ASi" kUCTURE FlOR DEVELOPMENT

Bx47'Donor co-ordination4win ifrasrcueteAfrican
experience.
TeWrDBanes Arca region is encouraging donor eahohrbfre committng to. major new -invest-
~coordination thrugh two mainrmutes. First,it has used mets.
regional -partnerships 'of: donors to develop policy Second, donor coordination in Africa is translating
frameworks and: build 'osnu,angthose in- thiis consnsson policy reforms and investmenttpriorivolved
in the different infrastructure subsectors. These'. ties-into concerted action through large umbrella pronitiatie
Include, the Su-aaa-fiafasot jectisi supored by a coarttion of donors. The Bank acts
PolicyProgram (SSATP), which-was launched asa" jit as lead donor for these projects; other donors participate
unidertaking by the.Bank and 'the UN Economicd Corn-' :as.cofinanciers and soametimes collaborate.in prepuraau_mssion_
for Africa- (UNECA).7 -The SSATP is supre -tion. -The two largest..umbrella projects are the kInte-
-* a b oaliionof donors-that prvd eoddstaff and -grated-Roads Project in Tanzania (with sixteen particisupprt;it
nvovesAfrcaninstitutions such' pating donors in the flrstphase and twelve expected to
the Uion. Afrian Ralway andthe Maritime suipport the-'second phase) 'nthe~ Roads. and Coastal
Cofrnefor West and CnrlAic.The SSATP has Shipping 'Project in Moamnbique (with fifteen'partidbeenpariculrlyeffetiv
indeveloping aiconmmon-ap- paigdons.Both projects have focuLsed o usan
proach amnong- donors regarding- road sector ~reform, able'rmad finanding, the -provision of better qualified
-railwaiyrestructuring, road safety, and imnprovement oif 'and bigher-paid staff,and the contractin out of madl
the 'perfomace of urban public transpo?rt; The roaid' work. This integrated project design has improved gy
components- Of -the program-the Road MawLintenance 'ernments' efflciency in-managing exteral aid by stan-'_
Initia tive: RMM and the Rural. Trae a. .1 flnso dardizing their reporting. procurement, accounting, and
Progrm-resltedin the preparation-of a>Donor Code 'budgeting systems. Such approaches are beinig applied
of Conduct for this subsector (currently bieing ratified) to-the xaa&sectors in Burkina Faso, Cameroon, Kenya,
~in wich participating- donors agre to consult -with MadagascanRwanda, Senegal,and Uganda-
Box L ThWolBank's eprncwthproject-evaluation
The Bnk~s Wrld wn exeriene reveals that. project rae frtr.I di the report showed that, rein-
* ppp~ aloneis not sufficient to ensure the successof
projects.
tive to implementation capacities, projects were often tDoo
complex.Fnally, the report argued that greter attention
During the 1970s and early 1980s, integrated rurial to uncertainty and risk -was wtarranted in project pa
* devlopmnt pojecs rereseted a ~compreh~ensive ef- radion.
to rase ivin rral stadard thrugh.among other Both reports draw attention'to copnents. of. the
- comonent, a et. o coorinatdinrastructure invest-; projiect planning process'that.cannot be addressed by re-.
mens irigaion i rods,ari soialservices A review fining standard appraisal technques. The objectivity and
ofthe Banks expeience bylthe:Operationis Evaluation itracosteythtuhtcnqesoffermutb
Deparment(its internal auditing arm) found thiat'results, complemented by carful judgments about implem~entawere
often disappointing. Anwong the faCtors contiut dion capacitYand thenrgorouisanalysis of project risks. In
ing to -the relatively low success rates, the report cited addition, as describe hin the WoDrld Bank's official re-
:overemphai in appraisals on the details O i .
tednyt select laLrge and complex projects, and overly 'parties are commiitted to projects increases the li'kelihod
optimiistic projections of project outcomes. The review
emphsizd- a contr's tat ipleentaioncapaity
of project success. Seeking participation by beneficiaries
ini project identification, design, and implementain
iwas a critical prerequisite for project success. -while enuigitaoenetlcoordination and
Arecet revewof the BanLk's overallprojectportfolio agreement, are useful in -establishing such commitmnent
(the WVapenhans-report) documented an increasing num-- by stakeholders.Preserving some flexibilit in project:
y..br of p,oorly_performing infirastructure projets. One of, content and design is also desirble; this require carful
thie; c-auses- -of this inc,rease cited by the~ report was a ten- monitorinig duigpoetimplementation
dencjyto concentrate in the appraisal proce'ss on loan ap- from experience as dtheproject evolves.
adlann
proDval, WhiiCh can lead to anupwiard bias in estimating
possbe quantitative analysis to the decdsionmak- ing of implementatoarreuedfrpjctsing
process. Project appraisal is important, yet the ces (Box 4.8).
evaluation of-completed projects indicates that both Experi-ence with capital-rntensive projects, mnhigh-quality
project appraisal and ongoing mnonitor- cluding many in infirastructure, shows that manage-
.86