Language: English - Mena Transition Fund Web viewGrant Proposal for Financing under the MENA TRANSITIONAL FUND: Leading the Way Program: Pilot project for developing leadership capacity

Language: English

Original: English

AFRICAN DEVELOPMENT BANK

Grant Proposal for Financing under the MENA TRANSITIONAL FUND: Leading the Way Program: Pilot project for developing leadership capacity to support Libya’s transition

COUNTRY: Libya

Questions on this document are to be addressed to

S. Taghdisi Rad, Senior Country Economist, ORNAY. Ahmad, Country Portfolio Officer, ORNAW. Dakpo, Chief Procurement Officer, ORPFJ. Kolster, Director ORNA

Date: November 2013

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PROJECT DOCUMENTMENA TRANSITION FUND

Leading the Way Program: Pilot project for developing leadership capacity to support Libya’s transition

1. Introduction 1.1 Background InformationThe recent wave of revolutions in the MENA region has highlighted the importance of supporting the emergence of new leadership in steering these countries toward a development model based on (i) a strong governance structure for a transparent and accountable government; and (ii) an economic framework for sustainable and inclusive growth. In Libya, the flat management structure of the previous regime implied an absence of institutions and lack of real institutional capacity and leadership, both at public and private sectors, with only very few individuals with close ties to the regime being given the opportunity to thrive and evolve in the public and private sectors. The civil society was also given almost no space in the society as it was considered an unwanted threat to the state’s legitimacy. As a result, only those few acquainted to the head of the government’s had the opportunity to develop leadership experiences, while leadership and management capacities in the rest of the society faded away.

Following the overthrow of the former regime in Libya on 17 February 2011, the Libyan people are keen to witness the emergence of a democratic country after 42 years of autocratic governance. The transition towards democratic governance entails tremendous challenges, in particular, at institutional, political and socio-economic levels. This is even more sensitive when the expectations of the citizens for quick delivery of democracy, economic growth and social justice are high. However, more than two years after the end of the conflict, the country struggles to gain political stability and define its long-term development strategy. Highlighting the lack of leadership and governance capacity at the top governmental level, the legacy of the former regime remains a challenge to Libyan aspirations to develop a modern, functioning and democratic state.

Historically Libya has been divided into three states: Tripolitania, Cyrenaica, and Fezzan; each enjoying federal powers since Libya’s independence in 1951 until the country became a unitary state in 1963. According to the International Crisis Group, there are around 140 tribes in Libya of which 20-30 are considered to have ‘real influence’. The former regime attempted to downplay the tribal system which had resulted in the alternation of administrative boundaries based on tribal delineations and dismissal of officials due to their tribal origins. Instead the former regime installed the ‘Social People’s Leaderships’ which brought tribal leaders into a single regime-controlled organisation tasked with spreading the revolution and countering deviation, while maintaining a tight control across all networks. In addition to making tribal leaderships collectively responsible for the behaviour of tribal members, the regime used some tribes as its own ally against those it perceived as enemies. Today, in the absence of

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government institutions and authority, Libya’s regional and tribal divisions are resurfacing, with various tribal and regional groups demanding more political inclusiveness and competing over control of the country’s rich hydro-carbon resources. This poses a further challenge to the financial and political stability of the already-weak state in Libya, and highlights the need for the emergence of a strong and resilient leadership in the country.

The Libya 2030 Vision Committee held its first meeting in May 2013 at the High Institute of Planning, Tripoli. The Committee is tasked with coming up with a policy vision and strategy for Libya up to 2030, including setting interim three-year, four-year and five-year targets and plans. The committee is headed by the former Planning Minister under Prime Minister Al-Kib, Issa Twejri and includes about fifty (5) of local experts. Following a diagnostic study, the committee has developed a strategy for the development of Libya, based on three (3) pillars: Sustainable development, particularly human development (security, health, education, social protection, etc.); Institutional reform and development (leadership, civil servants, political leaders, etc.); and, Productive and diversified economic development (diversification, enhance the role of the private sector, etc.). The committee has established four planning horizons for the implementation of the Vision, including a 2-year Stand-up period, a five-year Take-off period, a five-year Efficiency improvement period, and a five-year Innovation stimulation period. The current project will make a direct contribution to the first phase of the vision (Stand-up period) during which Libya will seek support of the international community to help address its immediate challenges of creating, reinforcing and reforming its institutions, and train its leaders and decision-makers.

According to the transition road map which was drawn up following the 2011 revolution, the mandate of the current Libyan Government is due to come to an end by February (or April at the latest) 2014. A peaceful and efficient transfer of power to a new government is critical to the country’s political stability and progress towards a democratic governance structure. The Ministry of Planning (MoP) is the key ministry responsible for the smooth transfer of power and the timely and efficient formulation of the required government plans for this historical transition. The MoP has an increasingly significant role to ensure the integration of national priorities in the country’s annual development plans, formulation of responsive government policies in accordance with the overall political vision, and institutionalization of inter-ministerial coordination. In view of Libya’s leadership capacity needs and in light of the success of a similar project funded by the MENA Transition Fund earlier this year, entitled “Leading the Way Program: Pilot project for developing leadership capacity to support Tunisia’s transition (Phase I.1)”, the MoP in collaboration with the Ministry of Labour and Capacity Building have expressed great enthusiasm to initiate a pilot project for leadership strengthening at the government, private sector, and civil society levels in Libya. The funding requested from the MENA Transition Fund, alongside available funds and investments by the Libyan Government, will allow the implementation of a “Leading the Way" pilot project that will:

i) Support and facilitate the transition between the current Libyan Government and the new Government;

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ii) Consolidate a technical consortium to deliver executive leadership training to around 200 top government bureaucrats as well as private sector and civil society leaders; and,

iii) Develop a strategic campaign plan for leadership capacity building in support of the ‘Libya 2030 Vision’.

