THE EAST AFRICA REGIONAL RESOURCE - PowerPoint Presentation

Slide1

THE EAST AFRICA REGIONAL RESOURCE CENTER (EARC)

Presentation by Mr Gabriel NEGATU, Regional Director EARC

Background

The Boards of the Bank Group approved on April 8th 2011, the Decentralization Roadmap articulated around the following three pillars:Strengthening the existing Field Offices : (i) increased staffing and responsibilities for Portfolio Management and Implementation, (ii) expanded role in analytical work

Expanding presence in Fragile States :

Opening 4 offices in Togo, Liberia,

CAR and Burundi.Consolidating Regional Capacity: Reorganizing current regional offices and opening of 2 pilot RRCs (Pretoria and Nairobi) each headed by Regional Directors

2

RRCs are mandated to ramp up level of services to RMCs under their jurisdiction

Improved dialogue and alignment with countries priorities in pipeline building and portfolio managementFacilitate dialogue with Regional Economic Communities (RECs) and other regional bodies. Support knowledge generation, analytical work and advisory services among other region-wide needs of RMCs

Significantly contribute to

a more effective and efficient coverage

of the RMCs through increased proximity of technical resources available at the RRC.Oversight of operations of Country Offices and Teams and sector staff deployed to RRCs.

3

Differentiated Approach in the Two Pilot RRCs

For EARC and SARC, the roles will also vary taking into account the nature of the Bank’s current and prospective portfolios in the respective regionsThe EARC will focus mainly on improving the portfolio quality of the ADF countries in the greater East Africa region

SARC

will focus on private sector development and knowledge management, analytical work and advisory services, while also improving the portfolio

.

4

Functions of EARC

EARC is mandated to bring a significant level of increased services to RMCs under their jurisdiction (TZ, KE, BI, RW, SC and UG). Contribute to project pipeline building while ensuring greater portfolio selectivity and improved inter-

sectoral

coordination;

Assist governments in strengthening country systems to facilitate their use in donor-financed projects; Closely engage with the client to increase quality and speed of procurement and disbursement activities; Provide regional training to client staff on the Bank’s rules and procedures on procurement and financial management;

Enhance Bank outreach and image.

5

EARC profile

Headed by a Regional Director for high level decision making and improved visibility and profileRevised Delegation of Authority Matrix: Empowering FOs and RRCs for greater responsiveness and effectiveness Larger pool of Technical staff for better synergy and skills mix :

Economist (including Lead economist)

Sector Specialists (including Lead experts)

Procurement and Financial Management SpecialistsEnvironmental Safeguards, Legal Experts Corporate Services Experts

6

Structure of the EARC- Nairobi

Field Offices

BIFO

TZFO

UGFO

RWFO

OREB

(2 PL)

Full Reporting

Administrative Reporting

OSVP

OSAN (2 PL, 1 LP)

OSHD (2PL, 1LP)

OSGE (1PL, 1LP)

OFSU (1PL)

Notes:

1. KEFO

is subsumed

in the RRC . Staff previously assigned to KEFO

are mapped

to RRC.

2. Discussions with

FFCO could

lead to one disbursement office for both RRCs.

LP refers to locally recruited staff.

ORVP

SUPPORT SERVICES

Secretary

to

RD (1GS)

Admin

&Fin. Off (1 LP)

Admin

.

Asst

(1GS)

Outreach

/ communications (Consultant)

Protocol

/

Liason

Off.

(1 LP)

Secretary

Pool (2GS)

Secretary

Recept (1GS)Driver (2 GS, 1GS).

Other

Corporate ServicesSECU-Reg. Sec. (1 PL)ORQR (1PL, 1 LP)ORPF (3 PL, 2LP)Disb. Assist. (1GS)GECL (1 PL)ESTA (1 PL)

CSVPCIMM (1PL)CGSP (1 PL)IT Assistant (1 GS)

OIVPOITC (1PL, 1LP)ONEC (2PL, 1YP)OWAS (2PL, 1LP)ONRI (2PL)OPSM (1PL, 1PL)

Lead Economist (1PL)

1. Chief Regional CPO (1 PL)2. Kenya CPO (1PL)

Chief

Reg. Economist (1PL)Senior Country Economist (1PL)Senior Macro Economist (1LP)Program & Data analyst (1 LP)

Regional Director

7

What does this mean to Tanzania?

A more Visible and Flexible Bank through greater proximity to clientsA more Responsive Tanzania Country Office with quick and timely access to a broad range of skills/expertise residing in the RRCA

Bank highly engaged

with Government, Development Partners and other stakeholders on policy matters and

sectoral discussions.

8

Progress to date has been encouraging

Experts already installed have been mobilized on a number of fronts –QaE; fast track effectiveness; increased supervision etc; EARC has ramped up its policy dialogue with RMCs and

RECs

and also its analytical work

program (e. g. Regional consultations on LTS, PSD, Integrated safeguards, etc. ); Ownership of portfolio management is increasing (e.g. quicker resolution of portfolio challenges) but

much more needs to be

done;

EARC

has increased communication,

outreach as well as

donor

coordination,

and is boosting the Bank’s visibility and profile in the

region

.

9

Conclusion

The Bank’s decentralization process began in 2000. Field presence was accelerated from 5 to 34 offices in response to greater demand from Shareholders.Management has institutionalized the Decentralization through the creation of the PErmanent COmmittee on Decentralization (PECOD) for oversight purposes.The Bank seeks your guidance/suggestions on how to further improve the decentralized approach.

An independent survey will be launched shortly to collect baseline data that will allow an assessment at the end of the pilot phase.

10

THANK YOU

11