... .... .. .........' . : 60 'F .' - -~~21399a - ~~~~~~~~~~~~August 1999 X Central and W eestern l Human Development (~ *AFTEH2) Annual Report Promoting a Better Lifefor _______ Central and I i, r~~~~P '1 8The World Bank IF L ,~~~~~~~~~~~~~~ AFTH2 Central and dh Western * i Africa Human Development 41 Pt Central and Western Africa Human Development (AFTH2) works in1 cooperation with local, public, private and non-profit organizations to reduce poverty in sixteen client countries by suppor-ting compr-ehensive policies and projects in the three sectors of human development: Education: Health, Nutrition and Population: and Social Protection. Fiscal Year 1999 has been a year of much change and productivity. This report serves to share the achievements and goals of the uinit internallv and externally. An elementarY school class in C ape l !7de (L) This report was put together with assistance from every member ofAFTH2, be it through the provision of a useful photograph, a half hour interview, or an article about the Bank's project. The report could not have been completed without the staff's cooperation. Much appreciation also goes to the student assistants, Julie Norwell and Kara Deyerin who organized. wrote, and edited most of this report. Every effort has been made to present information as accurately as possible at the time of publication. Social indicators in the client country overviews were taken from the World Development Report 1998/ 1999 and the World Education Report 1998. Questions about the annual report can be addressed to: Seung-hee F. Lee Management Analyst, AFTH2 World Bank 1818 H Street Washington, DC 20433 Email: slee4(awvorldbank.org CONTENTS Letter from the Manager 5 About the Central and Western Africa Human Development Unit (AFTH2) 6 Client Countries 7 Activities List ofActive Projects 9 Portfolio Performance 10 FY99 Deliverables 12 New Project Highlights - overiviewi of tro!ects that wient to Board in FY99 1 4 Staff Some of the People Who Make It Happen 1 8 List of Staff 23 Organization Matrix Str-u1ctulre 25 Thenmatic Grouips 26 Professional Development Training 7 HuInman Development Week 27 Study Tours 28 Mentoring and Professional Development Grants 30 Recognition Awards for Excellence 31 Hiuman Development (HD) Neii'sNotes 32 Quality Assurance Group (QAG) Excellence in Supervision Aw4 ard 33 Special Awi,ardfor Girls 'Education 33 Private Sector Development (PSD) Exchange Awvard 33 Communications Newvsletter 34 bebsite 35 Tideo 35 MVeetings 36 Retreats 36 In the Future FYOO Deliverables 37 Goals 37 Annex - Overview of Client Countries 39 -77) la LETTER FROM THE MANAGER August 1999 This has been a year of considerable progress, with the unit delivering its pro- gram of new projects (approximately one eighth of the Africa region's total) and con- solidating its past achievements and initiatives, particularly in such areas as basic edu- cation, school health, early childhood development, population and reproductive health, nutrition and HIV/AIDS. We have received recognition, within the Africa re- gion, within the Human Development Network, and within the World Bank as a whole. This progress has not been painless, however. We have had to deal with in- creased uncertainty in several countries, including war and instability in Guinea-Bissau and Sierra Leone, though both looked more hopeful as the fiscal year ended. Stress levels on staff have been unacceptably high, in part because of our difficulties in re- cruiting new people, especially in education. Again, toward the end of the year, some gains were made in staffing which will be reflected in next fiscal year's program. And yet....are we doing enough? The challenge of poverty remains enormous. In this part of Africa, as throughout the continent, progress made in the 1960s, 1970s and 1 980s slowed or stagnated in the 1 990s, be it in child mortality rates, nutrition or primary school enrollment. With the new millennium, renewed effort is needed to fight for the very basic human development needs of the children in our client countries. If not, the numbers of absolute poor in our 16 client countries will continue to increase. We are ready to do everything we can. Nick Burnett Sector Manager, AFTH2 ABOUT THE CENTRAL AND WESTERN AFRICA HUMAN DEVELOPMENT UNIT (AFTH2) This is the second AFTH2 Annual Report. It is also the second year the unit has been a cohesive group working together to meet the needs and goals of its clients. AFTH2, Africa Technical Human Development 2. also knoxvn as Central and Western Africa Human Development Unit, works in Cameroon. Cape Verde, Central African Republic (CAR), Chad. Congo-Brazzaville. Equatorial Guinea. Gabon. The Gambia. Guinea. Guinea-Bissau, Liberia. Mali, Mauritania, Sao Tome and Principe, Senegal and Sierra Leone. Working in three social sectors, AFTH2 and its partners are dedicated