Leading the ‘Way Pilot Project’ will contribute to strengthening the efficiency and effectiveness of the Libyan institutions to deliver democratic governance and sustainable economic and social progress. In this context, under the leadership of the Libyan authorities, many internationally recognized institutions will work together to reinforce transformative leadership capable of streamlining institutional and organizational structures and support the national transformation towards democratic governance and sustainable development.

1.2 Project Objectives

This pilot project aims to strengthen leadership capacity at the decision-making levels of the government and the society in order to lead the way to long-term institutional effectiveness, efficiency and success.

As such, the specific project objectives are to:

i) Support the current government and prepare conditions for a successful transfer of power to the new government

ii) Run a pilot leadership training program for executive level officials (public, private and civil society), through:a. Building transformative leadership capacity to engage in political,

economic and social reforms for enhancing Libya’s ability to manage its democratic transition and create new synergies between various stakeholders (public service, private sector and civil society) to support a new positive momentum in the country;

b. Connecting these leaders with international mentors and experts to support management of the complexities of the democratic transition; and,

c. Enhancing Libya’s international competitiveness and integration to the global economy.

iii) Produce a strategic campaign plan which will lay the foundations for long-term transformative leadership capacity in Libya in support of the “Libya 2030 Vision”.

In order to achieve the above, the project will consolidate a consortium of international academic and professional institutions for the successful delivery of transformative leadership in Libya and the region. This project will establish leveraging opportunities with a similar project for Tunisia funded by the MENA Transition Fund earlier this year,

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entitled “Leading the Way Program: Pilot project for developing leadership capacity to support Tunisia’s transition (Phase I.1)”.

1.3 Regional Department responsible for preparing the RequestThe department responsible for the preparation of this project is the Regional Department for North Africa (ORNA) of the AfDB.

1.4 Justification for the use of resources:

The current Libyan government’s priorities announced in the 2013 development plan and budget include restoring national security, reconciliation, disbanding armed militias, promoting economic recovery, decentralization and improving basic services at the local level, combating corruption, and promoting transparency. Effective governance is one of the most pressing challenges facing the Libyan authorities in the new Libya. Lack of functioning governance institutions is an obstacle against successful political transition and restoring political stability in the country. Tribal and regional tensions, absence of political leadership, and suppression of the private sector as well as the civil society reduce the capacity sufficient to foster the type of far-reaching changes that were required. The economic structures and policies of the former regime hindered the development of a private sector and leadership, increasing the dependence of much of Libya’s workforce on an ever-expanding and inefficient public sector. Addressing these difficulties will require a strong leadership sustaining and coordinating political efforts at all levels, as well as managing the international support and assistance.

Leading the Way Pilot Project will contribute to strengthening the efficiency and effectiveness of the Libyan institutions to enhance public service delivery, democratic governance, and sustainable economic and social development. Development of leadership capacity and synergies between key stakeholders will lay the foundation for a new momentum in Libya. The Leading the Way pilot project is transformative in nature and will strengthen governance through the development of new leadership capacity. Transformative Leadership is the basis for modern governance principles such as transparency, anti-corruption and accountability, financial management and oversight, audit and evaluation, integrity, procurement transparency, social responsibility and sustainability. The project will enhance the leadership capacity and skills of high level officials in the public and private sectors as well as the civil society, and will aim to create synergies and complementarities between their activities. By doing so, the program will contribute to Libya’s democratic transition and political stability, enhance the governance of regional socio-economic and political developments, and strengthen the institutional capacities essential to the country’s successful future development as outlined in the Libya 2030 Vision.

2. Project Description

2.1Description of activities for which resources are requested

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This proposed pilot project will be structured according to the following seven components:

1. Consolidation of the Delivery Unit within the Government and the international consortium

2. Requirement analysis, programs architecture and content development3. Coaching, mentoring and supporting program for top government officials4. Pilot executive training and mentoring program for senior executive staff5. Development of a strategic leadership capacity development plan in

support of Libya 2030 Vision 6. Independent evaluation of the program

The training and coaching activities will be based on a cohort approach. A balanced representation in each cohort (across gender, regional, and sectorial dimensions) will ensure participants are selected based on their leadership skills and to represent the diversity inherent in Libyan society. Executive level participants will be selected in roughly equal groups from government, private sector and civil society.

This pilot project is a first step toward building a transformative leadership in Libya. The pilot project constitutes the basis for securing technical cooperation between Libya and world class academic institutions to initiate the “Leading the Way” programs.

Component 1: Consolidation of the Delivery Unit within the Government and the international consortium (US$197,400)

Activities under this component include:

1. Establishment of the Delivery Unit at the Libyan Government : this project will be delivered under the collaborative leadership of the Ministry of Planning and the Ministry of Labour and Capacity Building (MoLCB). A first step will consist of a formalization of a joint Delivery Unit to be co-chaired by the MoP and the MoLCB. This project will provide seed funding to establish all the working structures of the Delivery Unit. The Delivery Unit will be responsible to the project Secretariat (e.g. office space and human resources to establish an official secretariat for the program).

