WEST AFRICA DEVELOPMENT PROJECT
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:
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.
STRUCTURE AND CORPORATE GOVERNANCE
The structure and governance arrangements will:
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.
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:
The aim is to create a balanced portfolio in terms of risk and expected
(ii) Project-Specific Considerations
The criteria for project selection reflect the WAD overall principles:
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.
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.