Professional experience as to monitoring & evaluation of public contracts

 

A. Republic of Cameroon: Final evaluation of the 10th EDF support to the NAO office project

 

1. Dates: October - November 2014 & March 2015

2. Location: Yaoundé

3. Organisation and parties involved: NAO staff (EDF Support unit - CAON-CAM), EU delegation, technical ministries, national EDF tenders commission, project/programme implementation units.

4. Position: Short-term expert, (in partnership with ETI Consulting)

5. Responsibilities: as a member of a team of 2 experts, tasked with evaluating the performance of the project supporting the NAO and his office in carrying out all EDF management related duties as they are spelled out in the  Cotonou Agreement.

6. Major activities ans achievements:

Carrying out of an in-depth assessment of the performance of the NAO support unit in managing all EDF funded projects and programmes in Cameroon; This involved meeting or exchanging with all parties involved in the technical ministries (several direct labour set-ups), the PIUs, the EUD and the CAON managerial staff. As usual, this was done in order to assess the project's performance in light of the DAC criteria i.e. sustainability, impact, effectiveness, efficiency and relevancy. The assignment was carried out in two stages, the initial and main one being implemented between October and November. Recommendations also focused on the best possible NAO set up and technical assistance or support to be funded under the 11th EDF as of 2015, which included the technical cooperation facility ('TCF') as well.

7. Skills and experience acquired:

Although very often in a situation where assessing the on-going project's performance in the framework of other assignments, this was an opportunity to be involved in a typical evaluation mission while looking into the strategic particularity of supporting an NAO office yet another time.

All the same an opportunity to return to Cameroon over two years after having provided technical assistance to the very NAO office and support unit already in place back in 2012.

 

B. Republic of Niger: technical assistance (advice & support) to ministries of roads and transport infrastructures in assessing five specialized institutions.

 

1. Dates: August - September 2014  & January - February 2015

2. Location: Niamey

3. Organisation and parties involved: 10th EDF institutional support to the roads sector programme, NAO office, EU delegation and technical departments concerned.

4. Position: short-term expert, in partnership with Louis Berger.

5. Responsibilities: in charge of assessing the evolution of five institutions falling under the ministries of roads and transport infrastructures.

6. Major activities and achievements:

Performance and organisational analysis of the following structures:

- Roads maintenance autonomous fund (CAFER): in charge of collecting financial resources for the maintenance of the national roads and tracks network since 1999; the assignment was aimed at evaluating this entity’s efficiency and independence.

- National building and public works laboratory (LNBTP): established as a semi-autonomous institution since 2002 and in charge of performing all geo-technical studies amongst other related requirements.

- National public works equipment rental company (SLMTP):  established as a semi-private company since 2002; it's mission consist in renting the equipment that public works companies need.

- Centre for capacity building in the field of public works (CPTP): a public institution in charge of vocational training and education that was not involved in the institutional reform that took place in the late 1990's.

- Training centre for road transport techniques: a public institution falling under the ministry of transport and in charge of training professionals of the transport industry; this entity too was not involved in the institutional reform that took place in the late 1990's.

 

The evaluation carried out looked into the performance of these institutions for the past ±15 years with respect to the needs of the private sector in the area of road construction and maintenance. Recommendations for needs to be fulfilled in terms of capacity building and efficiency were made and looked into through a participatory methodology that included a workshop (December) with all parties concerned.

 

7. Skills and experience acquired:

Another experience in the highly strategic area of roads transport management and maintenance more specifically. Yet again, the issue of second generation maintenance funds in Africa was on the agenda next to the infrastructures sector's traditional preoccupations including vocational training and support to the companies of a private sector created from scratch some 10 to 15 years ago. This in the context of a land-locked country (now an oil producer since 2011) very much a victim of the geopolitical situation prevailing in the Sahel for long decades.

 

C. Republic of Burundi: technical assistance (advice & support) to the NAO’s office in the field of monitoring and evaluation of EDF funded projects and programmes

 

1. Dates: November 2012 – April 2013 & November – December 2013

2. Location: Bujumbura

3. Organisation and parties involved: NAO staff (support unit included: CELON-FED), EU delegation, technical ministries and project/programme implementation units.