2. Negotiation of the partnership agreement : Upon approval of the funding, the Libyan Government with the support of the African Development Bank will lead the negotiation of partnership agreements with the delivery consortium of international institutions for the implementation of the pilot project;

3. Establishment of the governance structure of the program: o Steering Committee: For the clear and transparent governance of the

program, a formal steering committee will be established and chaired by a Libyan Government Official. The steering committee will be responsible for the overall execution of the project and will approve the program

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architecture, content and delivery platform. The committee will be responsible for implementing quality assurance procedures and assessing overall performance and impact of the program. The implementation unit will prepare the protocol detailing the obligations and procedural rules for the Steering Committee which will be distributed to all members of the Steering Committee during the inception phase, for comments and feedback. The protocol will be formally approved and take effect at the first meeting.

o Scientific Board.o Project Management Office: The project management office will be

responsible for the planning and execution of all activities of the program and for monitoring all aspects of the execution. A round of consultations with representatives from the relevant Libyan ministries and project stakeholders will be established at the very beginning of the project. The Project Director and Team Leader will raise the necessary awareness of the project among the main stakeholders and will establish lines of communication. It will also serve the purpose of obtaining stakeholders’ greater commitment and support. An efficient communication flow protocol will be established to ensure adequate communication amongst all stakeholders.

4. Determination of delivery arrangements : The way the curriculum will be delivered and the format, location and timing of the different activities will be defined.

Component 2: Requirement analysis and programs architecture and content development (US$625,100)

This component includes the following activities:

1. Requirement gathering and analysis : The context and realities of Libya need to be reflected fully in the design of the program and its curriculum. A systematic process of gathering relevant information through on-site visits to Libya, meetings and discussions with current leaders, focus groups with potential participants, a thorough survey of secondary sources of data, and references to prior experiences will be used to draw a detailed and accurate understanding of the requirements.

2. Curriculum (Program Architecture) Design : Curriculum design will be guided by design principles and based on modern and engaging learning processes. The following design principles will be considered:

Emphasis on applying learning to on-going work/leadership issues (skills-development)

Help build an overarching framework for leadership effectiveness Understand cognitive-complexity (multiple lenses & frame-breaking) Understand and apply fundamental managerial issues and best practices Foster strategic thinking and change management skills

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Expose participants to role models/mentors Incorporate international “best practices”

The learning process will be structured around reflection, learning, analysis, application and reflection activities (see Figure 1).

Figure 1: The Learning Process

Reflection Analysis

Preparatory Assignments Modules Anchor Assignments

ReflectionLearning Application

This component will produce a set of requirement analysis reports and program architectures for different leadership training paths. A thorough assessment of the existing guidelines will be made in order to identify any potential deviation from the current proposal. A proposal for updating the main expected outputs will be delivered to the Libyan Ministry of Planning. A re-assessment of the project’s assumptions and risks in order to set up an effective risk management strategy, the assumptions and risks outlined in this proposal will be carried out in the light of newly obtained information, in order to ensure that they are realistic and up to date. The Delivery Unit will be responsible for drafting a report to define the main framework for the implementation of components 3 and 4.

3. Content Development : Building on the advantages of having a consortium of world-class universities to design and deliver the training, this project will draw on the breadth and depth of expertise and experience of senior faculty members from these institutions. In essence, the modules and sub-modules in the curriculum will collectively constitute an overall portfolio of leadership competencies necessary for leading large organizations, dealing with a complex and changing environment, and effectively implement large-scale change. Each partner institution in the consortium will play to its strengths in developing content for different sub-modules.

4. Delivery Platform : The delivery platform is a combination of formal lectures, guest speakers, coaches and mentors, information management and learning

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technology and facilities. The project will consider the development of an e-platform and connect it with e-Government solutions. The Government of Libya, through its Unit for Government Programs Coordination and Assessment, will take responsibility for the development of the IT platform.

5. Consolidation : The consolidation of sub-modules and modules will be done with an eye to creating a truly integrated, seamless program. The emphasis is on avoiding content “silos” or isolated pockets of knowledge and content but rather ensuring that participants understand the “big picture” and how the overall program/curriculum framework applies to their own leadership challenges. Concurrently, the consolidation has to be done such that the inclusion and relevance of each module and sub-module is clear.

6. Participant Assessment : As per the Learning Process outlined above, a critical part of the program focuses on Reflection, which suggests a very personalized approach to learning. As such, individual assessment of participants is an important feature of this program. A systematic assessment will be conducted at each stage of the program as well as during the program on specific skills and competencies. (For selection into the program, see the discussion below. A final assessment at the end of the program will also serve as valuable feedback for the participants for continued self-learning and personal growth.

Component 3: Coaching, mentoring and supporting program for top government officials (US$361,900)

The purpose of this component is to prepare the new Libyan leaders and facilitate the transfer of power between the current and future governments. This component will call upon a group of former international Leaders (e.g., Club of Madrid, former ministers from other regional and international countries) and high level coachers. Opportunities to attend a set of selected international summits, conferences and events will be offered to all participants.

Civil society participation in leadership programs for members of government can increase the legitimacy of the changes, help to build confidence between parties and their constituencies, contribute to cross-community communication and confidence building, bring the agendas and concerns of different interest groups to the table and maintain channels of communication with otherwise off-limits groups. In many cases, civil society organizations have acted as catalysers for the implementation of difficult unpopular measures. Some civil society organizations can work on different levels and tracks of the processes at the same time.

