Project Preparation by A2u4DNV


									                            Post-Conflict MDTF Operations:
                         Practitioners’ Advice from Field Teams
The brainstorming for this list began with Africa Region country teams and experienced MDTF managers.
In order to be as practical as possible, the Tip Sheet is structured to provide suggestions that cover the
early upstream discussions about MDTF purpose, scope, and structure, and then moves through the
process of designing and launching the MDTF; staffing the local office and Technical Secretariat;
identifying, preparing, and appraising projects; supporting Government in developing their capacity to
play their designated roles; and supervising projects intensively to monitor progress and adjust

 The recurrent themes of this Tip Sheet are the need to (i) plan ahead, (ii) understand and prepare for
 the major administrative work that will emerge, (iii) manage expectations arising among both
 recipients and donors, and (iv) understand the flexibility provided by OP 8.00 (and the implications of
 that flexibility, e.g. policies for MDTF covered by OP 8.00 do not carry over to all MDTFs).

 Critical external elements that must explicitly be taken into account include:
      political milestones and associated risks – events mandated in peace agreement, planned or
          unforeseen leadership changes, election campaigns and votes, etc.
      operational issues both cross-cutting and project-specific – procurement, cash flow and
          financial management, contract management, monitoring and evaluation, arrangements for
          implementing agencies, monitoring agents
      enabling environment for implementation – staff working conditions, communications
          strategies, office support, mechanisms for responsive support from HQ

MDTF Design and Launch
     Secure early commitment for Bank budget support to enable early mobilization of staff.
     Base the MDTF scope and portfolio design in the vision derived during the PCNA (or
      similar assessment and prioritizing process), using the Transitional Results Matrix (TRM)
      as the framework.
     Reach early agreement on MDTF governance structure most suited to the environment in
      which the MDTF will operate. Governance tasks to consider are (i) policy dialogue; (ii)
      resource allocation; (iii) activity approval; and (iv) secretariat services.
     Explicitly articulate and communicate the objectives of the MDTF – often a combination
      of: early visible results, delivery of basic services, physical reconstruction, policy dialog
      and donor coordination, capacity and institution building.
     Build in a consideration of the balance between quick-disbursing visible results activities
      and “invisible” policy and capacity-building activities – and consider the balancing at the
      portfolio, sector, and (possibly) project level.
     Ensure that implementation and financing modalities have been clearly defined. In
      particular, it is important that the expected role of UN Agencies (if any) has been agreed
      prior to presenting the MDTF to the Board and that operational arrangements have been
      clarified during early MDTF discussions.
    Activities undertaken by UN Agencies can either be directly executed and a Direct Grant
     Agreement entered into between the Bank and the UN Agency and/or through sub-
     components of government-executed projects that will require an agreement to be entered
     into between government and the UN Agency in question. In either case, it is important
     that the legal agreements are consistent with the current discussions and expected
     fiduciary umbrella arrangement between the Bank and the UN to facilitate collaboration
     under such MDTFs in post-conflict or emergency situations.
    Clarify the operational arrangements for UN agencies during early MDTF discussions,
     and ensure that expectations and decisions are not dependent on agreements not yet in
     existence; validation that desired structures and procedures are allowable under
     Framework Agreements or special waivers must be done not only at country level but at
     HQ level, to avoid plans or expectations in-country that are later not supported by HQ.
    Start early to produce the MDTF Operational Manual.
    Establish early contacts with designated focal points on fragile states / post-conflict
     operations and TF operations in HQ. Use RRC mechanism to find and activate
     experienced pro-active team of consultants and Bank staff with considerable post conflict
     background to support the team on the ground, both through intensive MDTF launch
     support and, if needed, through first “bulge” of project design/appraisal/launch efforts.
    Ensure that key MDTF team is on the ground from the earliest possible date and phase in
     additional staff on a timetable planned in advance (not supply-driven!) Planned staffing
     and launch must ensure MDTF office (or the Bank country office if it houses the MDTF
     Technical Secretariat) has adequate administrative and operational support staff in place
     and trained/fully conversant in Bank operations to support the MDTF/Bank operations in
     the field.
    Ensure that the basic communications systems (video conferencing, dama and sat phones,
     radios, and cell phones) are in place as early as is physically possible to facilitate
     communications between field office, HQ, client, and other stakeholders.
    In addition, as early as possible thereafter, make sure ICT systems and software such as
     Client Connection, IRIS, etc. are fully functional in the country office, and MDTF
     Technical Secretariat and government project counterparts have guaranteed access.
    Develop a shared understanding of the importance of investing early in fiduciary systems
     and capacity, to agreed standards, advocating good economic governance as the
     guarantor of efficient use of uniquely available reconstruction resources; use both
     workshops and awareness campaigns to involve government, civil society, NGOs,
     communities, and media.
    In countries with limited capacity or limited system, consider recruiting a Procurement
     Agent and a Project Accounting Agent immediately upon establishment of the MDTF
     (TORs and bid process launched before MDTF becomes effective, with contracts signed
     immediately upon effectiveness), and also consider a parallel contract for capacity
     building and training support with linkages in TORs of the Agents and the trainers. (See
     paragraph 10 in OP 8.00 for exceptional Bank execution. Authorization process for such
     Bank execution should start early in the design.)