4. Position: short-term expert, in partnership with Sofreco.

5. Responsibilities: in a first stage, in charge of providing technical support with respect to M&E on one hand while designing and then executing a training programme in related matters (PCM, logical framework approach…); in a second stage (late 2013), in charge of following up on the technical support provided earlier as well as supporting the 11th EDF programming exercise to come.

6. Major activities and achievements:

Baseline analysis of the M&E system between the NAO’s office, the technical ministries and the project implementation units; coaching of the Celon staff in developing M&E tools, communication channels and strategic positioning; design and execution of a two month training programme (several components) provided to Celon staff, technical focal points within ministries and PIU staff; This included larger workshops on specific issues and involving staff of the European union delegation. The training programme was completed and the NAO office eventually adopted as well as implemented new M&E tools (such as data collection systems, an “essential indicators” fiche, dashboards etc.) between February and March 2013. During the second stage of the assignment, carrying out of a participatory assessment of the M&E tools put in place between November 2012 and April 2013 in order to reinforce the information system between the NAO’s office, the technical ministries and the project implementation units; coaching of the Celon staff and the project teams as to improving the M&E tools on trial, communication channels and strategic positioning of both the NAO support team and the EU delegation.

7. Skills and experience acquired:

Another professional experience acquired in a post-conflict country that has been through a very long period (since before the 1962 independence up to 2010) of swathes of political instability and severe ethnical conflicts followed by the displacement and reinsertion of people on top of overall extreme poverty. The EUD was very attentive to the evolution of my assignment as it was very concerned about acquiring strategic information of project performance bearing in mind that EUR 90 millions (out of a total of EUR 230 millions EDF envelope) are disbursed through direct budgetary support. The EU Commissioner for development visited Burundi on 20-21 February.

The second phase of the assignment provided us with a unique opportunity to follow-up on the implementation of an M&E system through the introduction of information collection tools. As M&E systems are often, let alone systematically, weak because of the lack of sufficient resources allocated to them (human, technical or financial), it was a very typical case of an attempt in reinforcing M&E tools in spite of the many constraints. It was also an opportunity to support the NAO support unit and its focal points within technical ministries in its capacity-building exercise on top of seeing how on-going programmes are faring.

 

D. In charge of a training programme for senior officials in the field of EDF Project management: Procurement procedures, logical framework approach and role of the national authorising officer

 

1. Dates: November 2012

2. Location: Clichy, Paris, France

3. Organisation: Perspective institute (Sofreco).

4. Position: EDF expert, teacher / trainer.

5. Responsibilities: in charge of providing a one week training programme to some 12 senior officials of the Western Africa economic and monetary union head office (Ouagadougou) as to EDF procedures (procurement, logical framework approach, national authorising officer…).

6. Major activities and achievements:

The 2 x 5-days training programme was intended to WAEMU / UEMOA officials in its capacity of regional authorising officer; Most of these international civil servants was already familiar with EDF procedures. The programme included 2 main components. The first week focused on EDF basics (Cotonou partnership treaty, tender procedures, national authorising officer); It was provided by a colleague, Mr Jean Talekeudjeu. I took over the second week and focused on practical examples and case studies on tender procedures in a first stage. The second stage included reviewing the project cycle management fundamentals and a case study on project design (identification & formulation).

7. Experience and skills acquired:

A very first experience as a teacher or trainer in the frame of a vocational training programme designed for international staff or officials of financial institutions and development aid. An opportunity to tighten my collaboration with an organisation closely linked to Sofreco, the Perspective institute (www.institutperspective.com).

 

E. Development of an information and monitoring & evaluation system for the Support programme to the diversification of the economy in Algeria (Diveco)

 

1. Dates: January and April 2012

2. Location: Algiers

3. Organisation: Diveco programme support unit (8 international and national experts) and the UE delegation in Algeria.

4. Position: short term M & E expert

5. Responsibilities: in charge of the setting up and launching the monitoring & evaluation system for the 3 components of the 3 years long Diveco programme (agriculture, agribusiness and tourism), which amounts to €20 millions (17.5 of which are funded by the « Neighbourhood and partnership » instrument) that started in 2011.

6. Major activities and achievements:

The long-term support team is mainly in charge of coordinating the assignments to be carried out by short-term experts (studies, support, coaching, training, technical provisions, ToR and tender dossiers) in response to the needs expressed by the technical services of the ministries and institutions through 3 national focal points. As the programme did not have an information management system at its disposal and saw its components evolve at a different pace since 2011, everything was still to be achieved in the area of and M&E.