to reducing poverty in sixteen countries through the provision of education. health care, and social protection policies and services. AFTH2 is composed of talented and committed staff with varied backgrounds and expertise. The unit has specialists in primary education, distance education. girls education. early childhood development. popula- tion issues, public health, nutrition. IEC (Information. Education. Communication) and other specialized areas. These technical sectors receive essential and invaluable support from economists. implementation specialists. analysts. and very importantly, administrative support staff U6 C vWLIENT COUNTRIES The clients of AFTH2 are highly diverse. The table on the fbllowi ing page and the related annex (see page 39) provide a snapshot of important facts and figures about each of 'the 16 countries with which AFTH2 is associated These indicators and summaries do not filly reflect the complexity of issues and situations faced by government officials, teachers, mothers and fathers. adolescents, widows and wi'idowvers, orphans ofAIDS and war, doctors, nurses and mid-wives, children and adults of these countries. But they pr ovide a glimpse of 'the political upheaval, widespread poverty. and difficulty of life. Despite these hardships, through teamwork and commitment of purpose, AFTH2 contributes to the reduction of 'some of the issues and the alleviation ofszuffering in these countr-ies. Cameroon Guinea Cape Verde Guinea-Bissau Centrol African Republic Liberia Chad Mali Congo Mauritania Equatorial Guinea Sao Tom6 and Principe Gabon Senegal The Gambia Sierra Leone Aoo hi~ mapdS, my, p.,id aT wX d Sa..k Grrp. 0 '7jdOO oM /g~ol ~0_tomh ~oo oooo,o IBRD 30481 S E_0pt0000 of ~ SEPTEMBER 1999 r- CLIENT COUNTRIES People in Sub-Saharan Africa are among the poorest in the world in terms of income and social indicators, and scarcity of resources remains a critical challenge for development. The following indicators demonstrate how each country compares to industrialized countries. developing countries. Sub-Saharan Africa as a whole, and AFTH2 's other client countries. The Human Development Indicator is a ranking compiled of multiple indicators which serves to illustrate the overall standard of living per country. Clearly. the clients of AFTH2 are facing hardship. It is also worth noting that although the countries' populations. which are relatively small. are growing. average ages are either stable or declining. This translates into increasing demands on the limited resources of each country. (For further information about each country, please refer to Annex - Overviewt of Client Countries.) ap a Po main~LIfe G*ross coutr ies Cameroon 650 14.1 5 births 56 yrs 84% 0.536 CAR 320 3.4 5 births 49 yrs 46% 0.378 Chad ~~~240 .U Its09 Rep. of Congo 660 2.8 6 births 51 yrs 109% 0.533 Gabon 4,230 1.2 5 births 55 yrs 140% 0.607 Guinea 570 6.9 6 births 46 yrs 34% 0.398 Guinea-Sb0 it 240tit0 t. B bIrths 44wst 0034 Liberia 785 2.9 6 births 49 yrs N/A NtA Mal 2560 10. b t, SOyr 3 036 0375W Mauritania 450 2.4 6 births 53 yrs 72% 0.447 Saotmeter inolpe 0 20. 30 (A S.itW.; 64 W .009 Senegal 550 8.8 6 births 50 yrs 62% 0.426 Sierra Leon ' '' 200- 47 6 ;3''th 7y20Q 0254 *Net Primary Enrollment Ratio Source: World Development Indicators 1998/99 ACTIVITIES As evidlenced in the previous tcable, AFTH2 faces nuimerouls challenges in manyn coutntries. Because of severe problems. there are no active programs in some client coutntries and only preliminarry studies being performed in others. Folloli'ing is a list of the active projects that wi ere uinder implenmentation during FY99 (Jzihl 1998- Jtne 1999). The list is organized by counWty. Note: Policy dialoguies and prelimina7 studies utnderwtyay are not listed List of Active Projects Cameroon Equatorial Guinea Douala Higher Education Technical Training Health* * Health, Fertility, and Nutrition The Gambia Cape Verde Education Sector** Basic Education and Training Participatory Health. Population and Nutrition Education and Training Consolidation and Third Education Modernization Social Sector Development Guinea Equity and School Improvement Chad Health and Nutrition. Basic Education Higher Education Manpower Health and Safe Motherhood Population and Reproductive Health Safe Motherhood Supplemental Pre-Service Teacher Training Population and AIDS Sao Tome and Principe Guinea Bissau Health and Education Basic Education* National Health Development* Senegal Social Sector* CommunityNutrition Endemic Diseases Mali Higher Education I Health Sector Investment Human Resources Development II** Health Population* * Integrated Health Sector Development Vocational and Educational Training Pilot Female Literacy Mauritania Sierra Leone General Education Health Sector Health Sector Investment Nutrition, Food Security and Social Mobilization Population and Reproductive Health* * Technical/ Vocational Education * Stspenided diue to do777estic conflict CCompleted end Juine 1999 ACTIVITIES Portfolio Performance The projects in the portfolio at the end of the year show that AFTH2 managed 29% (by number of projects) of HD projects in the Africa Region. However. AFTH2's $593 million represents the smallest amount of commitment - 19% of total commitment in the Region. reflecting the relatively small size of its client countries. Unit Number of Net Commitment Projects Amount ($ millions) AFTH1 22 1071 31 93 AFTH3 21 661 AFTH4 21 693 Total 65 3018 Of 31 projects still active at the end of FY99 (June 30, 1999). 