i) thirteen community contact days (open house) on the legal system which will, among other things, permit the organization of a reception for users in the Abidjan, Yopougon, Daloa and Bouake court houses, sensitization and information about the Registry of Commerce and Real Estate Credit; (ii) production and distribution of 30 000 brochures containing the major characteristics and key data of legal and judiciary activity in Cote d’Ivoire; (iii) dissemination of the content of the OHADA uniform acts (publication and distribution of the adopted uniform acts, distribution of tracts, organization of four seminars on the uniform acts in Abidjan, Yopougon, Bouake and Daloa). The project will fund twenty-two (22) legal extension activities towards dwellers of the eleven (11) communes. Each of these activities will take one and a half days and will revolve around presentations, plenary discussions and legal consultations. The following themes will be treated: operation of the legal system, matrimonial regimes, succession issues and other subjects raised by the people. Each extension activity will cost FCFA 3 500 000, i.e. a total of FCFA 77 000 000. The project will fund the following additional extension activities: printing and distribution of five hundred (500) legal

17 guides and one thousand (1 000) prospectuses, ninety-five (95) and twenty-four radio and television presentations, in that order, in addition to preparing a video at the cost of FCFA 20,000,000. Component II: Support to Decentralization 4.5.11 The Bank’s support to decentralization emanates from the need to synchronize the ongoing institutional reform (§ 2.2.2) and the availability of quality human resources without which the closeness of decision-making centres to the population for which decentralized development activities are destined would remain a pipe dream. Thus, the project emphasizes technical assistance, training, sensitization and information technology. 4.5.12 Technical Assistance: the project will finance the fees for hiring an international consultant on short-term mission (1 man/month) to conduct the organizational audit of the General Directorate of Decentralization and Country Planning (DGDAT). It will comprise the fees for hiring an international consulting firm (two man/months) to prepare three procedures manuals (administrative, financial and technical) and distributing one thousand copies of each to local government and elected officials. Furthermore, the project will fund the fees for hiring a local consultant on short-term mission (1.5 man/months) to conduct the Yamoussoukro commune computerization master plan study which will serve as a model to other communes. Lastly, the project will finance a study on the overall civil society capacity building study with a view to promoting its effective involvement in development. The study will be conducted over a short period (two man/months) by an international consultant. The implementation of the study conclusions and recommendations shall be one of the grant conditions. 4.5.13 Training of elected officers and supervisory staff: the project will fund training at the departmental level of fifty-six (56) board chairpersons as well as four training sessions for fifty six (56) prefecture secretaries general, fifty-six (56) departmental secretaries general, fifty-six (56) directors of finance and fifty-six (56) technical directors in local administration and human resources management, departmental administrative procedures, departmental management procedures and frameworks, departmental financial procedures and the supervising authority’s auditing exercise. Training will also be packaged for thirty-three (33) municipal tax collectors selected from the eleven communes in concert with the Ministry of Economy and Finance. Furthermore, the project will fund two study missions outside the country (one on departmentalization experiences and the other on the experiences of financing decentralized structures). Lastly, it will finance eleven training workshops for one hundred and sixty five (165) members of consultative councils in the ten communes selected. Training will mostly focus on elementary budgeting, follow-up of three-year plans and participatory planning with gender in view. The beneficiary structures will be required to provide TORs (including the criteria for selecting beneficiaries) for the training and study missions. Evaluation reports will also be prepared and forwarded to the Bank. 4.5.14 Setting up of a geographic information and computer hardware information system: in order to modernize the DGDAT, increase its capacity to process information from fifty-six (56) departments and in turn enable the latter to perform adequately, the project will fund the procurement of computer hardware for the DGDAT and fifty-six (56) departments for the prefecture secretaries general (decentralized supervision). In order to provide communities with a cadastral map and a listing of all potential taxpayers, the project will fund the installation of the geographic information system (GIS) in eleven (11) communes, namely Bouake, Dabou, Abengourou, Man, Yamoussoukro, Agou, Bassam, Lakota, Gagnoa and Man.

18 The implementation of the second phase will be subject to the conclusions of the mid-term evaluation on the first phase. 4.5.15 Communication with the civil society: to facilitate the implementation of the GIS, sensitization and extension activities will be conducted in favour of the political authorities and the people to demonstrate to them the benefits of the system and the need to pay GIS levies and taxes. The project will fund the production of 100 prospectuses on various local levies and taxes with a view to information, sensitization and civil education. The set objective is to raise the level of awareness of taxpayers in the eleven communes on the importance of and need for local levies and taxes. Component III: Support to Public Resources Management 4.5.16 The project will provide support to capacity building in the General Directorate of the Treasury, the Directorate of Public Debt (DDP), the Judicial Agency of the Treasury (AJT), the General Directorate of the Economy (DGE), the Directorate of Economic Analysis and Projection (DCPE), the General Inspectorate of Finance (IGF) and the Chamber of Accounts of the Supreme Court. 4.5.17 Use of technical assistance: for the DCPE, the project will fund three international technical assistance staff including a macro-economist and a model designer (each three man/months) to reprogramme the economic budget model, and one specialist to set up the data base (two man/months). The latter will work in close collaboration with the National Institute of Statistics. National counterparts will be attached to the consultants from whom they will take over (three counterpart staff will have to be appointed). Furthermore, the project will fund two other international consultants for short-term missions to the DDP with a view, on the one hand, to the effective use of the SYGADE software (one man/month), and on the other, conducting a preliminary study on the optional public debt strategy (two man/months). Two national counterpart staff will also be appointed to work closely with these consultants. Furthermore, the project will cover the short-term recruitment for the AJT of an international consultant (two man/months) to reorganize that Agency, as well as a national consultant for a short-term mission (one man/month) to prepare a public information policy. The implementation of these conclusions and recommendations shall form part of the grant conditions. 4.5.18 Staff training: concerning the DDP, three training sessions are planned, of which one in loan negotiation and renegotiation for three assistants, another on financial market borrowing techniques for three managers and lastly one on debt strategy for two managers. Five persons among the Treasury’s operating staff, three judges from the AJT and twenty-six auditors and advisers from the Chamber of Accounts will receive audit training to enable them to attain their set objectives. Three Treasury staff will be trained abroad on international financial market techniques. Six DCPE staff will be trained in Cote d’Ivoire, of which two on seasonal adjustment and short-term projection techniques and four on the use of economic projection models. Two short mission studies abroad for two people are scheduled to strengthen the capacity of DCPE staff on technical instruments used in making economic policy projections and simulations. Two AJT judges will undertake short study missions abroad. For the General Inspectorate of Finance, the project will fund three information and sensitization seminars as well as produce the necessary backing materials for these campaigns, two seminars and meetings with professional organizations, training of thirty staff including ten in management control and ten in stock market techniques, a course in the BCEAO Dakar for two staff and a course in the Customs Cooperation Centre (CCD) in Belgium for one staff.