A baseline analysis was thus carried out before tackling the revision of the main items and components of Diveco’s intervention logic: the results indicators, reformulated for most of them, were replaced in the proper position within the logical framework matrix, which was completely rewritten.

The grounds of a good information and M&E system (essential indicators monitoring fiches) have then been presented to those most concerned (support team and focal points) who were gathered during a final ownership workshop.

7. Experience and skills acquired:

A beautiful challenge to take up: the setting up of a performance assessment system for a programme evolving in a very particular context: a new form of collaboration with the EU in a sector left aside (economic diversification outside the oil & gas revenues) although related to essential development factors such as food security or the emergence of middle classes.

This in a country coming out of long years of a very serious political crisis (1992-2003) and opening up the outside world with which it longs to trade and exchange. On top of it all, 2012 was an election year (legislatives in May) in the wake of new upheavals.

 

F. Burkina Faso: technical assistance to the NAO department within the International co-operation directorate general

 

1. Dates: July - December 2010 & February – March 2011

2. Location: Ouagadougou, Burkina Faso

3. Organisation and parties involved: EUD, PIU, technical ministries and in first line, the Ministry of Economy and Finance, directorate general for Co-operation (DG COOP), in charge of co-ordinating external aid allocated to Burkina Faso as a whole (multilateral, bilateral, NGO…) as well as to measure its effectiveness  (Paris Declaration & high level forums). Community (EC) aid in Burkina Faso represents over 962 million euros since 2001 (9th & 10th EDF) and amounted to 1/5th of total PAD in 2008. Contact points: Mr Léné Sebgo, director general of Co-operation; Mr Dieudonné Goungounga, director for multilateral co-operation, Mrs Isabelle Sanou, head of EU service UE within the DG COOP an on the other hand, within the EUD, with the head of operations and the head of the Economy, social sectors section, in charge of the support to the NAO project (PAON).

4. Position: monitoring & evaluation expert (in partnership with Cowi Belgium) more particularly in support of the NAO’s M&E monitoring & evaluation unit within the department in charge of following up EDF programmes (SPPC-UE – service de promotion des programmes de coopération avec l’UE). In charge of reinforcing capacities regarding PCM (which includes tender & contracting procedures) as well as issues related to co-ordination, the management of information and of human resources.

5. Responsibilities: reinforce NAO monitoring & evaluation system

In charge of elaborating and executing a training programme on EDF project cycle management (PCM) together with a methodological support delivered through the  « coaching » of the whole staff (13 civil servants) of the SPPC-UE. The programme was executed as complementary components during more than

3 months next to three specific workshops which included 2 on the « ideal » NAO support project.

 PCM and M&E : training and coaching aiming at mastering all procedures and necessary tasks to be fulfilled when designing or implementing correctly EDF projects as a NAO. This of course includes drafting project identification fiches, Action fiches or annual action plans, tender dossiers mastering & contracting procedures, contract management, payment procedures, joint annual reports (NAO & EC) following the precepts of the EC on those matters (as in the PRAG) ;

Internal & external coordination – including with other technical and financial partners or donors : support to the coordination with other DG Coop departments as well as within the ministry of Finance (Planning, public tenders directorate…) project support units and above all the EUD (operational sections & « finances - contracts » section)  notably with respect to identification or formulation assignments;

Results – based external monitoring, monitoring & evaluation and development of management tools (dash boards and alert systems): combine theory and practice through real life cases and solving everyday problems with the officials concerned. Support to information access and archiving;

Tender & contracting modalities: as from October 2011, in close collaboration with the expert in charge of supporting the « control-tender dossiers » unit, execution of training modules (Cotonou agreement, EDF and NIP implementation, Financial Ruling, variety of contracts…

 

6. Major activities and achievements:

 

6.1. Assessment update on EDF management in Burkina Faso: as to the appropriation of the capacity of project manager, communication circuits, HRM (turnover, motivation and incentives…);

 

6.2. Elaboration and implementation of a training programme: 2-3 hours training sessions on site over four days each week in order to allow civil servants to allocate enough time to everyday commitments related to their job.