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Component 4: Pilot executive training and mentoring program for senior executive staff (US$3,290,000)

Component 5 of the pilot project will focus on running leadership training for executive level participants. This component will target executive level managers in the public and private sectors and in the civil society (not-for-profit organizations and unions). The curriculum will focus on best practices delivered by world class experts and lecturers to help senior executives in Libya address the complex challenges and potential opportunities during this transition period. The focus is on helping the participants develop a comprehensive set of leadership and managerial competencies that can be used to effectively lead the various organizations that form the critical core of institutional life in Libya.

Working with the Civil Society: good Leaderships skills should focus on bringing the conflicting parties, together around the negotiation table. Public servants, key players in civil society and populations at large tend to be excluded from formal negotiations but these groups of people, directly affected by the measures adopted, although not actively involved in the decision-making process, are stakeholders in the process.

Engaging Women in Leadership: Women’s participation in official talks has contributed to increased transparency and inclusiveness of the process, as well as to the quality of the agreement reached. It has been noted that women tend to focus more on responsibility-sharing rather than power-sharing and that they tend to bring to the table a broader range of issues particularly social, humanitarian and economic issues and the inclusion on provisions for victims of conflict-related violence, for refugees and displaced people into.

Public participation and gender sensitivity is essential. Gender is not always best introduced into a male-dominated negotiation process explicitly as “gender” and it may be more effective to introduce it under the issues of justice, civil society or law enforcement. Then, one will automatically have to deal with the specific role of women and mediators can then invite women into the process to speak with their own voice.

The pilot program is expected to be delivered to 6 cohorts. For each cohort/pilot, the program will target about 30-36 participants with an overall 200 participants. The target is to have 10-12 participants from each sector in each cohort/pilot to facilitate networking among the participants and to set the ground for potential future collaboration between them. This program will be inclusive and will establish gender equality measures to encourage equal female participation.

Selection: The participants will be selected through a multi-step process with the sequence of steps as follows:

Participants from the Public Sector1. Self-Application2. Supervisor endorsement

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3. Organizational endorsement4. Screening/Interviews5. Acceptance Offer

Participants from the Private Sector1. Self-Application2. Nomination by a Business3. Two Recommendation Letters4. Screening/Interviews5. Acceptance Offer

Participants from the Civil Society1. Self-Application2. NGO Qualification3. Two Recommendation Letters4. Screening/Interviews5. Acceptance Offer

Program structure: The training will include three modules, two of which will be conducted in the neighbouring Tunisia with one-module delivered at one of the consortium institutions’ premises (e.g. Europe, North America, South Africa or elsewhere). Each module will be delivered over a 2 week-period. Participants will be offered the opportunity to meet and connect with peers and visit public or private institutions and businesses during their trip abroad. The emphasis on applying learning to on-going work/leadership issues (skill-development). Help build an overarching framework for leadership effectiveness. Understand cognitive-complexity (multiple lenses & frame-breaking). Understand and apply fundamental managerial issues and best practices. Foster strategic thinking and change management skills. Expose participants to role models/mentors. Incorporate international “best practices”.

The program will include stimulating and motivating guest speakers who successfully lead the transformation of their organizations and communities. It will be based on a mix of learning methodologies – concepts, cases, videos, guest speakers, applied projects.

Personal development activities (e.g. language training, communication, behaviour, foundation topics) will be tailored based on personal needs of each participants and will be delivered in Libya by professional trainers.

Leadership training refreshers will be offered for three (3) and six (6) (and if time permits twelve (12) months) out of the original training.

Evaluation and Certification:

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o Participants: each participant will be evaluated at the entry and at the end of the program in order to assess his/her progress.

o Surveys: multiple surveys will be administered before, during and after the training. In particular, participants will be surveyed 3, 6 and 12 months after the completion of their training in order to assess the impact of the training on their daily jobs.

o Instructors/program evaluation: each instructor will be evaluated by the participants through a rigorous and confidential assessment process. Each module will be evaluated to determine its relevance and ways to improve the delivery methods and tools.

o Official certification recognizing achievement and excellence will be delivered by the consortium institutions to each participant successfully fulfilling the requirements of these programs. Official convocation ceremonies will be held either in Libya or Tunisia to recognize graduates’ excellence.

Component 5: Development of a strategic leadership capacity development plan (US$282,000)

Component 6 will be structured as follows:

1. Situation Analysis : Information gathering will start following meetings with stakeholders to determine the scope of the strategic plan. The analysis will review the available national and international situation (political, social, etc.), assumptions and scenarios, assets (current and future), development constraints, risk assessment, and critical information requirements. The result of the situation analysis should lead to clear assessment of the existing leadership capacity building capabilities within the country and establish a common target for the expected capabilities in support of Libya 2030 Vision.

2. Concept Development Workshop : Concept development involves different stakeholders as well as a team of experts. Based on a proper gap analysis methodology, this activity will focus on the development of comprehensive and flexible plans within the time available. Each potential option “should answer the fundamental questions of when, who, what, where, why and how”. Each potential plan should be suitable, feasible, acceptable, exclusive and complete. A good plan positions the country for the future and provides flexibility to meet unforeseen events during its execution.

3. Option Analysis : Option analysis should help narrowing potential plan set a small set according to the Libyan authority priorities. This activity is based on the analysis and comparison of the potential plans, and the primary approaches used are multiple criteria decision analysis and future scenario analysis. SWOT or Scorecards methods might be considered as well. As a result of this analysis, a reduced set of potential plans will be identified for further plan development.

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4. Strategic Guidance : The result of the option analysis will be briefed during a workshop to key stakeholders for validation and guidance. The strategic guidance of senior leadership will be captured and reviewed for final approval and signature.