19 4.5.19 Equipment supply: in view of the outmoded computer hardware and the new dynamics that the authorities plan to inject into economic policy analysis and control, the project will finance the procurement of PCs for the DGE, the DCPE, the DDP, the IGF, the AJT and the Chamber of Accounts. In addition, it will fund the transformation of the DGE documentation centre into a financial information and resource centre put at the disposal the Ministry and the public. Moreover, the AJU and the Chamber of Accounts will be provided with documentation. Component IV: Support to the National Capacity Building Secretariat 4.5.20 Use of technical assistance: the project will put at the disposal of the SNRC three international consultants, of which a specialist on civil society issues, a specialist in followup/evaluation (each for six months) and a private sector specialist for three months. Three counterparts will be appointed to work in close collaboration with the three consultants from whom they will take over. 4.5.21 Training of managers: the project will fund four training seminars for SNRC staff on the challenges of decentralization, human resources motivation and planning, financial analysis and economic evaluation, and the legal aspects of project financing. 4.5.22 Equipment supply: to enable the SNRC to play its coordination role and implement its work programme, the project will supply two desk top computers, two lap top computers, one high capacity photocopying machine, furniture and connections to the Distance Education Centre (CED). Component V: Support to the Project Implementation Unit (PIU) 4.5.23 Project implementation: the Project Implementation Unit will execute the project under the supervision of the SNRC which is a structure attached to the Prime Minister’s Office. Administratively and financially autonomous, the PIU will be headed full time by a coordinator (PIU manager) whose profile and qualifications especially with regard to contract award the ADF would have considered as acceptable. In particular, the PIU will be responsible for preparing bidding dossiers, inviting bids, awarding contracts for the procurement of project goods, works and use of consultants, monitoring the installation of computer hardware along with other specialized services concerned and coordinating training programmes. It will also keep project accounts, prepare quarterly reports on the project status and the completion report. It will serve as the liaison between the ADF and the Government. 4.5.24 Use of technical assistance: the project will fund the preparation of a procedures manual on its activities. Short-term technical assistance (1 man/month) will be provided in that regard. The manual will be submitted to the Bank for information not later than six months following entry into force of the grant protocol of agreement. 4.5.25 Equipment supply: the Unit will be provided with an all terrain vehicle, three desk top computers, one lap top computer, one scanner, two printers, one photocopying machine, one fax machine, office furniture and equipment. 4.5.26 Operation: the project will cover charges relating to the running of the unit, namely fuel and vehicle maintenance, insurance, water and electricity, communication, supplies, sundry management and audit expenses.

20 4.5.27 Project audit: the project will fund three annual project account audit exercises. An auditing firm will be recruited in that regard. 4.6

Project Cost

4.6.1 The project cost estimates net of taxes and customs duty stands at FCFA 3.694 billion or UA 3.98 million. The foreign exchange portion represents 71% of the total cost (UA 2.84 billion) and the local currency 29% (UA 1.14 million). 4.6.2 The cost estimates are based on recent unit prices on similar projects and Ivorian market cost surveys. A 5% and 3% provision for contingencies and inflation were applied, respectively. Tables 4.1 and 4.2 below give the cost summary. Table 4.1: Cost Estimate by Component Component A. Legal system B. Decentralization C. Pub. resources mgt. D. SNRC E. PIU F. Audit Total base cost Contingencies (5%) Inflation (3%)

FE 581042 1081943 505363 168092 87742 21656 2445838 122292 66273

Total cost

2634403

In FCFA Thousand LC Total 366974 948,016 249987 1,331,930 125376 630,739 58032 226,124 173206 260,948 9844 31500 983418 3,429,257 49171 171,463 27069 93,342 1059658

3694061

FE 627.47 1168.40 545.74 181.52 94.75 23.39 2641.28 132.06 71.57 2844.91

In UA Thousand LC 396.30 269.96 135.39 62.67 187.05 10.63 1062.00 53.10 29.23 1144.33

Total 1023.76 1438.35 681.14 244.19 281.80 34.02 3703.26 185.16 100.80 3989.22

Table 4.2: Cost Estimate by Expenditure Category Categories A. Goods B. Services C. Operations D. Works E. Audit Total base cost Contingencies (5%) Inflation (3%)

FE 1316120 899564 200465 8033 21656 2,445,838 122292 66273

Project cost

2,634,403

4.7

In FCFA Thousand LC Total 533389 1,849,509 346998 1,246,562 86446 286,911 6742 14,775 9844 31,500 983,418 3,429,257 49171 171463 27069 93342 1,059,658

3,694,061

FE 1421.28 971.44 216.48 8.68 23.39 2641.27 132.06 71.57 2844.90

In UA Thousand LC 576.01 374.72 93.35 7.28 10.63 1062.00 53.10 29.23 1144.33

Total 1997.29 1346.16 309.84 15.96 34.02 3703.26 185.16 100.80 3989.22

Sources of Finance and Expenditure Schedule

The ADF/TAF and the Government of Cote d’Ivoire will jointly fund the project as shown in Table 4.3 below. ADF will contribute UA 3.79 million or 95% of the total project cost, covering all (100%) of the foreign exchange cost and part (83%) of the local currency cost. ADF participation in funding the local currency cost represents 23% of the total project cost. The Government will contribute UA 0.19 million to fund rents, allowances of staff of the Project Implementation Unit, water and electricity charges all amounting to 5% of total project cost.

21 Table 4.3 Sources of Finance (in UA Thousand) Source TAF Government TOTAL

For. Exc. 2844.90 0.00 2844.90

Loc. Currency 948.88 195.44 1144.33

Total 3793.78 195.44 3989.22

% of the Total 95 5 100

4.7.2 ADF participation in financing the local currency cost (83%) is justified in view of the type of goods and services to be procured, the socio-economic context and efforts by the donee to share in bearing such cost. i)

Type of Goods and Services to be Procured

4.7.3 Planned procurement includes local materials for renovating premises, local training, sensitization and information campaign, furniture, goods and services often not available locally. ii)

Socio-Economic Context

4.7.4 Currently, the Government is striving to implement an interim programme concluded with Bretton Woods institutions to restore normal financial relations with development partners. In the absence of external resources to support the programme, the State budget is subject to draconian regulations that give priority to payment of civil servant salaries, debt servicing (multilateral debt) and social expenditure. Thus, the financing of a significant portion of the local currency cost is justified. Furthermore, activities that benefit from local currency cost financing are primordial to attaining the project’s set objectives (especially improvement of resources management and governance). iii)

Government Contribution

4.7.5 Despite the budgetary difficulties facing the Government, it undertook to bear part of the project’s local currency cost. Hence out of UA 1.28 million in local currency cost, the donee will fund UA 0.2 million representing 16% thereof, while the ADF and the TAF will take up UA 1.08 million or 84% of the said cost. 4.7.6 Tables 4.4 and 4.5 represent the expenditure schedules by component and source of finance.