 

6.3. Specific one week workshop (October 2010) in Tengodogo: in collaboration with the expert in charge of the tenders – control component, Mr Dominique Lecompte (already a colleague in the DRC between 2004 and 2007), organisation of a workshop on the NAO’s responsibilities as a whole as project manager in a small town in eastern Burkina which involved the whole staff. Emphasis was put on financing, tendering, contracting & implementation procedures.

 

6.4. Two workshops on the « ideal » NAO set up  (December 2010 & march 2011):

A one-day workshop was held at the end of the first phase of the mission in order to examine how the NAO system could be improved through the best possible support project at present and under the 10th EDF. The whole SPPC-UE staff was involved as well as the contact person at the EU delegation. During the 2nd and final phase of the mission (February – march 2011), I have planned and then conducted a workshop (two days) focusing on designing the « ideal » NAO support project in Ouagadougou; next to NAO staff were several EUD officials and agents (including the head of cooperation) as well as officials from other departments of the ministry of Finance (Public tenders, Planning, Budget, Permanent secretariat…). The heads (DG) of all these departments were met at first in order to reinforce the participatory process. Outcome of the workshop was a consensus on the approach to follow especially in terms of specific technical supports. This exercise took into account the recent administrative restructuring implemented within the ministry in 2010 and which consequences were that the approbation circuit (and hence the system) was extended to other departments on top of the International cooperation DG.

 

6.5. Support and advice to the West Africa network meeting (8 – 20 October 2010):

The Burkinabe NAO department hosted the members of the « Réseau ouest-africain des cellules d’appui à l’ON » (which includes 12 francophone and Portuguese-speaking countries in the region). Responding the head of department’s request, I made a presentation on the specificities of the Burkinabe set up – actually quite similar to that one in place in Senegal. This was the opportunity to balance the advantages of a NAO office completely integrated within the administration with more classical arrangements.

 

7. Acquired skills and experience:

This experience in Burkina Faso between July 2010 and March 2011 with the NAO services within the very ministry of Finance gave me the opportunity to widen my knowledge on NAO set ups across the EDF environment, in West Africa more particularly, namely through taking part in the above-mentioned regional meeting.

The organisation in place in Burkina Faso, with this particularity of having all bilateral and multilateral co-operations united within one single government department, being almost one of its kind, was quite interesting to experience from « inside ». It is the implementation of the Paris declaration principles. This set up has its advantages as it has its weaknesses, notably as to the EDF system, which remains unique and quite demanding in terms of allocated resources when compared with other technical and financial international partners.

Experiencing a country located across the Sahel and a sensitive position geographically (just when elections where taking place in neighbouring Ivory Coast but also with sporadic AQMI/AQIM interferences in Niger and Mali) was very enriching. The country has been through severe droughts but floods as well following heavy rains in Ouagadougou (September 2009) and in the West in August 2010. It is to mention that the EU and others have allocated means to those events.

It also allowed me to reinforce my experience trough frequent high-level contacts with both political and economical authorities in the country (top brass civil servants and officials, heads of cooperation, industry leaders…)

Being on location in February was an opportunity to experience the acme of the country’s cultural life, particularly alive with its theatre week and its notorious movie festival (Fespaco). The La political situation was slightly stirred late 2010 – early 2011 due to a growing discontent with respect of having the same man in power since 1987 (Blaise Compaoré). It even turned out to worsen quite significantly in March-April.

 

G. Democratic republic of the Congo: technical assistance to the EDF NAO as to monitoring & evaluation

 

1. Dates: February- March & June – July 2010

2. Location: Kinshasa, Democratic republic of the Congo

3. Organisation and involved parties: EDF NAO office & support services (COFED) du FED en RDC, ministry of Finance. The COFED, reinstalled as from 2005 after an EDF suspension that lasted some twelve years and again operational since 2007, was in charge of supporting the Finance minister in his capacity of NAO. It would co-manage (with the Commission) all EDF funded programmes and projects (9th and 10th  FED) ; which amounted to more than 1 billion euros since resumption of Community co-operation in the DRC back in 2002 (signing of the 8th and 9th National indicative programmes)

4. Position: monitoring & evaluation expert (in partnership with Linpico), in charge of setting up an M&E system for the NAO with respect to all EDF programmes and projects in the DRC, all areas included.