5. Strategic Plan Development : During the Plan development, a detailed strategic plan will be developed to encompass the retained potential plans based on senior leadership strategic guidance. A draft capability development plan will be produced and initial resource estimation will be presented.

6. Plan Review and Validation : Any plan will not resist contact with reality. Therefore, the strategic plan must be reviewed regularly to evaluate its viability. The evaluation may be conducted through workshops, simulation or other techniques. An independent peer review analysis is also an effective evaluation method. The choice of review methodology will be dictated by time and the availability of resources. If major changes are required and time permits, the planning process will be recommenced to include the new facts or information.

Component 6: Independent evaluation of the program (US$188,000)

The pilot project’s outputs and outcomes will be evaluated as follows:

Evaluation : During the requirement gathering and analysis, a comprehensive survey of the participants and organizations to assess Leadership Capacity in the country. Then, another set of surveys will be administered 3 months after graduation of the first cohorts to measure short-term impact of the pilot project. If budget and time permits, additional surveys will be administered to measure medium-term (6 months) and long-term (12 months) effects.

Impact Assessments : A research team will develop a proper impact assessment methodology and deploy researchers (e.g. post-doctoral fellows) to collect data and produce a project assessment report. The report will document lessons learned, participants and institutional feedback and effects assessment.

The capstone celebration: A capstone celebration event will be organized for celebrating excellence and success. Senior leaders of the country and international guests will be invited to attend a ceremonial event to hand out certificates of participation and awards of excellence. Awards to participants will focus on exceptional leadership skills and conduct during the course of the program. Instructors, guest speakers and coachers will be recognized for the excellence of their teaching and inspiration.

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3. Cost Estimates for the Preparatory Activities 3.1 Detailed cost estimates

Table 1: Cost estimates

Components Costs in Thousands $US Percentage of total amount (%)

Foreign Currency

Local Currency

Total

Component 1: Consolidation of the delivery unit within the Transition Government and the international consortium

197.4 0 197.4 100%

Component 2: Requirement analysis and programs architecture and content development

625.1 0 625.1 100%

Component 3 – Coaching, mentoring and supporting program for top officials (government level)

361.9 0 361.9 100%

Component 4 – Pilot executive training and mentoring program for senior executive staff

3,290.0 0 3,290.0 100%

Component 5 – Development of a strategic leadership capacity development plan

282.0 0 282.0 100%

Component 6 – Independent evaluation of the program 188.0 0 188.0 100%Total base project costs 4,944.4 0 4,944.4 100%Contingencies (6%) 315.6 0 315.6 100%Total project costs 5,260.0 0 5,260 100%ISA preparation costs 240.0 0 240 100%Total costs 5,500.0 0 5,500 100%

3.2Financing planTable 2: Financing Plan

Source

Costs in Thousands $US Percentage of total amount

(%)

Foreign Currency

Local Currency

Total

Budget to be Requested from the MENA Transition Fund1 3,500

0 3,500 100%

Country Co-Financing 2,000 0 2,000 100%TOTAL COST 5,500 0 5,500 100%

1 Of which $US 240,000 is allocated to ISA indirect costs.

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3.4. Cost estimates by expenditures category

Table 3 Cost estimates by expenditures category (Global)Components Costs in Thousands $US Percentage of

Foreign Currency (%)

Foreign Currency

Local Currency

Total

A. Goods 138.1 0 138.1 100%B. Services 2,402.2 0 2,402.2 100%C. Operating Cost 2,404.1 0 2,404.1 100%Total base project costs 4,944.4 0 4,944.4 100%Contingencies (6%) 315.6 0 315.6 100%Total project costs2 5,260 0 5,260 100%

Table 4 Cost estimates by expenditures category (MENA TF AfDB as ISA)

Components Costs in Thousands $US Percentage of Foreign Currency (%)

Foreign Currency

Local Currency

Total

A. Goods 0 0 0B. Services 1,410 0 1,410 100%C. Operating Cost 1,880 0 1,880 100%Total base project costs 3,290 0 3,290 100%Contingencies (6%) 210 0 210 100%Total project costs 3,500 0 3,500 100%

Table 5 Cost estimates by expenditures category (Counterpart funding)Components Costs in Thousands $US Percentage of

Foreign Currency (%)

Foreign Currency

Local Currency

Total

A. Goods 138.7 0 138.7 100%B. Services 991.7 0 991.7 100%C. Operating Cost 524.1 0 524.1 100%Total base project costs 1,654.4 0 1,654.4 100%Contingencies (6%) 105.6 0 105.6 100%Total project costs 1,760.0 0 1,760.0 100%

2 Not including USD 240,000 as ISA indirect costs for covering implementation arrangements and overheads

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4. Mode of Procurement of services

4.1 The Bank will be responsible for all procurement foreseen under this grant. All procurement of services and Good financed by the Fund will be in accordance with the current Procedures for Procurement of Consultant Services and Goods funded by the administrative or capital expenditure budget of the Bank Group using the relevant Bank Standard Bidding Documents. More specifically consultant services will be procured in accordance with the principles and procedures outlined in Presidential Directive PD 02/2012 while the Goods and ordinary services will be handle in accordance with the Presidential Directive PD 05/2013.

4.2 Goods & ordinary service: The non-consulting services are estimated at 2,705,000 US$ and include travel agency services. The service of the travel agency will be procured through an International Competitive Bidding (ICB) method.

4.3 Consultancy services: Consultancy services planed under this request include: (i) training services; (ii) analysis program (iii) program evaluation; (iv) knowledge sharing services provided by a distinguee panellist; etc…. and estimated at 2,555,000 US$.