22 Table 4.4: Expenditure Schedule by Component Categories A. Legal system B. Decentralization C. Pub. res. mgt. D. SNRC E. PIU F. Audit Total base cost Contingencies (5%) Inflation 3% Total cost

In FCFA Thousand 2002 2003 2004 Total 94802 474008 379,206 948016 133193 399579 799,158 1331930 63074 315370 252,296 630739 22612 113062 90,450 226124 26095 130474 104,379 260948 10500 10500 10500 31500 350276 1442992 1,635,989 3429257 17514 72149 81800 171463 0 42790 50552 93342 367790

1515141 1717789 3694062

In UA Thousand 2002 2003 102.38 511.88 143.84 431.51 68.11 340.57 24.42 122.10 28.18 140.90 11.34 11.34 378.26 1558.29 18.91 77.91 0.00 46.21 397.18

1682.41

2004 409.51 863.01 272.45 97.68 112.72 11.34 1766.71 88.34 54.59

Total 1023.76 1438.35 681.14 244.19 281.80 34.02 3703.26 185.16 100.80

1909.63

3989.22

Table 4.5: Expenditure Schedule by Source of Finance (in UA Thousand) Source TAF Government TOTAL

2002 377.63 19.54 397.18

5.

PROJECT IMPLEMENTATION

5.1

Executing Agency

2003 1584.69 97.72 1682.41

2004 1831.46 78.18 1909.63

TOTAL 3793.78 195.44 3989.22

% 95 5 100

The donee is the Republic of Cote d’Ivoire. A Project Implementation Unit (PIU) will be set up under the supervision of the SNRC which is a structure attached to the Prime Minister’s Office (Edict 99 443 of 7 July 1999). The project will strengthen the capacity of the SNRC by recruiting short-term consultants and procuring sundry equipment and materials. 5.2

Institutional Arrangements

5.2.1 The Project Implementation Unit (PIU) will execute the project under the supervision of the SNRC which is a structure attached to the Prime Minister’s Office. Administratively and financially autonomous, the PIU will he headed by a full-time manager whose profile and qualifications especially with regard to public contracts the ADF would have considered acceptable beforehand. In particular, the PIU will be responsible for preparing bidding documents, inviting bids, awarding contracts for the procurement of goods and works and the use of consultants, monitoring the installation of computer hardware in collaboration with other specialized departments concerned, and coordinating training programmes. It will prepare quarterly reports on the project status and the completion report. The PIU will serve as the liaison between the ADF and the Government. An administrative/financial officer, a secretary, a driver and a messenger will assist the head of the unit. The project includes provisions for the procurement of computer hardware and a vehicle for the Project Implementation Unit and coverage of the Units operating expenditure (including Unit staff allowances). The Government will provide the Unit’s premises and pay Unit staff allowances. Establishment of the Unit and appointment of its manager whose CV shall have been submitted beforehand to the ADF is one of the loan conditions.

23 5.2.2 Furthermore, to strengthen the participatory approach which prevailed during the project design, a Project Coordination Committee headed by a National Secretary will be set up by ministerial order. The Committee will comprise four representatives appointed from various ministry beneficiaries of the support project (Justice, Decentralization, Economy and Finance), the representative of the civil society, the BNETD representative and the representative of the Directorate of Planning. The Project Implementation Unit will serve as the secretariat to the Committee. The Committee will conduct monthly general coordination to ensure smooth project implementation. In that regard, it will review and approve the annual budgets and activity programmes, approve training and study TORs before they are forwarded to the Bank, consultant work programmes, contract appraisal reports, quarterly progress reports, etc. 5.3

Implementation and Supervision Schedule

Entry into force of the grant is scheduled for the first quarter of 2002. Project implementation will cover 36 months from the date of Board approval as summarized in Table 5.1 below. To monitor project implementation, the Bank will conduct regular supervision missions in accordance with existing provisions as well as a mid-term review mission. Furthermore, monitoring will be facilitated by the proximity advantage especially within the framework of quarterly project follow-up and coordination meetings. Table 5.1.Project Implementation Schedule ACTIVITIES

Project approval by the Board Signature of the protocol of agreement Entry into force and start up Set up of the project unit and the coordination committee Start of implementation Start of premises renovation works Start of IEC, studies and training services Quarterly review

RESPONSIBILITY ADF ADF/Gov. ADF/Gov. Gov/SNRC/ADF SNRC/ADF SNRC/ADF Consultants/SNRC ADF/Gov.

Implementation supervision

SNRC/ADF

Mid-term review Project completion/Government report ADF completion missions

SNRC/ADF. Gov/SNRCs. ADF

5.4

DATE 12/01 01/02 02/02 03/02 06/02 09/02 11/02 Quarterly meeting 12/02- 03 et 06/04 06/03 12/04 06/05

Procurement Arrangements

5.4.1 The procurement arrangements are summarized in Table 5.2 below. All goods, works and services procured with ADF funds shall conform with the ADF rules of procedure for the procurement of goods and works or, as the case may be, ADF rules of procedure for the use of consultants, using the appropriate standard Bank bidding documents.

24 Table 5.2. Procurement Arrangements Categories ICB 01. WORKS 1.1 Renovations 02. GOODS 2.1 Computer hardware 2.2 Software and basic data 2.3 Documentation 2.4 Vehicle 2.5 Consumables 2.6 Misc. equipment 03. MARKET SERVICES 3.1 GIS 04. CONSULTANCY SERVICES 3.1 Training 3.2 Seminar, study missions 3.3 Studies 3.4.Technical assistance and audit 05. OPERATIONS 06. Allowances and per diem 07. Contingencies TOTAL

Means of Procurement LCB Others Amounts in UA Million

TOTAL SL

0.02 (0.02)

0.02 (0.02)

0.76 (0.76)

0.76 (0.76) 0.04 (0.04) 0.22 (0.22) 0.03 (0.03) 0.02 (0.02) 0.10 (0.10)

0.04 (0.04) 0.22 (0.22) 0.03 (0.03) 0.02 (0.02) 0.10 (0.10) 0.79 (0.79)

0.79 (0.79) 0.04 (0.04) 0.05 (0.05)

0.79 (0.75) 0.17 (0.15) 0.30 (0.30)

0.26 (0.21) 0.11 (0.02) 1.77 (1.77)

0.09 (0.09)

0.61 (0.44)

1.26 (1.20)

0.83 (0.79) 0.05 (0.05) 0.17 (0.15) 0.30 (0.30) 0.26 (0.21) 0.11 (0.03) 0.28 (0.28) 3.98 (3.79)

Works 5.4.2 Project works mostly concern the renovation of the Abidjan and Daloa courthouses and the premises of the Bouake Registry of Commerce. Contracts for the project renovation and rehabilitation works will be awarded through local competitive bidding. Goods 5.4.3 Goods funded by the project include light vehicles, sundry computer hardware, office equipment and supplies. In accordance with ADF rules, local competitive bidding (LCB) will be used in procuring these goods when their value ranges from UA 20 000 to UA 100 000 except for vehicles (UA 30 000) to be procured through national shopping. National shopping will also be used for procuring small quantities of materials (fuel, office consumables, etc.) valued below UA 20 000. Contracts for the supply of goods above UA 100 000 will be awarded following international competitive bidding in accordance with ADF rules of procedure for goods and works. Services Contracts 5.4.4 The project services contract concerns the installation of the Geographic Information System (GIS) in the communes. The contract comprises both the conduct of field surveys and system installation. The contract will be awarded following international competition.