5. Responsibilities:

Under the direct authority of the COFED head, deputy NAO, and in close collaboration with the technical assistance team in place (3 TAs), in charge of piloting an awareness and preparation mission, both within the Cofed as with EDF technical partners. It consisted of developing a streamlined reporting system as to the achievements of expected results as formulated in the projects being implemented.

 

6. Major activities and achievements:

6.1. 1st phase: baseline assessment, designing and organisation of an initial M&E workshop:

Following the first interviews, it was decided to focalize on the 9th EDF Health Programme (PS9Fed), the Support to governance programme (« PAG » 9th EDF) and possibly the 2nd Support to rehabilitation programme (PAR II) of transport & communication infrastructures in general. The PS9Fed, started in 2006, was the first one being followed-up by the Cofed as it was reorganised beginning 2004. The team was completing its contract by mid-2011. As to the « PAG », having barely started in 2009, its project team had just been restructured at the end of that same year. In both cases, it was interesting to adapt the M&E system to the NAO’s needs with the advantage of the PAG’s one still being redesigned.

In parallel to those encounters, a workshop designed for those Cofed staff concerned, was run during several half-days in order to agree on the situation prevailing and on the most obvious needs. This was an opportunity to take all M&E systems in place through the grid in the various projects and being very practical while reviewing theoretical concepts with these very staff members. The outcome was a set of monitoring fiches (2 times one page) for two projects: one having to be filled in by the project units in the field, the other to be forwarded to the NAO after having been reviewed and analysed by his office in order to enable him to communicate on results achieved and objectives aimed at.

 

6.2. 2nd phase: implementation monitoring and consolidation workshop on lessons learned ad skills acquired:

Monitoring of the actual working out of the M&E tools designed during the first phase; notably with the PSUs of the Health programme (PS9FED), the PAG (support to governance)  and the PAR II  9th EDF, in close liaison with the sections concerned within the EU delegation. The assignment ended with a one-day workshop with all PSU heads, technical ministries officials and EUD staff concerned. The overall goal was to convince those interested in designing harmonized - hence simple, tools, meaning that could be understood by people that are not involved in those areas (such as colleagues present that day). The issue of communication to the NAO and from the NAO was the exercise’s spine.

 

7. Acquired skills and experience:

This experience enabled me to assess the level of professionalism acquired by the NAO office set up between 2004 and 2007. The progression in terms of responsibility had become very important. The NAO now monitors the whole 10th EDF programme and almost all 9th EDF ones.. Having taken part very significantly in its building-up since the beginning, being involved in recruiting and assisting many a Cofed staff member, it was quite enriching to realize how much was achieved.

 

On the other hand, the 2nd stage of my assignment coincided with the festivities related to the country’s 50th anniversary of independence, and it was truly thrilling to experience it on location.

Finally, working in Kinshasa remains a permanent challenge as one has to adapt continuously to a context that keeps on being very difficult in many aspects (political, logistical, juridical, security wise and even military). A county where the State of right is still inexistent and fundamental human rights such as individual freedom, liberty of press are still very stuttering.

 

H. Support to the ministry of planning of the Democratic republic of the Congo in setting up a national monitoring & evaluation system

 

1. Dates: May-June 2009

2. Location: Kinshasa, DRC

3. Organisation and parties involved: Congolese office for fighting against poverty and disparity (OCPI in French), based at the ministry of Planning, the minister’s (Olivier Kamitatu) staff and the National statistics institute (INS);

4. Position: monitoring & evaluation expert

5. Responsibilities: in support to the director of the OCPI (Mrs Francesca Bomboko) and her team, provide a technical assistance to the reinforcement of the country’s monitoring & evaluation system, in order to collect, analyse and communicate data regarding all programmes being implemented in the DRC since the resumption of structural co-operation (in 2000-01) with the aim of reaching the achievement point related to the heavily indebted poor countries initiative (HIPC-i) and beyond, the Millennium development goals (MDG).

 

6. Major activities and achievements:

6.1. 1st phase: analysis of the existing system and training of the officials concerned:

Conduct working sessions and train OCPI, Planning ministry, INS high-level officials. The national M&E system was actually thoroughly reviewed and an owned by those directly involved.

 

6.2. 2nd phase: preparation and execution of a workshop that included a presentation of the national M&E system reinforcement project.