The services of training on leadership will be procured through a Quality Based selection (QBS) done based on a well-qualified training institution or University list. The QBS method is proposed due to the importance of the high quality expected as well as the difference of approach that may be proposed by the bidders. The remaining consultant assignments to be carried out by a consultant firms will be procured through a quality and cost based selection (QCBS)

A high level of distinguished panellists will be hired individually on a call basis without any competition (sole source). The distinguished panellists will include a profile such as former head of state, Prime minister, Minister and International Organisation Head or leader etc. The distinguished panellists will be called (based on the uniqueness and the relevance of their experience vis a vis to a specific subject) to share their knowledge through seminars or conferences. The fees to be paid for this specific group of services providers will be in line with the scale used for eminent key speaker invited by the African Development Institute (EADI).

All individual consultants (except the distinguished panellists described above) will be hired based on their qualifications for the assignments needed and the selection will be done by comparing at least 3 qualified consultants.

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The summary of the procurement mode is in the table below.

Table 6: Procurement TableAmount(000.US$)

Procurement Nature

Procurement method

Consultancy servicesLeadership Training Academic Institution

2,702.5 Consultant Firm

QBS

Requirement analysis, program development specialists

272.5 Individual consultants

3CV

Distinguished speakers and coaches

135.0 Individual consultant

Sole source

Travels agency services for all components

2,332.5 Ordinary service

ICB

Program evaluation specialists 150.0 Consultant firm

QCBS

Strategic planning specialists 150.0 Individual consultant

3CV

4.5 Advertisement: For each consultancy assignment and all non-consultant assignment a specific Expression of interest or invitation to bid will be prepared and published in accordance to the Bank rules. .

5. Implementation

5.1 Implementation arrangements

The AfDB (ORNA) will be the implementing agency. A project follow up team made up by the Bank will support and oversee project implementation. In order to ensure the ownership, a project implementation unit will be established within Libyan Government (MoP and MoLCD). This unit will work closely with the Bank to help on overseeing activities and other matters. This ambitious capacity building pilot project for Libya will be based on a consortium of institutions led by a project implementation unit hosted by the Libyan Government.

5.2 The Libyan Government

This program is endorsed by the Libyan Government and will be overseen by a project implementationn unit to be established under the leadership of the MoP in collaboration with the MoLCD. This unit will oversee the selection process of candidates and the execution of the training activities in close collaboration with the selected academic institutions and the African Development Bank. To ensure efficiency, the unit will be structured as follows:

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Director will be responsible for the overall supervision of the project execution and the enforcement of good governance standards.

Financial control officer will be responsible for enforcing financial control procedures, approving expenses and authorizing payments.

Administrative and legal control officer will be responsible for all administrative, secretarial, legal and archiving activities and systems.

Planning and logistics coordination officer will be responsible for detailed planning of each project’s component with the support of advisors and experts, for local logistics arrangements and for the security and protection measures for foreign contractors and guests in Libya.

Communication officer will be responsible to develop an internal and external communication strategy about the program, for participants and with international partners.

Administrative support office will provide the necessary secretarial support services.

The Libyan Government will also provide facilities and venues for the delivery of the different components of the project. Ministries and public institutions will provide candidates and commit to paying any extra financial contribution for their registration and activities required by the training programs.

The project implementation unit will establish a program Secretariat for the administration of the project. In particular a series of dissemination events targeting development partners and the civil society will be organized. These dissemination events will be used to share experience with other related projects and initiatives and to coordinate efforts among partners. As part of Component 2 an electronic platform will be created to further publicize project achievements and allow wider dissemination of the training materials.

5.3 National and International Institutions

The first component of the program, the consortium of international institutions (academic and professional) will be established to design the training modules and deliver them. Pre-consultations have already been conducted to assess interest. The successful delivery of this program will depend on a technical consortium of excellence. A partnership between the Libyan National Association (Libya), the Blavatnik School of Government of the Oxford University (UK), Gordon Institute of Business Science of the University of Pretoria (South Africa), School of Business and Economics of the Maastricht University (Netherlands), “Ecole Nationale d’administration de Paris” (France), and “Institut des Hautes Etudes Commerciales” (Tunisia) will ensure the creation of a consortium of excellence to deliver the different components of this pilot project.

Other partners including EDHEC School of Business (France) and the Stern School of New York University (USA) have also been contacted and are willing to participate in the program as and when needed. The consortium will potentially call upon other academic and professional institutions, guest speakers and mentors. Each one will

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be formally invited to join the project and help develop or deliver a specific component of the curriculum. For instance, discussions have been initiated with the “Club of Madrid” to invite former states people to participate in this program.

5.4 African Development Bank

In addition to assuming fiduciary responsibilities for the proposed project as the Implementing Support Agency (ISA), the African Development Bank will be best placed to facilitate use of valuable information and experience from the rest of the continent, for example, through mobilizing experts and high level officials to work on the project. Such activities will be implemented in the third and fourth components of this project.

5.5 Private Sector

Private sector representatives have been consulted and have shown a strong interest in this project. Continued training and education are already part of the new Libyan Private Sector agenda.