25 Consultancy Services 5.4.5 Consultancy services will be contracted out following competition on the basis of a short list in compliance with ADF rules of procedure for the use of consultants. The services required involve the use of consultancy firms or NGOs to sensitize and inform the people on the GIS. In view of the low amounts involved (maximum UA 20 000 per contract), the publication of the procurement notice prior to the preparation of the short list will be restricted to the local media. A similar procedure will be followed with regard to the Yamoussoukro IT master plan study (UA 3 240). The other twenty-two (22) legal services extension activities will be divided into three batches. Following direct negotiation, the Ivorian Association for the Development of Law (Association ivoirienne de développement de droits, AIDD) will implement eight (8) activities for UA 30 237.58, the Association of Women Jurists of Cote d’Ivoire (AFJCI) and the Bar Association seven activities each (UA 26 457.88 per activity). The use of the direct negotiation procurement method is attributable to the fact that the three organizations are the only credible civil society actors with acceptable expertise in conducting such activities, even as none of them has the capacity to handle all such activities on its own. Procurement of additional legal services extension activities (UA 21 598.27) will be through consultation on the basis of a short list. 5.4.6 Consultants for the DGDAT will be recruited via competition on the basis of a short list to: (i) assist the Directorate of Public Debt and the SNRC; (ii) conduct the AJT and DGDAT organizational studies; (iii) conduct the legal system study; (iv) prepare the procedures manual, various data bases and the DGDAT organizational audit. 5.4.7 Local training in audit, management control, stock market techniques, decentralization and training of elected officers will be based on a short list. In view of the modest amounts involved (UA 20 000 maximum per contract), the publication of the procurement notice prior to preparation of the short list will be limited to the local media. Training abroad on the OHADA uniform acts will be conducted in Porto Novo, Benin, by ERSUMA (specialized school for the sub-region) for the sum of UA 38 877. Study mission abroad on financial methods and international trade will be held at the BCEAO in Dakar and the CCD in Brussels, respectively. Study mission on human resources management and economic negotiations will be selected on the basis of a short list. National Regulatory Laws and Executing Agency 5.4.8 National laws on the award of contracts in Cote d’Ivoire were reviewed and considered acceptable. The project unit will be responsible for awarding contracts. It will be able to perform such tasks in view of the technical assistance that the project will provide to the unit and the advantage of the Bank’s quasi-permanent monitoring of the project. General Information Note 5.4.9 The text of the general information note on procurements shall be approved by the beneficiary during project negotiations and issued for publication in Development Business following the approval of the grant proposal by the Bank’s Board of Directors.

26 Review Procedures 5.4.10 The following documents will be submitted to the Bank for review and approval before publication: (i) special information notes on procurement; (ii) bidding documents or letter of invitation to consultants; (iii) evaluation reports on contractors’ and suppliers’ bids or consultants’ proposals, including contract award recommendations; and (iv) draft contracts if those contained in the bidding documents were modified. 5.5

Disbursement Arrangements

Provision has been made to disburse the loan over a period not exceeding 36 months from the date of first disbursement. Disbursements concerning works implementation, procurement of goods and consultancy services (studies, training, compilation of data bases and installation of geographic information systems) will be made directly to the suppliers concerned. For consultancy services contracts (IEC), community contact days (open house) seminars and operation of the project unit, the PIU will make disbursements into a special account open in a bank in accordance with ADF rules. Expenditures under UA 20 000 will be made from the special account in line with modalities approved by the ADF. Requests to replenish the special account shall be accompanied by an activity programme acceptable to the ADF and a summary statement justifying the use of previous funding. 5.6

Follow-up and Evaluation

5.6.1 The SNRC will submit quarterly project progress reports to the ADF. The reports should sum up the physical status of works, problems encountered and solutions proffered. They should also give the status of disbursements by project component and highlight all issues related to the environment. At the end of the project, the Secretariat will submit the donee’s completion report within six months following project completion. Furthermore, in its capacity as the secretary to the coordination committee, the SNRC will include minutes of various committee meetings in its quarterly reports. 5.6.2 The Bank will conduct a mid-term review mission with the participation of the civil society and development partners to assess the project achievement level and the impact of installing geographic information systems in the first four communes. The installation of the GIS in the other nine communes will depend on the result of the review. 5.7

Financial and Audit Reports

5.7.1 The SNRC will keep the project accounts, separate from the recurrent operations account. The accounts will be subject to the usual civil service controls. The project accounts will permit the identification of expenditure by component, category, sources of finance and currency (foreign exchange or local currency). 5.7.2 The project contains provision to recruit a firm to conduct yearly audit of project accounts. The financial and audit reports will be submitted to the Bank within six (6) months of the closure of the accounting period.

27 5.8

Donor Coordination

5.8.1 During project appraisal, views were exchanged with development partners funding operations on governance and capacity building, especially the UNDP, the World Bank, the European Union, French and Canadian Cooperation. The World Bank capacity building project which became effective in 1999 comprises a legal system component over which the appraisal meeting met with that Institution and the Government to ensure that activities under the Bank’s project complement those of the World Bank project. The capacity building programme spread over 12 years will enter into force during the second half of 2002. The Bank participated in identifying the operation during the first quarter of 2001. 5.8.2 Concerning the UNDP, the European Union and French Cooperation, consultative meetings on capacity building in Cote d’Ivoire held, with the SNRC in attendance, indicated areas in which the Bank could participate without overlapping. For the European Union the focus is on capacity building at the decentralized level (the target of EDF - VIII) and on strengthening public expenditure management and control. Activities retained by the European Union will reinforce those of the project under consideration. Canada participates in decentralization by supporting the Government to set up a cadastral plan. Belgian support for governance in the 15 communes in the Savannah Region will take off in 2002 and will target a geographic area different from the one covered by the Bank project (see Annex 7). Lastly, German cooperation has no operation in related fields; its operating strategy is underway. 5.8.3 Overall, the SNRC in its capacity as the authority supervising the project implementation unit will coordinate all operators during the implementation phase, under the direction of the coordination committee. Furthermore, proximity will prove an asset to the Bank since it will be able to remain in direct contact with operators during consultative and coordination meetings organized between various operators. In addition, the Bank will regularly conduct its own supervision missions. 6.

PROJECT RISKS AND SUSTAINABILITY

6.1

Recurrent Expenditure and Cost

Project implementation especially in connection with computer and office equipment maintenance will generate recurrent expenditure which the State and communal budget will fully cover from 2004. With regard to the communes, the installation of the GIS and training of collectors within the programme framework will result in a significant improvement in the levy and tax recovery rate to such an extent that the communal budget will be able to bear the IT maintenance estimated at FCFA 9 million on yearly average. The Government shall undertake to set aside enough resources in the public investment budget from 2003-2004 to maintain equipment procured under the project as well as their replacement in 2005/2006. 6.2

Sustainability of Project Impact

6.2.1 The project will train 294 managers in the legal sector, 280 in the decentralization sector, 88 in the public resources management sector, 6 national counterparts of international technical assistance experts and 33 local tax collectors who will sustainably strengthen capacity in the sectors concerned. In addition, training will be offered to 165 consultative council members and information and sensitization activities extended to the civil society to whip up further interest in public property management and accountability.

28 6.2.2 The supply of computer and office equipment, especially the GIS software, should generate considerable productivity gains and sustainably improve the output in beneficiary departments. Specifically in the legal sector, the training of OHADA trainers and provision of documentary materials to duplicate knowledge received and used over several years will have a sustainable impact. 6.2.3 The training programmes and other activities will lead to qualitative changes the impact of which will be beneficial and sustainable with regard to good governance. 6.3.