At the final stage of the assignment, a workshop brought together most ministries ad institutions concerned as well as several technical and financial partners including organisations drawn from the non-State actors such as NGO or civil society members. The minister himself and some of his staff were given the opportunity to see the project’s new version; The aim of the day was to examine in common what implementations modalities could be envisaged, how the Strategic poverty reduction programme’s intervention logic could possibly be up-dated or reviewed.

 

7. Acquired skills and experience:

This experience came in the continuity of the work carried out as the focal person for the donor coordination within the EU delegation between end 2004 and end of 2008. Besides being in charge of supporting the NAO function (cfr. in section “EDF NAO”), which also included being in connection with the ministry of planning, I supervised an EDF funded technical support project in favour of the same ministry in 2008-09. Moreover, what was at stake in reorganising the monitoring of all programmes being implemented in the framework of the PRSP execution by the World bank and the IMF, was having the country’s external public debt, a heritage of the past, being substantially erased through the above mentioned HIPC-initiative in 2010 (which eventually occurred).

Lastly, it was an opportunity to finger out the nonsense which consisted in willing national capacities to be reinforced while parallel programme monitoring structures were being multiplied aside the National statistics institute by the very actors funding them in spite of the Paris declaration and the aid effectiveness recommendations agenda in high level forums.

 

I. Reinforcement of the monitoring and evaluation system of food security programmes financed by the Belgian survival fund in Sub-Saharan Africa

 

1. Dates: June 2003 – November 2004

2. Lieu: Brussels, Belgium (with frequent missions in sub-Saharan Africa)

3. Organisation: Belgian survival fund (+€250 million.) / Belgian ministry for Foreign Affairs, external trade and Development co-operation, DG « Development » - 6 rue Bréderode, Brussels.

Initiated by the Belgian parliament in 1983, the BSF has 20 implementation partners including the Belgian technical cooperation agency (BTC), NGO from the du North and the South as well as UN agencies and programmes (IFAD & FAO, UNICEF, UNCDF); It finances interventions in region stricken by extreme poverty and/or where famines occur chronically while systematically taking into account problems related to environmental degradation, unequal opportunities between sexes or gender issues as well as the fight against HIV-Aids. The fund is also supportive to fair trade, mutual responsibility or « empowerment » as well as « ownership ».

 

4. Position: Specially qualified expert in the field of M&E and in this capacity head of the « Performance Monitoring and Evaluation System » project.

 

5. Responsibilities:

Making sure that the BSF’s principles are respected as to Project cycle management (« PCM » - 6 phases from identification to programming) according to the logical framework approach - or planning by objectives. Its support focuses on food security, based on an integrated participative approach inclusive of all dimensions of poverty (OECD definitions 2001).

I therefore had to make sure that projects supported would include the social dimension (health, education, basic social infrastructures e.g. water and communications), community (or « societal » : iniquities based on status, protection of vulnerable minorities), political dimension (decentralisation and local development institutions), economy (markets, agriculture and the private sector & micro-enterprises, sustainable management of natural resources) and finally, the security dimension at large (sustainability/viability objectives, prevention of natural crises and social instability etc.

 

My activities would be divided between implementing or reinforcing PMES within projects supported by the BSF and carrying out field missions in the 20 countries concerned. This while collaborating with implementing partners as to the quality of their M&E systems. As the BSF was to be evaluated in 2005, I would assisted in providing it with tools geared at better assessing its impact and its programmes viability, effectiveness, efficiency and relevancy. This required aiming at more coherence through standardisation of management tools and the harmonisation of objectively verifiable indicators more specifically.

 

Moreover, I chaired the assessment committee to which all project & programme proposals would be submitted. It was required from each one to follow the causality principle of the logical framework approach: Baseline analysis (context and stakeholders), problem tree, identification of expected results and objectives, the strategy (means, costs and schedule) to execute according to assumptions and the risk analysis, the resources the PMES could rely on and its procedures, the definition of OVI (« SMART » or « QQTTP » principles), verification sources logical frame matrix.

Every situation, every project must follow the integrated approach (cf. infra 6.2.).

