The disclosure of this information is in line with the World Bank’s Access to Information Policy approved by the Board of Executive Directors in November 2009.??This new policy constitutes a major shift in the Bank’s approach to information disclosure, transparency, sharing of knowledge, and accountability. Clients and the general public now have access to a much broader range of information, particularly information about projects under preparation and implementation.
+Ghana Oil and Gas Capacity Building Project
+Ghana Economic Management Capacity Building Project
+Ghana West Africa Regional Fisheries Project

Ghana Gas and Oil Capacity Building Project
Implementing Agencies: Ministry of Energy,?Contact: Mr Alexander Kyei email:[email protected]
Key Dates
Approval Date?????????????????????????20-Dec-2010
Effectiveness Date???????????????????20-May-2011
Original Closing Date???????????????30-Jun-2015
Amt committed?US$ 38m???Amt disbursed?US$10.1m
Project Development Objectives:?The project objective is to (i) improve public management and regulatory capacity while enhancing transparency; and (ii) strengthen local technical skills in Ghana’s emerging oil and gas sector.
Component(s)??????????????????????????????????????????????????????Cost(m)
A.1 Resource Management????????????????????????????????????7.80
A.2 Data Management??????????????????????????????????????????10.00
A.3 Environmental Management?????????????????????????????4.00
A.4 Revenue Management?????????????????????????????????????1.00
A.5 Enhancing Sector Governance?????????????????????????3.00
B.1 Vocational Training Support??????????????????????????????4.70
B.2 Tertiary Education and Research Support????????6.00
?Overall Ratings
Progress towards achievement of PDO ??Satisfactory
Overall Implementation Progress (IP)?????Satisfactory
?Implementation Status Overview:?Implementation progress has picked up substantially with significant progress being observed on almost all project components. Total disbursements stand at US$9.8 million (26.9% of the total credit amount) as of April 26, 2013 and bid packages worth over US$20 million are either completed, issued to bidders, or soon-to-be issued. The ultimate achievement of the PDO now seems very likely.

Ghana Economic Management Capa. Bldg. Project.
Implementing Agency(ies): FSD, Ministry of Finance and Economic Planning, Public Sector Reform Secretariat (Office of the President)
Key Dates
Approval Date?????????????????????????15-Nov-2005
Original Closing Date???????????????30-Jun-2011
Revised Closing Date??????????????31-May-2013
Amt committed?US$35m??????Amt disbursed?US$34.6m
Project Development Objectives:?The objective of the Project is to support the Recipient to perform its role as a facilitator for economic development through: (i) implementation by MDAs of a reform initiative for improved public sector management and service delivery; and (ii) strengthening of the governance and competitiveness of the financial sector.
Component(s)?????????????????????????????????????????????????????????????????????????????????????????????????????Cost(m)
Public Sector Reform???????????????????????????????????????????????????????????????????????????????????????????????15.00
Regulation and Supervision of Financial Markets??????????????????????????????????????????????????????6.70
Banking and NBFI Regulation Supervision??????????????????????????????????????????????????????????????13.40
Insurance Regulation and Supervision??????????????????????????????????????????????????????????????????????1.30
Strengthening Capitals Markets??????????????????????????????????????????????????????????????????????????????????2.40
Pension Sector Development???????????????????????????????????????????????????????????????????????? ??? ??? ??? 0.50
Access to Finance and Financial Sector Governance????????????????????????????????????????????????8.50
?Overall Ratings
Progress towards achievement of PDO?Moderately Satisfactory
Overall Implementation Progress (IP)????Moderately Satisfactory
Overall Risk Rating????????????????????????????????Moderate

