New Project and Investments


During  our  period  of  research  and  exploration  in  West-Africa  we’ve  listened  to  the  needs  of the  local  population  and  have  come  to  the  conclusion  that  there  is  almost  no  possibility  of starting  up  development  without  the  fulfillment  of  the  basic  needs  in  place:  nutrition, medical  care,  basic  housing,  ...

Many  new  potential  projects  and  even  old  projects,  that  have  not  even  started  past  in review.

One  thing  for  sure  is  very  clear  to  WAD , real  development  can  only  be guaranteed  when  fulfillment  of  basic  needs  and  proper  infrastructure  (port,  airport,  energy, roads,  ...)  are  in  place.


The  West-African  development ,  will  be  established  as  an  African-led,  African-based, freestanding  organisation  designed  to  support  the  development  of  West-Africa  and
beyond.  It  will  work  closely  with  African  government,  scientists,  small  businesses,  NGO’s and  others,  to  identify  the  needs  of  poor  people  and  create  new  opportunities  for  work.  It is  a  public-private  partneship  that  will  pusue  its  mission  by  combining  the  best  practices from,  and  by  drawing  upon,  the  resources  of  the  public  and  private  realms.

By  taking  advantage  of  these  partnerships  and  extended  networks  it  will  link  employment, poverty  reduction,  market  development,  and  economic  growth  in  ways  that  both  demand and  trigger  sustainable  reform.       It  will  assemble  all  the  necessary  components  for  each project  balancing  concerns  for  expense,  simplicity  and  effectiveness.
Although  it  is  not  the  primary  mission  of  the  WAD  it  will  contribute  to  capacity  building  of both  private  and  public  sectors,  to  wherever  possible,  enable  them  to  execute  the  tasks.


To develop a portfolio of projects that:

  • Provide materials and know how – with particular focus on accessing technology held
    by the private sector.
  • Facilitate existing institutions along the value chain to ensure delivery and create
    sustainable markets and life-enhancing projects.
  • Execution of existing projects not yet started.

Success  will  require  the  support  and  collaboration  of  the  private  sector,  R&D  institutions  and domestic  private  sector  and  of  the  international  donor  community.  Government  organizations  can and  must  lend  support  toward  achieving  reduction  of  poverty,  welfare,  improving  living  conditions and  providing  greater  medical  comfort  in  Africa.




The concept is the result of a unique partnership between public and private sectors in Africa and Europe. Progress towards meeting its objectives will require the ongoing support and collaboration of public and private sector technology providers, African stakeholders, African governments and the international donor community. The strategy for achieving its objectives is to act as a principal and as the ‘responsible party’ in facilitating ongoing collaboration and partnership on a case-by-case basis. It will work closely with other African institutions,
responding on a project-by-project basis to the expressed needs of African people.

It will assembly all the necessary components for each project - balancing concerns for expense, simplicity, and effectiveness. This will include mobilizing funding for projects.

Stages in the Value Chain

We will operate along the entire value chain from preparation, development and transfer of projects. The nature of the involvement will vary project-by-project depending on the specific requirements of each. The WAD has the capability to initiate projects and will also supporting in project development.


The  structure and governance arrangements will:

  • Create a clear separation between responsibility for setting and monitoring strategy and the  management of operations.
  • Allow wide stakeholder participation - without limiting operational flexibility.
  • Protect the WAD from external pressures.



Governance Levels and Functions

The Board are appointed to run the company, and have overall fiduciary responsibility for its activities. The precise roles and responsibilities are set out in a Board Manual.

The Chief Executive Officer and his/her Executive Officers staff are responsible for the day-to-day management of the company’s activities, with delegated authorities set by the Board.

WAD Project Board Composition

The Board will compromise 5 people.
WAD Structure issues

Tasks of the Board:

1. Approve the annual report and accounts
2. Overall fiduciary and advocacy role
3. Approves work plan, budged and business processes
4. Appoints, monitors remunerates EO
5. Sets delegated authorities of EO and WAD management

Tasks of Management:

1. Operations management
2. Project development and management

The WAD will pursue its objectives through three principal areas of activity:
(i) the identification of opportunities and possibilities;
(ii) the development of these concepts into fully specified project plans;
(iii) the development of existing projects not yet started into fully specified project plans;
(iv) and implementation of the plans by facilitating, managing and monitoring of the planned activities.

In general, care will be taken to make sure that the identification and development of project plans will not be of a top-down process but will involve a wide spectrum of stakeholders.

Figure summarizes these points, primarily focusing on (i) (ii) and (iii), and breaks the process down into 8 steps. The figure includes details of key decision points and who has responsibility for decisions at each step.           
The rest of this section describes the scope of these activities and the role that the WAD expect to play in mobilizing funding for these activities.

It concludes with an examination of potential risks and suggests mitigation strategies.



Project Selection
The  WAD  will  develop  a  portfolio  of  projects  to  generate  a  flow  of results  over  time.  The  criteria  for  selection  include  both  overall portfolio  balance  and  project-specific  considerations.

(i)  Portfolio  Balance  Considerations
The  project  portfolio  will  be  selected  to:

  • Combine  projects  with  different  overall  size,  expenditure  profiles and  risk.

The  aim  is  to  create  a  balanced  portfolio  in  terms  of risk  and  expected 

  • Develop  synergies  (technical  or  institutional)  between  projects.
  • Promote  the  WAD  and  subsequent  resource  mobilization,  e.g. by  including  projects  that  are  relatively  easy  to  manage  and  are expected  to  deliver  ‘quick  wins’,  and/or  by  including  high  profile projects  that  attract  public  attention  and  interest.
  • To  achieve  a  geographic  balance  that  ensures  benefits  to  the People  in  West  Africa.

(ii) Project-Specific  Considerations
The  criteria  for  project  selection  reflect  the  WAD  overall  principles:

  • Projects  selected  will  need  to  demonstrate  the  contribution  to WAD  objectives,  the  additionality  of  the  proposed  intervention, and  deliverability  within  reasonable  time  frames  and  reasonable costs.


All  major projects  will  be  subject  to  evaluation.  These evaluations  will  be  carried  out  on project  completion  (or  at  an earlier  stage  as  appropriate),  and  will  include  an  impact  assessment, consideration  of  lessons  to  be  learnt,  and  an  assessment  of  the potential  to  replicate  in  different  countries  /  sector.

Research Capacity
As set out in the Mission, we will seek to contribute to capacity building in Africa.
In the longer-term,   we might play an increased role in the development, co-ordination and funding of West-African projects.