 

6. Achievements and projects mainly concerned:

I was involved with over 12 on-going projects, notably while carrying out field visits (Uganda, Niger, Kenya et Senegal) and systematically reviewed or revised their intervention logic and logical framework matrix of programmes monitored (cf. infra), on top of proposals submitted to the evaluation committee (20+) as well as of all those in their inception phase.

 

6.1. Designing of a reinforcement strategy of the Belgian survival fund’s performance evaluation system: In liaison with all project managers and those in charge of PMES for the Belgian co-operation as a whole (Special evaluator cell), I designed and presented (Mars 2004) a strategy (focused on communication) and started implementing it while preparing the BSF’s mid-term evaluation. This included a series of 12 pilot projects.

 

6.2. Workshops/seminars and PMES reinforcement trainings within the BSF (as from Oct. 2003): On a permanent basis, I would build up the managers’ capacities as well as that of the 3 attachés on posting (Bamako, Kampala and Dar-es-Salaam) while reviewing existing procedures and the overall strategy; This included conducting « workshops » sometimes improvised, which would improve existing PMES (notably for assessing new proposals).

 

6.3. Reinforcement of the PMES with IFAD: Historical partner of the GSF, having implemented 20 projects since 1995 and responsible for 1/4 of the portfolio. I visited 3 projects (Uganda and Kenya) and met with management in Rome HQ. Moreover, through the « Joint-Programme » unit based in IFAD HQ, I was involved in the PMES reinforcement initiated by IFAD in 2004, following up on our recommendations.

 

6.4. District Development Support Programme (€19 million – Uganda): 6-year programme started in 2000 and executed by IFAD and 5 districts administrations in central-eastern Uganda. I was part of the mid-term review carried out in July 2003 and made my recommendations.

 

6.5. « Damagaraman » project (€2 million – Niger): 5-year project started in 1999 and implemented by the NGO Aquadev in the Zinder district (south-central part of the country). I was on location in September 2003 in order to reinforce the monitoring & evaluation unit.

 

6.6. Support to local development in the Mayahi and Nguigmi districts (€5 million – Niger): 5-year project including 2 regions and implemented by UNCDF (capital development fund). On location in September 2003, with government officials and a UNCDF M&E officer. I had the logical frame intervention reviewed and reformulated. I conducted a 2 days workshop on PMES and the logical framework approach.

 

6.7. Central Kenya dry areas smallholder & community services Development programme (€18 million – Central province): Started in 2001 and implemented by IFAD and UNOPS; Had some major delays as to results to be achieved. I was hurried on location in December 2003 in order to speed up implementation of the M&E system. I conducted a 3 day workshop in Nyeri with all partied involved (project team and ministries) and made some recommendations that were presented to Government and line ministries concerned before being implemented, which I could see for myself in June 2004 while taking part in another monitoring field mission.

 

6.8. Regional programme supporting food security initiatives (€6 million – Senegal / Mali / Burkina Faso): 5-year project started in 2004, implemented by 3 Belgian NGO and several local NGO (e.g. the GADEC). The field mission included providing support to a workshop that focused on reviewing the logical framework matrixes and setting up the PM&E system (Dakar – July 04).

 

7. Skills and experience acquired:

Essentially, a much better mastering the logical framework approach and its related performance monitoring and evaluation systems, results-based management and planning by objectives. An opportunity to acquire much more knowledge of the reality of project management in the field: Better assessment of the local context and of different implementing partners.

I also developed my capacity in terms of training / knowledge transmission in theses areas through conducting workshops and short training programmes.

 

J. In charge of monitoring all programmes and projects financed by the United Nations industrial development organisation in Zimbabwe

 

1. Dates: June 1995 – September 1998

2. Location: Harare, Zimbabwe, Vienna, Austria and Johannesburg, South Africa

3. Organisation: United nations industrial development organisation (UNIDO). An agency which purpose is to support industry in general in countries that are developing or with economies in transition. Head quarter in Vienna, 169 member States and present in some 35 countries. In 1998, staff amounted to almost 800 and could mobilise some $375 million yearly on top of its own overhead budget (+/- $200 m.).

4. Position: Junior professional officer (seconded by the Belgian ministry of Foreign affairs and international development).

5. Responsibilities:

In charge of the UNIDO within the local UNDP representation in Harare, Zimbabwe, monitoring 4 other austral Africa countries (Zambia, Botswana, Namibia and South Africa to some extent).