?Implementation Status Overview
This is the final Implementation Status Results (ISR) being filed for the EMCB project, which closes May 31, 2013. It reports on the final implementation support mission of May 6-10, 2013. The EMCB Project was approved on November 15, 2005 for USD25 million. The project attained effectiveness on March 27, 2006. The Project Development Objective has two key elements: (i) implementation of a reform initiative for improved public sector management and service delivery; and (ii) strengthening of the governance and competitiveness of the financial sector. Progress towards achievement of the PDO is rated as Moderately Satisfactory.
RELEVANCE: Improving the management and service delivery capacity of the public service, and the governance and competitiveness of the financial sector were key priorities for the Government and the Bank at project commencement. On the public sector reform front, the Government signaled a new approach in 2004 with the release of the strategy document “Towards a New Public Service for Ghana: a Working Document,” with the new position of Minister of State for Public Sector Reform established and later converted into a full Ministry. With regard to the financial sector, Cabinet approved the Financial Sector Strategic Plan in 2003. While significant progress had also been made in implementing the recommendations of the 2001 FSAP and 2003 FSAP update, many identified weaknesses remained by the time of project launch. The importance of these issues was also recognized at the time by both Government and Development Partners by the inclusion of key policy actions for both public sector and financial sector reform within the Multi-Donor?Budget Support Framework – as the Country Assistance Strategy outlined, the EMCB project was needed to support these objectives with targeted capacity building assistance.??In May 2008 Additional Financing of USD10m was approved in support of a more ambitious program of pensions sector and civil service reform. A Level II restructuring of the project was approved in June 2011, extending the project by 18 months, with a view to closing the Public Sector Reform Component, and refocusing activities around priority areas identified by the 2010 FSAP. Subsequently, significant delays were experienced with regard to confirming that the Government had met its obligations for the retrenchment program under the PSR component. This led in October 2012 to an additional Level II restructuring and the approval of a further five month project extension. Key areas of focus were to undertake preparatory activities in support of the new Financial Sector Strategic Plan II; bond market development; and preparation and launch of the Capital Market Working Committee.
EFFICACY: All four of the PDO indicators were met or exceeded: a new pay range was established for the public service, the percentage growth in the number of deposit accounts at Rural and Community Banks and commercial banks was almost 50% higher than targeted (14.5% vs 10% target for 2012); the percentage increase in private sector savings/GDP ratio was more than double the targeted increase at project close (54.3% vs 22%); and the percentage increase in private sector credit (including bonds)/GDP ratio at project close was over 40% more than targeted (38.6% vs 27% target). Nevertheless, the degree to which these indicators, together with the intermediate indicators, adequately track achievement of the PDO (‘implementation of a reform initiative for improved public sector management and service delivery” and “strengthening of the governance and competitiveness of the financial sector”) is questionable – hence the moderately satisfactory rating. At the level of intermediate indicators, outcomes were mixed. For the Public Sector Reform component, key achievements included the establishment of enhanced structure and strategy to drive the public sector reform program; the successful retrenchment of staff from 4 subvented agencies; the submission of a revised Civil Service law to Cabinet; almost 100% of public servants remunerated on the basis of a unified national pay spine; and the publishing by 122 MDAs of service standards. For the Financial Sector Reform Component, the framework for pension reform was designed and promulgated, and is now in operation; dematerialized trading has commenced on the Ghana Stock Exchange; and the percentage of banks and NBFIs supervised based upon an agreed template rose to 100%.
PROJECT DISBURSEMENTS: At the time of the final ISR just over $2m of the total $42.6m project funds remained undisbursed. Of this, $209,958 is due to be refunded to SECO after the closure of the SECO Trust Fund on?April 30. Changes in staffing within the Ministry of Finance in early 2013 required changes in project signatories – these were delayed, causing a backlog of invoices to be paid. This has now been rectified, and a further $500,000 in payments currently with the Project Implementation Unit (PIU) will be disbursed. Completion of additional activities prior to project close should see the undisbursed balance fall substantially below$1m by project close.
FIDUCIARY MANAGEMENT: Generally, and throughout implementation, the Financial Management arrangements were considered adequate and met the minimum requirements of IDA. The projects financial management arrangements over the years have been a combination of using country systems and also recruiting a Financial Management Consultant to support the government staff. This arrangement has proved satisfactory since it allowed for the use of country systems where reliable and the flexibility of improving the system through using the consultant. Overall the Financial Management arrangement has improved significantly and consistently in recent years has been rated as Satisfactory and the Financial Management Risk, rated as moderate. The satisfactory rating is due to the following, a good internal control environment, and competence of the accounting staff and the oversight role of the Ministry of Finance.
PROCUREMENT MANAGEMENT: Project implementation is mainstreamed into the operations of the Financial Sector Division and the Public Sector Reform Secretariat. Consequently, existing staff at the respective agencies have been assigned the responsibilities for the day to day project implementation. Financial Sector Division- Ministry of Finance (FSD-MOF) has recruited a procurement specialist to coordinate and supervise all procurement activities at the respective implementing agencies. Thus procurement under the project is handled by the various Implementing Agencies, with supervision from the Procurement Specialist at the Project Implementation Unit (PIU) at the Ministry of Finance. All documentation are submitted to the Project Implementation Unit (PIU) who does Quality control measures before forwarding these documents to the World Bank for its No objection if applicable. During the current period, the Post Procurement Review carried out in December 2012 had the overall risk rating as Substantial, with Risk Rating of Procurement System being Moderate; Procurement Processes being Substantial; and Contract Administration being Substantial. The mission indicated that the issues raised in the PPR, and the recommendations thereof, with regards to Procurement Planning, Bidding Records Keeping, Evaluation, Awards and Contract implementation do not seem to be adequately and promptly addressed. Key shortfalls identified in procurement administration related mainly to procurement processes (bidding, evaluation, and award) and contract management (non-compliance with contractual delivery schedules, output reporting schedules, payment conditions). The mission had expected an improvement in procurement reporting, given that the project closure will require a thorough complete narration by the PS of the procurement regime during the project life, and the rating has been downgraded as a consequence. Overall Procurement Rating: Given that during the period under review, only a couple substantial prior review procurement had occurred couple with the above commentary it is recommended that the overall procurement risk rating be Moderate while the Procurement Performance rating is Moderately Satisfactory (MS).