Major Project Risks and Accommodating Measures

6.3.1 The major project risks include: (i) socio-political instability; (ii) low civil servant motivation due to the absence of adequate career profiles and poor pay; (iii) lack of citizen knowledge of and confidence in the legal system; (iv) the complexity of managing and coordinating various project components; and (v) the capacity of civil servants and legal staff to adapt to new modern management instruments. 6.3.2 The government has already taken certain measures to mitigate these risks, among which: (i) the democratic process finally in place and completion of the national reconciliation process; and (ii) implementation of some of government’s interim programme measures, leading among other things to increased transparency in promotions to key posts in the financial system, hence to better motivation of managers. 6.3.3 Other mitigating measures to contain project risks include: (i) strengthening the expertise of civil servants, legal professionals and semi-professionals through training and equipment; (ii) IEC activities to restore the confidence of citizens in the legal system and enhance their understanding of its workings; (iii) setting up a project coordination committee to meet monthly; the committee will comprise persons from various levels with expertise in the project areas; (iv) introducing measures to ensure close and continuous collaboration between donors involved in implementing the PNBGRC.

VII.

PROJECT BENEFITS

7.1.

Economic and Social Benefits

7.1.1 At the economic front, by training several managers occupying key positions of economic responsibility especially economic modeling and simulation, economic and financial management, audit and local government, the project will sustainably contribute to strengthening the capacity of structures involved in public resources management and support the optimum application of such resources, as a result of which budgets will be better implemented through enhanced public expenditure efficiency and increase in investments. Economic development will also be stimulated, enhancing the social good and reducing poverty. Lastly, the project will have a positive impact on all ongoing or future Bank and donor programmes in Cote d'Ivoire by strengthening the structures in charge of public resources management and control.

29 7.1.2 In the legal field, with enhancements in the running of the sector through activities funded by the Bank and other partners, economic actors will be reassured of the security of their operations, thus encouraging more local and foreign investments. The application of the OHADA uniform acts and training of judges, registrars, bailiffs, notaries and lawyers will further strengthen confidence in the legal system and increase investments. 7.1.3 The training of locally elected officers, the supervision of local governments and members of consultative councils will aim at strengthening the local management capacity to enable them to more effectively seize local development opportunities, manage local expenditures more efficiently and find ways and means of increasing the resources of structures mentioned. The introduction of the GIS, training of local tax collectors, computerization and sensitization of the people on the GIS and the need for local taxes are all founded on the imperative of increasing the level of locally collected receipts in order to accelerate development and support economic activities with impact at the grassroots. 7.1.4 At the social level, the education and sensitization activities conducted or backed by the project for the benefit of the underprivileged, especially women, will contribute to improving the relationship between the legal system and the common man, facilitating their access to the system. 7.2.

Cross-Cutting Impact

7.2.1 Impact on women: despite some progress in terms of recognizing women's right and the principle of gender equality, women remain victims of unequal treatment at several levels. They, more than men, are affected by poverty and face particular difficulties in obtaining paid employment, accessing property or credit and occupying decision-making positions. By funding training and sensitization tailored for women especially through the Association of Women Jurists of Cote d'Ivoire, the project should contribute to reducing gender inequality of which women are victim. Action to promote greater transparency in the eleven communes where the GIS will be set up will considerably limit acts of fiscal harassment against market women. Furthermore, women in Abidjan, Bouake and Daloa will be sensitized on their rights. 7.1.2 Impact on poverty reduction: poverty is one of the major problems currently facing the country. The percentage of the population living below the poverty line increased from 10% in 1985 to 33.8% in 1998; a closer analysis reveals that persons living under such conditions in the northern savannah and eastern forestry regions account for 54.6% and 46.6% of the population in those areas, respectively. Government's economic programme comprises such key social aspects as universal insurance, rural electrification and enrolment of all school-age children. Success of the programme should contribute to reducing poverty especially as it affects women and children. However, the implementation of a good governance programme is one of the fundamental aspects of poverty control since it essentially influences the performance of any government economic and financial programme aimed at engendering strong growth and improving the living standard of the underprivileged. Therefore, the project will certainly have a poverty reduction impact since its actions concern: (i) the legal system whose improvement will strengthen the rule of law and secure citizens and economic operators; (ii) the decentralization process which is based on popular participation and bringing decision-making and activity centres closer to citizens; and (iii) improvement and strengthening of public resources management and control. The project fits squarely with the Bank's vision which shares concerns about assisting in good governance, transparency and corruption control in Cote d'Ivoire.

30 7.2.3 Impact on regional integration and cooperation: the set objective by States participating in designing, adopting and applying the OHADA uniform acts is to modernize and uniformize regulatory laws and provisions governing business in UEMOA and CEMAC countries. The project will contribute to attaining that objective by conducting extension, sensitization and training activities on the OHADA uniform acts. 7.2.4 Impact on the environment: given its components which comprise the rehabilitation of premises within the Bouake Court and internal fittings within the Daloa Court building and one of the Abidjan-Plateau Court buildings, the project will have no negative impact on the environment. The civil engineering works are intended to improve public reception in premises accommodating the Registry of Commerce and Real Estate Credit. Therefore, the project is classified under Category III using the Bank's criteria. 7.2.5 Impact on private sector development: since the project improves the running of the legal system, enhances the rule of law (particularly the legal environment for business) and strengthens the management capacity of structures and institutions in charge of public resources management and control and that of the SNRC, it will contribute to putting in place a macro-economic framework that should restore confidence among private sector operators, thus promoting national and international private investment in Cote d'Ivoire. VIII

CONCLUSIONS AND RECOMMENDATIONS

8.1

Conclusions

8.1.1 The project as defined was prepared and appraised using the participatory approach thanks to which several ministries, all donors and representatives of the beneficiary population were associated. Its formulation took into account lessons drawn from previous or ongoing operations especially those of the World Bank, the UNDP, the European Union and French Cooperation to promote good governance in Cote d'Ivoire through capacity building. 8.1.2 The project conforms with the new vision of the Government of Cote d'Ivoire as set forth in the National Good Governance and Capacity Building Programme. Moreover, it falls within the ambit of Government's poverty control strategy being prepared. Indeed the project when implemented will lead to improvements in the workings of the legal system, rationalize public resources management and promote local governance through training, develop capacity to use information technology and conduct studies leading to institutional reforms in the aforementioned areas. Certainly, these consistent and well-targeted operations will lend a hand to economic growth and poverty reduction. 8.2

Recommendations

8.2.1 It is recommended that a TAF grant not exceeding UA 3.79 million be extended to the Republic of Cote d'Ivoire to implement the project as described in this report, subject to the conditions stated in the grant protocol of agreement. A

Conditions Precedent to Entry Into Force of the Grant

8.2.2 Entry into force of the grant protocol of agreement shall be subject to the Borrower fulfilling conditions set forth in Section 5.0.1 of the General Conditions. B Conditions Precedent to First Disbursement