5.6 Civil Society

This project will encourage leaders of the civil society to engage in this program. The organizational structure for the project implementation unit is shown in Figure 2:

Figure 2: Governance Arrangements

Steering Committee (The Board)

MoLCD

MoP

InstiutionsInstiutions

InstiutionsAcademicInstitutions

Libyan Government

(Prime Ministry)

Executive CommitteeScientific Committee (Advisory Board)

Secretariat Project Management Office Alumni Chapter

Leaders of the Technical

Consortium

Contractors and PartnersContractors and

PartnersContractors and Partners

• Steering Committee: The Steering Committee is responsible for the strategic direction and supervision of the implementation of the pilot project to ensure the achievement of its objectives and make adjustments as

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needed. The Steering committee will ensure due consultation and non-objection of the Bank prior to arriving at its decisions.

• Scientific Advisory Committee: The scientific advisory committee ensures the quality of training programs. The composition of the committee will be determined by the Steering Committee at its first meeting.

• Executive Committee: The Executive Committee is responsible for implementing the decisions and directives of the Steering Committee.

• Project Implementation Unit: The project, as ISA-executed, will deploy the project implementation unit for execution and monitoring of all activities. This unit will be responsible for managing registration, finances, logistics, operations, facilities, etc. in consultation with the Bank. International governance standards will be enforced by the PIU to ensure good management of program resources.

• Project Manager: The project manager, supported by staff members, will be responsible for overall project management as well as day-to-day administration of the project.

• Program Directors: Each program will have a program director, responsible for the development and delivery of the academic content of the program.

• Program Secretariat: A program secretariat will be established to support the PIU. The secretariat will coordinate program activities, registrations, logistics and operations. It will provide working spaces and administrative support to visiting scholars, guest speakers and researchers involved with the pilot project. It will host the alumni chapter activities and coordinate memberships with participating academic institutions. It will keep archives and provide the necessary assistance for project assessment.

• Alumni Chapter Manager: An alumni chapter manager will be responsible for maintaining the alumni network and coordinating alumni events.

5.7 Implementation Schedule (see figure 3)Start date: 01/01/2014Closing date: 31/12/2015End Disbursement Date: 31/03/2016

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Figure 3: Project ScheduleTimetable of activities

Calendar year

C Activity Description0

0.1 Initial Approval0.2 Final Approval0.3 Agreements

123456

---- Inception report draft -- Inception report final -- 3 Monthly Reports -- Interim reports -- Final report draft-- Final report -- Kick-off meeting l-- Steering Committee Meetings l l l l l l l l l l

11514

6119

108 12

13811

1210

97

Consolidation of the delivery unit within the Transition Government and the international Consortium

111 12

2

Pilot executive training mentoring program for senior executive staff

Project management

Project monthCalendar month

Startup / Inception phase

Requirement analysis and programs architecture and content development

42

75

64

531

3

2013 201411 12 12 3 4 5 6 7 8 9 10

Independent evaluation of the programDevelopment of a strategic leadership capacity development campaign plan

Coaching mentoring and supporting program for top officials (government level)

2015

23 24 25 26 2716 17 18 19 20 21 22

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6. Financing Arrangements

6.1 DisbursementThe disbursement of the MENA transition fund will be done as per the Bank’s current procedures of disbursement.

6.2 Financial management

Under the terms of the Transition Fund, the funds shall be administered in accordance with the Bank applicable policies and procedures. The Bank, in consultation with the Libyan Government, will be in charge of managing and use of funds for the implementation of the project after due consultations and presentation of the activities to be executed. The professional fees and travel expenses shall be paid in accordance with the Banks rules and regulations. Payments will be made based on presentation of deliverables as agreed. Travel expenses and per diem allowances shall be made upon arrival at the country.

For this purpose, the MoP and the MoLCB will establish suitable systems and procedures to ensure control of the proper use of project resources and reliability of financial information, monitor project resources and expenditures by component and activity. They will maintain independent accounts for the financed activities in accordance with sound international accounting practices.

6.3 Monitoring and evaluationThe monitoring and evaluation of the project and its expected results will be based on the Project Coordination Team’s regular monitoring and evaluation (M&E) activities consistent with the Results Framework of this project. The PCT will provide quarterly monitoring tables and progress reports. A final report will be prepared at the end of the project.

6.4 Audit Since the project is implemented by the Bank, no specific financial statement will be prepared.

6.5 Terms of FinancingThe resources from the MENA FT are provided in grant form.

6.6 Suspension of disbursementDisbursement from the MENA TF will be subject to AfDB disbursement rules, in particular the rules on suspension of disbursements. Disbursements can be suspended, for example in case of non-compliance with the financial agreement provisions.

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7 Conclusions and recommendations

It is recommended that an amount not exceeding USD 5,500,000 be granted to the Republic of Libya from the Middle East and North Africa Transition Fund to implement this project, on an ISA-executed basis with the AfDB as ISA.

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Annexes: Result-based Logical Framework

Country and project name: Libya – Leading the Way Program: Pilot project for developing leadership capacity to support Libya’s transition

Purpose of the project: strengthening leadership capacity at the decision-making level of the government and the society to lead the way to long-term institutional effectiveness, efficiency and success.

RESULTS CHAIN

PERFORMANCE INDICATORS

Means of Verification Risks/mitigation measuresIndicator (including CSI) Baseline Target

IMPA

CT

Strong leadership capacity at the decision-making levels in Libya to lead the way to long-term institutional effectiveness, efficiency and successLong term leadership capacity building strategy

Leadership capacity building strategy adopted and successful enrolment of Libyan Leaders

0 Leadership Capacity Building Strategy in support of Libya 2030 VisionEffective training of 200 executivesEfficient government handover

Independent program evaluation

Risk: Security situation in the country for the deployments of experts; Mitigation: Major training activities will be delivered in neighboring Tunisia. One module will be delivered in North American, European or South African institutions.