Ghana – West Africa Regional Fisheries Program
Implementing Agency(ies):?Secretariat to the Fisheries Commission, Ministry of Food and Agriculture
Contact:?Cornelius Adablah, email:[email protected]
Key Dates
Approval Date?????????????????????????14-Jul-2011
Effectiveness Date???????????????????12-Jun-2012
Closing Date????????????????????????????31-Dec-2017
Amt committed?US$50.3m???Amt disbursed?US$5.1m (IDA)
Amt committed?US$3.5m?????Amt disbursed?US$0.4m (GEF)

Project Development Objectives
Ghana – West Africa Regional Fisheries Program (P124775)

The Project Development Objective is to support the sustainable management of Ghana s fish and aquatic resources by: (i) strengthening the country s capacity to sustainably govern and manage the fisheries; (ii) reducing illegal fishing; (iii) increasing the value and profitability generated by the fish resources and the proportion of that value captured by the country; and (iv) developing aquaculture.
Ghana – West Africa Regional Fisheries Program (GEF) (P124812)
Global Environmental Objective
The Project Development Objective of the Global Environment Facility is to support the sustainable management of Ghana s fish and aquatic resources by: (i) strengthening the country s capacity to sustainably govern and manage the fisheries; (ii) reducing illegal fishing; (iii) increasing the value and profitability generated by the fish resources and the proportion of that value captured by the country; and (iv) developing aquaculture.
?Component(s)?????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????IDA(m)?GEF(m)
Component 1: Good Governance and Sustainable Management of the Fisheries.?????????????????????15.2???????3.5
Component 2: Reduction of Illegal Fishing.?????????????????????????????????????????????????????????????????????????????????10.9
Component 3: Increasing the Contribution of Fish Resources to the National Economy??????????????12.1
Component 4: Aquaculture Development.????????????????????????????????????????????????????????????????????????????????????8.0
Component 5: Regional Coordination, Monitoring and Evaluation and Project Management.?? ? ??4.1
Overall Ratings
Progress towards achievement of PDO?Moderately Satisfactory
Progress towards achievement of GEO?Moderately Satisfactory
Overall Implementation Progress (IP)????Moderately Satisfactory
?Implementation Status Overview
Since effectiveness in June 2012, the project has set up a Project Management Team, consisting of a Project Coordinator, Procurement Specialist, Financial Management Specialist and Monitoring and Evaluation Specialist. This is preparing the first batch of terms of reference for the project, including for the Fisheries Management Specialist and Value Addition Specialist to support the Fisheries Commission in implementing the project. A first disbursement in the amount of USD 4.69 million was made in November. Project was previously rated Moderately Unsatisfactory in April 2012 due to delay in reaching effectiveness.
?Key Decisions Regarding Implementation
This is an interim Implementation Status Results (ISR). An implementation support mission took place from April 15-23, 2013.

 

Source: World Bank

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