31 8.2.3 The Fund shall only make the first disbursement from the grant resources when the Borrower, in addition to entry into force of the grant protocol of agreement, had fulfilled the following conditions to the Fund's satisfaction: The Borrower shall: i)

Submit to the Fund proof of establishing the project implementation unit and appointing the unit manager whose curriculum vitae shall have been submitted to the ADF for prior approval (cf.4.5.23; 5.1 & 5.2.1);

ii)

Provide proof to the ADF of establishing the Coordination Committee and appointing the head of the Committee (cf. 5.2.2);

iii)

Provide proof to the ADF of opening a special account in a Bank acceptable to the ADF into which funds for operating the project unit will be paid (cf. 5.5.1);

iv)

Undertake to implement the conclusions and recommendations of institutional studies conducted within the project framework: the AJT reorganization study, the AJT communication policy, the DGDAT organizational audit and the legal sector study (cf. 4.5.12, 4.5.15 & 4.5.17);

v)

Undertake to appoint by edict the SNRC correspondents in ministerial departments, civil society and the private sector (cf. 5.2.1);

vi)

Undertake to implement the conclusions and recommendations of the study to strengthen the civil society (cf. 4.5.12);

vii)

Undertake to adopt the edict on the skills base breakdown among regions, departments and communes not later than March 2002 (cf. 2.2.2);

viii)

Undertake to adopt the departmental administrative, financial and technical procedures manual prepared within the project framework (cf. 4.5.24);

ix)

Undertake to strengthen human resources in the General Inspectorate of Judiciary and Penitentiary Services (cf. 2.1.5);

x)

Undertake to set aside enough budgetary resources to cover recurrent maintenance charges from 2003 (cf. 6.1)

B. Other Conditions: i)

Submit the project implementation procedures manual to the ADF not later than six months following entry into force of the protocol of agreement (cf. 4.5.24);

ii)

Implement the conclusions and recommendations of institutional studies conducted within the project framework latest December 2002 for the AJT organizational and communication policy study, and December 2003 for the legal sector (cf. 4.5.12, 4.5.15 & 4.5.17); Implement the conclusions and recommendations of the civil society strengthening study not later than 31 December 2002 (cf. 4.5.12);

iii)

32 iv)

Appoint by edict SNRC correspondents at the ministerial departmental, civil society and private sector level not later than 31 December 2002 (cf. 5.2.1);

v)

Appoint national counterparts to consultants in the DCPE, the DDP and the SNRC not later than 31 December 2002 (4.5.20 & 4.5.17).

ANNEX 1

COTE D’IVOIRE ADMINISTRATIVE MAP

This map has been drawn exclusively for the use of the readers of the report to which it is attached. The names used and the borders shown do not imply on the part of the Bank Group and its members any judgement concerning the legal status of a territory or any approval or acceptance of these borders.

ANNEX 2 COTE D’IVOIRE GOOD GOVERNANCE AND CAPACITY BUILDING SUPPORT PROJECT ORGANZATION CHART OF THE PNBGRC NATIONAL COORDINATION PROGRAMME National Secretariat (SNRC) Project Implementation Unit (PIU)

Public Sector Monitoring

Private Sector Monitoring

Communication and Documentation Unit

Civil Society Monitoring

Computer and Statistics Unit

Human Resources Sector Monitoring

Administration and Finance Unit

Followup/Evaluation Sector Monitoring

Legal Sector Monitoring

Mail and Liaison Unit

STRUCTURES SUPPORTED BY THE PROJECT

Justice

Decentralization

DGT – IGT – AJT – DGE – DCPE - IGF – DDP - DGCPT Chamber of Accounts

Civil Society

ANNEX 3, Page 1 of 5 COTE D'IVOIRE : GOOD GOVERNANCE AND CAPACITY BUILDING SUPPORT PROJECT

COST BY EXPENDITURE CATEGORY AND SOURCE OF FINANCE MINISTRY OF JUSTICE AND PUBLIC LIBERTIES OHADA IGSJP AND STUDIES

REGISTRYRCCM ABIDJAN

REGISTRYRCCM YOPOUGON

REGISTRYRCCM BOUAKE

REGISTRYRCCM DALOA

TOTAL

ADF UA

Gvt UA

Hardware procurement Miscellaneous equipment Documentation Consumables Software

24 270 3 400 94 000 3 250 108 750

69 190 8 300 9 500 1 500 12 750

37 990 10 700 9 500 2 500 4 750

24 040 3 500 9 500 1 500 4 000

22 190 11 550 9 500 2 500 3 500

177 680 37 450 132 000 11 250 133750

191.88 40.44 142.55 12.15 230.52

0.00 0.00 0.00 0.00 0.00

TOTAL GOODS

233670

101240

65440

42540

49240

492130

617.54

0.00

Technical assistance Training Audit Seminars Studies Maintenance Study missions TOTAL SERVICES