15 were education projects. 14 HNP and 2 social protection. In FYOO. including new projects expected to go to Board. 17 projects will be in educa- tion. 15 in HNP and 2 in social protection. (The total number of projects at the end of the year (31) differs from the number of projects listed on the active projects list (37) because projects were completed or suspended during the year.) AFTH2 Portfolio Social Protection 2 HNP Education 14 1 ,Nunbcr otpr7ects pe sector_ IO ACTIVITIES In an effort to track the overall quality ofthe projects that it funds, the World Bank developed monitoring indexes. AFTH2's numbers in FY99 were not as good as the year before. largely reflecting country circum- stances and problems with higher education projects. Of these indicators, the following three were tracked by AFTH2 management to maintain the quality of its portfolio: Projects at Risk: Number of projects considered risky as a percentage of total projects. "Risk" is interpreted as a difficult political or economic situation in a country or by lack of commitment or capacity of a country's implementers, any of which may result in a project's failure to meet development objectives. The higher the percentage, the higher is the number of projects considered risky. Realism Index: Number of projects assessed as "unsatisfactoryy" by the project's managing staff within the unit as a percentage of the number of projects assessed as "unsatisfactory" by an independent evaluation staff outside of the unit. The higher the percentage. the more closely these two project assessments corre- spond. Proactivity Index: Number of projects rated "'unsatisfactory" for at least 12 months, and for which action was taken to improve the poor rating, as a percentage of total projects rated "unsatisfactory" over the same 12-month timeframe. "Action taken" can be interpreted as upgrading the project to "satisfactory", restruc- turing the project, or suspending oreven closingthe project. The higherthepercentage. the more proactive the managing staff has been with regard to a problematic project. AFTH2 FY99 FY98 FY99 AFR AFRHD Bank-wide Projects at Risk 29% 39% 27% 32% 19% Realism Index 83% 67% 68% 63% 74% ProactivityIndex 83% 57% 730% 76% 83% Performance Indexes 90% 80% 70% ___= . _ 70% t------------------.._ _._ 60%' *AFTH2 FY98 50% 1 - -------- . . | 4EAFTH2 FY99 40% 5 DAFR FY99 40% l_. | Of Bank FY99 30% __ 20%- 10% -. 0% Projects at Risk Realism Index Proactivity Index 11 ACTIVITIES FY99 Deliverables In addition to continued monitoring and evaluation of on-going projects, AFTH2 used new and creative solutions. Eight ofthe projects in the portfolio were approved by the Bank Board in FY99. Utilizing new lending instruments*. team members fit and matched their programs to unique in-country situations. WXork- ing closely with the real "client"- e.g. teachers for teacher training or adolescents for the reproductive health program - the new projects reflect the innovation and diversity ofAFTH2 staff, partners and clients. The 8 new projects delivered in FY99 are: Cape Verde Education & Training Social Sector Development Chad Safe Motherhood Supplement The Gambia Third Education (APL) Guinea Pre-Service Teacher Training (LIL) Population & Reproductive Health (APL) Mali Integrated Health Sector Investment (SIP) Mauritania Nutrition (LIL) In addition to the 8 Board-approved projects, 4 Appraisals and 4 Project Concept Documents (PCD) were completed. Appraisals and PCDs are important intermediary steps necessary to bring a project to the Board. Following is a list: Appraisals (4) Cape Verde Education & Training Social Sector Development Mali Community School-based Education (LIL) Mauritania Nutrition (LIL) Project Concept Documents (4) Chad Health Sector Investment Program (SIP) Guinea Education forAll (APL) Mali Community School-based Education (LIL) Senegal Quality Education for All (APL) *New lendin- instruments used were: APL (Adaptable Program Loan), LIL (Learning and Innovation Loan) and SIP (Sector Investment Program.) An APL is a long-tenn loan divided into 3-4 shorter phases with each phase advancing to another phase only when promised benchmarks are reached. This allows the borrowing client to continue to the next phase of a program without having to submit for another loan if it achieves promised results, A LIL is a short-tenn (average 3 years) small loan (i.e. maximum $5 million) that allows a client to shorten the project preparation process and to implement more innovative programs quickly. A SIP is not as new as the LIL and the APL but its popularity has increased recentlv. The SlP's greatest advantage is the annual donor coordination of activities within its sector. Clients are able to utilize different resources more efficiently with a SIP. 12) ACTIVITIES FY99 Deliverables 9 ............... .. ...... ................... . . . . . ...... 