Risk: Lack of political will on the Libyan side to become engaged (by providing support), with other actors, including international and regional organizations and civil society organizations in the region; Mitigation: Close coordination & liaison with all relevant identified actors on the Libyan side to ensure their engagement in the mediation process

Risk: Non-acceptance of external involvement in the Libyan Transitional Government even in the form of technical assistance, for the newly appointed Ministers and High Official; Mitigation: This risk be mitigated by through close liaison with third government actors and other involved external actors and by devising communication strategies vis-à-vis possible spoilers and innovative approaches to the provision of technical assistance;

OUT

COM

ES

Outcome 1: Strong Leadership for nation building

0 200 executives (public, private and civil society)

Participants assessment

Outcome 2: International consortium to deliver quality leadership training

0 Consortium of internationally recognized training institutions

Independent evaluation

Outcome 3: Smooth transition and handover between the transition government and the new government

0 Smooth handoverDirect assessment

Outcome 4: A long term strategy for Leadership Capacity building

0 Validated long term leadership capacity building in support of Libya 2030 Vision

Libya 2030 Vision Report

OUT

PUTS

Component 1: 1. Consolidation of the Delivery Unit within the Government and the international consortiumOutput 1: Setup of a Delivery Unit within the Libyan Government

Legal and institutional reforms adopted

0 Setup of a team of 3 to 5 people within the ministries of planning and labor

ContactOutput 2: High quality international institutions engaged

Contract awarded 0 Hire a consortium of international institutions

Component 2: Requirement analysis, programs architecture and content developmentOutput 3: Leadership Capacity building requirements

0 Requirement gathering and analysisRequirement analysis report and program content delivered

Output 4: Training programs architecture and content

0 Multiple paths training programsCases and content developed for all paths (electronic)

Component 3: Coaching, mentoring and supporting program for top government officialsOutput 5: Preparation of new government for office

0 Coaching and training sessions for government officials prior to taking office

Direct assessment

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RESULTS CHAIN



Introduction of Libyan officials to international for a Risk: Corruption and unwillingness to

cooperate on the part of government and law enforcement actors; Mitigation: Conflict parties, local government authorities and law enforcement constitute extremely important actors in the overall success of the project. Institutional corruption and an unwillingness to adhere to such a program are a large risk for the success of the project. Ensure a monitoring tool to combating corruption and encouraging institutional transparency.

Risk: Political instability at the local and national level, potentially leading to overall country insecurity or flight or desertion of duties by government authorities; Mitigation: Maintain regular contact with governmental and non-governmental actors in order to remain informed about political developments and will maintain professional relations with the heads of a number of different local and national governmental agencies in order to minimize the impact of any desertion of duties by government employees.

Risk: Unanticipated changes in key program staff, which could undermine the effective and timely implementation of program objectives and activities; Mitigation: The Leadership program will

Output 6: Smooth handover and efficient transition

0 Reduced number of problems and issuesIntegrated and consistent government strategy for the first 100 days

Component 4: Pilot executive training and mentoring program for senior executive staffOutput 7: Deliver executive training in Tunis and in Europe or North America for 200 executives (public, private, civil society)

Number of participants successfully completing their training

0 200 executive level trained

Number of completion certificate delivered

Output 8: Train at least 25% to 50% women at the executive level

% of women trained in the program

0 25% to 50% women

Component 5: Development of a strategic leadership capacity development plan in support of Libya 2030 Vision

Output 9: Develop leadership capacity building requirements in support of Libya 2030 Vision

0 Requirements reportAcceptance of the strategic plan by the Libyan GovernmentOutput 10: Strategic plan for leadership

capacity building for Libya 2030 Vision0 Strategic Plan

Component 6: Independent evaluation of the program

Output 11: Hire independent evaluation team

0 Independent scientific evaluation team hired (academic and post-doctoral fellow)

Independent evaluation report

Output 12: Independent evaluation report

0 Thorough program evaluation and compilation of participants assessment reports

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RESULTS CHAIN



count on an extensive CVs database that would allow them to engage, mobilize and deploy any kind of key staff should the necessity arises.

Risk: Strong community dissent, particularly among men, that could incite community unrest and vocal opposition to program objectives as per gender issues; Mitigation: Ensure that sensitization activities include men and are appropriately conducted in a non-threatening manner. In addition, men will be recruited to assist in sensitization activities in order to demonstrate their public support for the rights of women.

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RESULTS CHAIN



KEY

ACTI

VITI

ES

COMPONENT INPUTSThe project will have five (6) components:

Component 1: Consolidation of the Delivery Unit within the Government and the international consortiumo Setup of the Delivery Unito Establishment of the Partnership Agreemento Establishment of the Governance Structure

Component 2: Requirement analysis, programs architecture and content developmento Requirement Gatheringo Requirement Analysiso Curriculum Designo Content Developmento Delivery Platform Developmento Consolidation of Programso Participants recruiting and assessment

Component 3: Coaching, mentoring and supporting program for top government officialso Coachingo Workshopso Consulting

Component 4: Pilot executive training and mentoring program for senior executive staffo Participants Travelo Participants Lodgingo Executive Training

Component 6: Development of a strategic leadership capacity development plan in support of Libya 2030 Visiono Situation analysiso Meetings and Workshopso Researcho Strategic planning

Component 7: Independent evaluation of the program

MENA TF will provide 3,500,000 USD to finance these components and related contingencies.Government of Libya will provide 2,000,000 USD.

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RESULTS CHAIN



o Assessment and evaluation activities

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