0 304 400 0 24 000 85 000 10 982 0 424382

0 6 500 0 0 0 7 999 0 14499

0 3 500 0 0 0 8 138 0 11638

0 3 200 0 0 0 2 569 0 5769

0 2 800 0 0 0 3 023 0 5823

0 320400 0 24000 85000 32711 0 462111

0.00 346.00 0.00 25.92 73.43 35.33 0.00 480.68

0.00 0.00 0.00 0.00 18.36 0.00 0.00 18.36

Premises renovation and rehabilitation

0

3 015

0

10 260

1 500

14775

15.96

0.00

TOTAL WORKS

0

3015

0

10260

1500

14775

15.96

0.00

658052

118754

77078

58569

56563

969016

1114.18

18.36

MINISTRY OF JUSTICE AND PUBLIC LIBERTIES

ANNEX 3 Page 2 of 5 COTE D'IVOIRE : GOOD GOVERNANCE AND CAPACITY BUILDING SUPPORT PROJECT

COST BY EXPENDITURE CATEGORY AND SOURCE OF FINANCE MINISTRY OF INTERIOR AND DECENTRALIZATION DGDAT

DEPARTMENT

STUDIES

GIS LARGE COMMUNE

GIS VERY LARGE COMMUNE

GIS AVERAGE COMMUNE

GIS SMALL COMMUNE

TOTAL

ADF UA

Gvt UA

Hardware procurement Miscellaneous equipment Documentation Consumables Software

21600 1600 0 500 4 250

129920 5600 0 28000 42 000

0 0 31000 0 0

13840 550 0 500 73 525

96880 3850 0 3500 361 550

27680 800 0 1000 68 480

2320 150 0 250 17 050

292240 12550 31000 33750 566855

315.59 13.55 33.48 36.45 1196.54

0.00 0.00 0.00 0.00 35.64

TOTAL SERVICES

27950

205520

31000

88415

465780

97960

19770

936395

1595.61

35.64

Technical assistance Training Audit Seminars Studies Maintenance Study missions

0 2500 10500 0 0 2535 0

0 17800 0 0 0 17192 0

0 250 950 0 0 24000 0 6000

0 0 0 0 0 8537 0

0 0 0 0 0 44443 0

0 0 0 0 0 9216 0

0 0 0 0 0 1862 0

0 271250 10500 0 24000 83785 6000

0.00 260.53 11.34 0.00 22.68 90.48 6.48

0.00 32.40 0.00 0.00 3.24 0.00 0.00

TOTAL SERVICES

15535

34992

280950

8537

44443

9216

1862

395535

391.51

35.64

Premises renovation and rehabilitation

0

0

0

0

0

0

0

0

0.00

0.00

TOTAL WORKS

0

0

0

0

0

0

0

0

0.00

0.00

43485

240512

311950

96952

510223

107176

21632

1331930

1987.12

71.27

MINISTRY OF INTERIOR AND DECENTRALIZATION

ANNEXE 3 Page 3 of 5 COTE D'IVOIRE : GOOD GOVERNANCE AND CAPACITY BUILDING SUPPORT PROJECT

COST BY EXPENDITURE CATEGORY AND SOURCE OF FINANCE PUBLIC RESOURCES DGT

IGT

AJT

PUBLIC DEBT

DGE

DCPE

CHAMBER OF ACCOUNTS

IGF

TOTAL

ADF UA

Gvt UA

Hardware procurement Miscellaneous equipment Documentation Consumables Software

0 0 0 0 0

0 0 0 0 0

23940 0 9500 500 4 250

52050 3000 0 500 8 000

25440 0 15750 500 4 250

38400 0 0 500 38000

49130 1500 3000 500 8 000

6960 300 9500 500 2 250

195920 4800 37750 3000 64750

211.58 5.18 40.77 3.24 155.62

0.00 0.00 0.00 0.00 0.00

TOTAL DES BIENS

0

0

38190

63550

45940

76900

62130

19510

306220

416.39

0.00

Technical assistance Training Audit Seminars Studies Maintenance Study missions

0 17100 0 0 0 0 0

0 2625 0 0 0 0 0

0 6 075 0 0 21000 2609 6000

10500 61947 0 0 21000 4605 0

0 2500 0 6 850 0 2969 0

73500 17545 0 0 0 4640 7000

0 26500 0 9420 0 4663 0

0 14550 0 0 0 921 0

84000 148842 0 16270 42000 20407 13000

90.71 160.74 0.00 17.57 45.36 22.04 14.04

0.00 0.00 0.00 0.00 0.00 0.00 0.00

TOTAL SERVICES

17100

2625

35684

98052

12319

102685

40583

15471

324519

350.45

0.00

Premises renovation and rehabilitation

0

0

0

0

0

0

0

0

0

0.00

0.00

TOTAL WORKS

0

0

0

0

0

0

0

0

0

0.00

0.00

17100

2625

73874

161602

58259

179585

102713

34981

630739

766.84

0.00

PUBLIC RESOURCES

ANNEX 3 Page 4 of 5 COTE D'IVOIRE : GOOD GOVERNANCE AND CAPACITY BUILDING SUPPORT PROJECT

COST BY EXPENDITURE CATEGORY AND SOURCE OF FINANCE SNRC - PIU SNRC

TOTAL

ADF UA

Gvt UA

PIU

Hardware procurement Miscellaneous equipment Documentation Consumables Software Hardware procurement

22 200 0 28 454 0 250 5 000

22 200 0 28 454 0 250 5 000

23.97 0.00 30.73 0.00 0.27 681.14

0.00 0.00 0.00 0.00 0.00 0.00

18 110 21000 7 300 0 31 200 2 250

TOTAL 18 110 21 000 7 300 0 31 200 2250

ADF UA 19.56 22.68 7.88 0 17.82 0.00

Gvt UA 0.00 0.00 0.00 0.00 15.87 0.00

TOTAL GOODS

55904

55904

736.11

0.00

79860

79860

67.94

15.87

Technical assistance Training Audit Seminars Studies Maintenance Study mission Motor insurance Allowances and per diem Rent

126000 23 800 0 18 000 0 2 420 0 0 0 0

126 000 23 800 0 18 000 0 2 420 0 0 0 0

136.07 25.70 0.00 19.44 0.00 2.61 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 31500 0 2000 3708 0 6000 101880 36000

0 0 31500 0 2000 3708 0 6000 101880 36000

0.00 0.00 34.02 0.00 2.16 4.00 0.00 6.48 23.33 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 86.70 38.88

TOTAL SERVICES

170220

170220

183.82

0.00

181088

181088

69.99

125.57

Premises renovation and rehabilitation

0

0

0.00

0.00

0

0

0.00

0.00

TOTAL WORKS

0

0

0.00

0.00

0

0

0.00

0.00

226124

226124

919.94

0.00

260948

260948

137.92

141.45

SNRC – PIU

ANNEX 3 Page 5 of 5 COTE D'IVOIRE : GOOD GOVERNANCE AND CAPACITY BUILDING SUPPORT PROJECT

COST BY EXPENDITURE CATEGORY AND SOURCE OF FINANCE GENERAL SUMMARY (FCFA 1000) JUSTICE

MID

PUBLIC RESOURCES

SNRC

PIU

TOTAL

ADF UA '000

Gvt UA '000

Hardware procurement Miscellaneous equipment Documentation Consumables Software Hardware procurement

177 680 0 37 450 132 000 11 250 133 750

292 240 0 12 550 31 000 33 750 566855

195 920 0 4 800 37 750 3 000 64 750

22 200 0 28 454 0 250 5 000

18 110 21 000 7 300 0 31 200 2250

706 150 21 000 90 554 200 750 79 450 772 605

762.58 22.68 97.79 216.79 76.40 681.14

0.00 0.00 0.00 0.00 15.87 0.00

TOTAL GOODS

492 130

936 395

306 220

55 904

79 860

1 870 509

1 857.39

15.87

Technical assistance Training Audit Seminars Studies Maintenance Study mission Motor insurance Allowances and per diem Rent

0 320 400 0 24 000 85 000 32 711 0 0 0 0

0 271250 10500 0 24000 83784,5 6000 0 0 0

84 000 148 842 0 16 270 42 000 20 407 13 000 0 0 0

126 000 23 800 0 18 000 0 2 420 0 0 0 0

0 0 31500 0 2000 3708 0 6000 101880 36000

210 000 764 292 42 000 58 270 153 000 143 031 19 000 6 000 101 880 36 000

226.78 792.97 45.36 62.93 143.63 154.46 20.52 6.48 23.33 0.00

0.00 32.40 0.00 0.00 21.60 0.00 0.00 0.00 86.70 38.88

TOTAL SERVICES

462 111

395 535

324 519

170 220

181 088

1 533 473

1 476.45

179.57

Premises renovation and rehabilitation

14 775

0

0

0

0

14 775

15.96

0.00

TOTAL WORKS

14 775

0

0

0

0

14 775

15.96

0.00

GRAND TOTAL

969 016

1 331 930

630 739

226 124

260 948

3 418 757

3 349.79

195.44

ANNEX 4 PAGE 1 of 3 DETAILED PROJECT ACHIEVEMENTS Structure I. Legal system

Achievements 1. Operation of the legal system better understood, necessary reforms specified and the cost of financing the sector taken into account in the wake of a study and a round table leading to institutional reforms on the running of the legal system, with a view to promoting transparency and confidence in the system by persons who come under the jurisdiction of the courts; 2. Content of the uniform acts of the OHADA Treaty widely disseminated (distribution of tracts, seminars, conferences) to inform professionals and the public with a view to their effective application; 3. 48 judges, 48 registrars, 48 lawyers, 48 bailiffs and 48 notaries trained on the OHADA uniform acts in Cote d’Ivoire, 50 trainers and two members of the OHADA National Committee trained at ERSUMA (Port Novo);