My role comprised promoting, coordinating and monitoring various programmes that aimed at improve and optimize the management of natural resources across the industrial landscape.

I would regularly organise project evaluation missions, economic missions, conferences and trainings. I would report to the « Africa » director in HQ (Vienna) and the regional director based in Lusaka (Zambia) as from 1997. I took part in the UNDP management committee and in the coordination meeting of all UN agencies present in Zimbabwe.

 

6. Achievements:

For 3 years, I oversaw and monitored the implementation of over 15 projects of various sizes amongst some 30 being programmed between 1995 and 1998 in Zimbabwe and neighbouring countries. These programmes would operate following a three-folded strategy:

 

1. Promoting industrial waste minimisation techniques (« Cleaner production mechanism » - Montreal and Kyoto protocols); this included improving cost control, retreatment planning in order to aim at more efficiency and effectiveness;

 

2. Industrial restructuring of SME that would sometimes be sister companies of greater international entities (Anglo American, Delta Corp.) within specific sectors such as the leather industry (“from the animal to the shoe”), agro-industry or metal works;

 

3. Promoting foreign investment, notably by introducing financial incentives and marketing techniques linked with support to public sector and scientific research in the areas concerned by the above components.

 

Main projects

 

6.1. National cleaner production program for Zimbabwe (budget +/- $ 3.75 m.):

Started in 1994 with the collaboration of the greater industrial companies operating in the country (Anglo American, Delta Corporation etc.);

- Member of the programme’s steering committee;

- In charge of promoting and monitoring the implementation of waste minimisation techniques and cost control in a sugar refinery, a brewery, a food plant (tea, coffee, cereals) and a tannery;

- In charge of monitoring a industrial waste bio-methanisation pilot unit;

- In charge of promoting centralised resource management within an industrial park.

 

6.2. Support to the leather industry (budget $1 m./year between 1985 et 1998) :

Very important UN Programme across the world geared at restructuring industrial units throughout the whole process (from the slaughter house and tanneries to the shoe maker) as well as vocational training.

- Overall coordination of the programme in Zimbabwe and member of the monitoring committee within the National leather institute;

 

6.3. Support to the implementation of Agenda 21 & the Montreal Protocol ($250,000 /year): Recycling of CFC gases implementation of environment safe techniques in the refrigerating, air-conditioning and fire-fighting equipment sector:

- In charge of monitoring the execution of the programme.

 

6.4. Zimbabwe investment promotion & competitiveness improvement programme ($ 300,000/year):

- Liaising with the Industrial Development Corp. –IDC), main player in manufacturing sector (automotive construction, glass, cement, electric cables etc.)

- Monitoring of the launching of a vocational training programme in 1997-98.

 

6.5. Metallurgy sector restructuration programme of COMESA member States ($800,000 /y.) included an important component for Zimbabwe and Zambia. Zimbabwe developed an autarchic metal works industry during the Rhodesian civil war.

 

7. Skills and experienced acquired between 1995 and 1998:

 

- Expatriation in Southern Africa

- Working for a UN agency and within a multicultural environment;

- In charge of an office with quite a large degree of autonomy;

- The coordination of projects in varied industrial sectors and areas;

- The development of a network of contacts within the scientific and industrial planet throughout:

- Multilateral agencies (e.g. European development fund of the EC) and bilateral co-operation ones (Belgium, Netherlands, France, UK, Scandinavian countries, Germany, Japan, Canada, Italy, United States etc.)

- UN agencies et programmes (UNIDO, UNDD, WFP, FAO, UNIFEM, UNFAP, World bank group – IBRD, IFC, MIGA et IDA, UNV, WHO, UNHCR, WLO-IWB, UNICEF, UNEP, etc.);

- NGO, consultancies and specialised firms in the area of EPCM (project engineering, procurement, contracting and management);

- National and international media.

 

Besides, as co-ordinator of the mission of the UNIDO director for Africa at the SUO summit in Harare in June 1997, that brought together African heads of States (Mandela, Kabila L-D., Museveni..) and other world leaders, high level diplomats and top officials amongst which the UNO Secretary general Mr Koffi Annan, I organised his programme and took part in press conferences and radio /TV interviews; I also had the opportunity to assist Mr Bé, Special envoy of the UN SG in Angola, during his stay while attending the summit, as well as his wife.