Practionners’ TipSheet: Advice from Field Teams on MDTFs           revised Oct 2007             2
Project Preparation
    Plan for systematic development of the project pipeline.
    Keep project design simple, and make explicit space for periodic and mid-term reviews
     during supervision to allow for component or project restructuring when needed, as fluid
     post-conflict settings evolve.
    To deliver “visible results”, consider projects/components that provide dividends to the
     population through community-driven reconstruction and labor-intensive public works
    Encourage solutions that “buy in” interim capacity through external partners/contractors
     while ensuring that the government owns and manages the program from the start.
    Be realistic on commitments about deliverables and timelines by providing realistic
     schedules upfront and frequent updates to all stakeholders.
    To manage expectations, beginning even at the PCNA and donors’ conference stage,
     include a public information/communication officer (EXT) in the core MDTF team to
     assist government and Technical Secretariat in preparing periodic press releases and
     conducting public information campaigns to inform government, population and press of
     program objectives, accomplishments to date, etc.
    Ensure that the project preparation team is made up of seasoned internationally recruited
     staff with considerable operations experience, preferably in post conflict environments,
     and provide particular attention to the skills set and time available from the TTL and the
     procurement specialist.
    In addition to Bank staff and Government counterparts, include representatives from the
     MDTF donors on “joint appraisal teams” to increase range of expertise, broaden dialog,
     and ensure wide “buy-in” across stakeholders.
    Consider hiring / assigning procurement, FM, and monitoring staff to prepare for and
     then carry out initial procurement and contracting activities.
    Ensure that sufficient budget is available for Bank technical and logistical support to joint
     preparation and appraisal under agreed MDTF structure, and that Bank budget is
     augmented beyond “normal” quotients to provide for more intense and frequent
     supervision and for additional costs of supervision (such as transport and security).

Project Implementation – Support by Bank
    Take advantage of expanded PPF under OP8.0 and other policy/procedures flexibility to
     support Bank staff in a more active role in the launch and early implementation of
     projects, i.e. direct contracting for technical assistance, small works, and goods required
     to support project implementation.
    In countries with low capacity, recruit and put in place experienced senior international
     advisors to assist and advise the Sector Minister in administrative and technical issues
     associated with setting up their particular ministry. Funding can be through LICUS or
     other mechanisms.

Practionners’ TipSheet: Advice from Field Teams on MDTFs             revised Oct 2007              3
    Articulate clearly the range of responsibilities required, and the number of advisors
     needed, to cover the requirements along the spectrum of designing and launching core
     public capacity (structure and training of procurement unit staff, drafting of procurement
     laws and systems) through to providing interim capacity (functional line responsibility
     for core procurement tasks as national capacity is built, including supporting delivery of
     actions required from Government side under Bank-projects’ processes).
    Provide technical assistance to set up and manage payment mechanisms to channel
     money to the sub-national and sectoral units of government (states, counties and villages)
     for payment salaries in core state functions (local government officials, contractors,
     teachers, health workers, etc.).
    Draw upon HQ initiatives with “prequalification”, ranging from the callable roster of
     individual consultants to the proposed list of pre-qualified procurement firms.

Project Implementation – Recipient
    To encourage government ownership, ensure that counterparts are appointed to assist the
     project preparation and implementation teams, and then invest in their training and in
     providing the necessary logistical and coaching support for them to be active contributors.
    Where capacity is low, ensure that NGOs, UN Peacekeepers and Engineering Units, and
     UN Agencies play a pivotal role in project implementation when and where applicable,
     striving for linkages with transitional authorities, communities, and sub-national voices
     so that the implementation is not entirely externally driven. Inquire through HQ support
     units in OPCS about constraints to and precedents in these partnerships in order to extract
     maximum value and avoid problems.
    Agree with recipient governments on flexible support and or training packages for staff to
     compensate for difficult living conditions and transition issues; ensure sufficient office
     space and administrative support staff for counterparts, including IT connectivity to
     facilitate communication and general administration.

Practionners’ TipSheet: Advice from Field Teams on MDTFs            revised Oct 2007              4

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