4. Two judges/inspectors general trained to strengthen the IGSJP capacity;

5. 13 community contact days (open house) organized to bring justice closer to the people and promote dialogue;

6. Jurisdiction statistical data software set up and statistics disseminated to make the public knowledgeable about the workings of the legal system; 7. Sensitization and information activities conducted by the civil society (AFJCI, AIDD, OA) in 11 communes and Abijdan among the people, including the underprivileged (women, the poor and peasants) to enhance their understanding of the legal system and to bring justice closer to the people; 8. The registries of the Abidjan-Plateau, Yopougon, Bouake and Daloa courts of first instance computerized; 9. Four courts of first instance, the IGSJP and the Chamber of Accounts of the Supreme Court computerized; 10. The Daloa and Bouake court premises renovated to accommodate the Registry of Commerce and Real Estate Credit;

11. The Daloa court equipped with a public address system, fax, photocopying machine and telephone exchange; 12. Four court houses, the IGSJP, the AJT, the Chamber of Accounts and the OHADA National Committee provided with documentation

ANNEX 4 PAGE 2 of 3 DETAILED PROJECT ACHIEVEMENTS II. Decentralization

1. 11 communes equipped with the geographic information system (GIS) for obtaining a simplified cadastral plan and improving commune fiscal receipts; 2. 33 tax collectors trained to accompany the GIS in the eleven communes; 3. 11 GIS information and sensitization campaigns conducted among the public on the need for locally collected taxes and levies; 4. 56 general council chairpersons, 56 prefectural secretaries general in charge of supervision, 56 departmental secretaries general, 168 directors of technical, administrative and financial services trained on local management; 5. Three local management procedures manual (administrative, financial and technical) prepared and distributed in 1000 copies to local governments; 6. Supply of computer hardware to the general councils in the 56 departments and to the DGDAT supervisory authority; 7. Study on the general strategy to involve civil society in the development process conducted; 8. Yamoussoukro IT master plan study conducted; 9. Workshops to train 165 consultative council members organized; 10. Two study missions abroad for DGDAT managers organized; 11. DGDAT organizational audit conducted to adapt it to its new mission;

III. Public resources management

1. IT hardware for the DGE, the DDP, the AJT, the IGF, the Court of Accounts procured (54 work stations), delivered and staff trained; 2. 88 staff trained on auditing, financial and customs techniques, and debt management to strengthen the capacity of structures and institutions responsible for public resources management; 3. Seven technical assistants recruited for the AJT institutional study, the DDP diagnostic study, the reprogramming of economic budget models (two technical assistance staff), setting up the DCPE data base, training counterpart staff on the SYGADE software and on the debt strategy; 4. Five seminars and sensitization campaigns for professional organizations and government employees on public resources management organized; 5. DGE documentation centre transformed into the Economic and Financial Information Centre of the Ministry of Economy and Finance and opened to the public;

IV. SNRC/PIU

1. SNRC and the PIU strengthened with material resources, office

ANNEX 4 PAGE 3 of 3 DETAILED PROJECT ACHIEVEMENTS furniture and computer hardware (4 work stations for each structure); 2. Three technical assistance experts in human resources, the private sector and civil society for the SNRC, responsible for training national counterparts recruited; 3. SNRC staff trained on decentralization, human resources planning, legal and financial aspects of projects, economic and financial analysis; 4. The PIU equipped with an all-terrain vehicle.

Donor Operations Under the PNBGRC Sector of Operation

Development Partners.

Project

UNDP

1-Governance support programme. Duration: one year. Cost: US $ 1.75 million 1-Good governance and capacity building support project. Duration: three years. Starting first quarter of 2002

Support to the preparation of texts especially on corrupt enrichment, outreach and communication Support to the IGSJP; training of legal staff and assistants; computerization of 4 courts and their registries; extension activities on OHADA acts; information and sensitization of the civil society

1-Private sector development; suspended owing to arrears; resumption after arrears settlement

OHADA uniform acts

Legal

ADB

World Bank

EU

Decentralization

Canadian Cooperation Belgian Cooperation German Cooperation

Public Resources Management

SNRC

Support the editing of certain applications and communication

Support the preparation of texts on motivation

Technical assistance support and training to ensure optimum project coordination.

Support to the DGDAT: computerization of 56 departments; GIS equipment for 11 communes; local staff training; information and sensitization of the civil society

Support to the DGCPT, the DGE, the IGF, the AJT and the Chamber of Accounts through training and IT hardware

i)

2-PARC

Decentralization/communalization; human resources development; transfer of resources and management to women

Administrative reforms

The SNRC coordinated the project identification.

1-PSDAT in five regional headquarters. Duration: five years. Cost: US $ 45.5 million; starting July 2002

Institution building with regard to grassroots democracy by putting control measures in place and promoting good governance in San Pedro, Korhogo, Daloa, Bondoukou and Odienne

2-Correcting Measures

French Cooperation

ANNEX 5

Legal system support. Cost: FF 8 million; suspended in December 1999 Local fiscal reform support. Duration: three years. Cost: UA 3 million. Suspended in December 1999, resuming January 2002 Governance support in 15 communes in the Savannah region. Duration: five years. Cost: US $ 10.8 million; starting June 2002 Operating strategy being prepared

Support to the DGBF, the DGD and the DGCPT

Installation of a cadastral system for 20 urban communes

-Public infrastructure and utilities; -Support to economic operators; -Strengthen the capacity of elected officers, local staff and the civil society

ii)

Support by providing equipment, technical assistance and training to ensure optimum project and PNBGRC monitoring and coordination 3 annual workshops on performance; coordination of capacity building activities at the national level with the participation of all parties, including development partners.

Annex

CORRIGENDUM 1. Page 25, the dates on the implementation schedule were fixed subject to Board approval of the project in December 2001. Since the project will be presented to the Board in January 2002, the implementation schedule was reviewed as follows: Table 5.1.Project Implementation Schedule ACTIVITIES

Board approval by the Board Signature of the protocol of agreement Entry into force and start-up Set up of the project unit and the coordination committee Start of implementation Start up of premises renovation works Start of IEC, studies and training services Quarterly review

RESPONSIBILITY ADF ADF/Gov. ADF/Gov. Gov/SNRC/ADF SNRC/ADF SNRC/ADF Consultants/SNRC ADF/Gov.

Implementation supervision and regular contact

SNRC/ADF

Mid-term review Project completion/Government report ADF completion mission

SNRC/ADF Gov/SNRCs. ADF

2. Page 16; §4.5.2, read (see detail in Annex 4) instead of (see detail in Annex 7). 3. Page 29, Line 5, French version: read (see Annex 5) instead of (see Annex 7).

DATE Jan. 2002 Feb. 2002 Feb. 2002 Mar. 2002 June 2002 Sept. 2002 Nov. 2002 Quarterly meetings 12/02- 03 et 06/04 June 2003 Dec. 2004 June 2005