8 - 6 - -- -- - ---- ---- ----- ------- ---- ---- --- 7 ._ ___._ _ .._ v __._, 5 - v- PCD Fl Appraisal 4 .El rBoard 3 - - _ 2 - 0 I 01 Q2 Q3 04 Total AlthoughAFTH2 was able to deliver many new products while continuing to implement over 30 projects. AFTH2 did not deliver as many appraisals and PCDs as originally planned for FY99. Some ofthe planned products were cancelled due to lack of client interest or client capacity. Some were delayed either to await more opportune circumstances, at the request of the client governments or because of unexpected social and political unrest. And others were replaced with new, more appropriate lending or technical assistance instruments. Output FY99 Planned vs Actual 15 .... ..... .... 10 87 5 44 43 0 PCD Appraisals Board Planned 8 11 11 Actual 4 4 8 Cancelled/ Delayed 4 7 3 _ _ _ _ ~ ~-77 ACTIVITIES New Project Highlights grams and their cost-effectiveness will also contrib- ute to the reforms. Following are sunmaries of the 8 projects approved The second part of the project aims at strengthening in FY99: the government's capacity to carry out analysis, educational and training planning and policy formula- Cape Verde tion via surveys, workshops and employing special- Education and Training Consolidation andI EoducationzandTrainingConsolidation andj ists. Cost-effective programs will also be piloted Modernization Project and implemented based on an inventorv of existing programs, preparing surv,evs, and field tests. Ex- Cape Verde's education sector is characterized by pe an e o uamples of new approaches will include multi-grade an embryonic educationandtraIn s teaching in small schools, distance learming, school basic education program, the training of teachers, health and nutrition programs, and multi-ear and the workforce development programs have overseas studies programs. been implemented successfullv. However, new problems have arisen such as increasing budgetarv expenses as a result of more children attendingP t o school, a high percentage of unqualified teachers, the small size and limited curriculum of many isolated island schools, and the difficulty of predicting skill C Social Sector Development Project requirements in a given area. Of Cape Verde's estimated 400.000 people. close to 300 olive in poverty, and about 1400 in absolute poverty. The incidence of poverty is highest among illiterate and female-headed households in rural areas. The primary objective of the proposed project is to support the Ministrv of Economic Coordination's National Poverty Alleviation Pro- gramn, the country" s first svstematic, coordinated approach to poverty reduction. ~~ ~ ~ ~ ~~~< ~ Overall development goals are to reduce poverty' among the 3 o0% of the poorest population and to 7im-o recent/v hbuilt school5 build the capacity of municipalities and NGOs to develop high impact and cost-effective poverty The objective of the Education and Training Con- alleviation interventions. solidation and Modernization Project will be two- fold: first. to consolidate reforms in primary educa- * Restructuring welfare-oriented public works tion (grades 1-6) and labor development (e.g. training and apprenticeship programs) and secondly programs. 4-- 0 Empowering communities in poverty, zones to to design and test cost-effective program options. L_ ~~~~develop economic and social infrastructure. The consolidation of refonns will be approached in which responds to their particular needs. * Enhancing self-employment and income-earning several wavs such as upgrading the Pedagogic opportncitesformploomen. ~~ . . . .~~r_ opportunities for poor women. Institute. training and deploying primarv school ¢ ~ ~ ~~ ~* Establishing capacity to coordinate, monitor and teachers. and publishing updated textbooks and teachers manuals. Apprenticeship programs and * Strengthening the relationship between the technical assistance to evaluate labor market pro- 14 ACTIVITIES emigrant community and citizens living in Cape Guinea Verde. Pre-Service Teacher Education Project (LIL) Project approved May 1998 GNP per capita in Guinea is significantly higher than average for Sub-Saharan Africa, but social indica- Chad tors are uniformly worse. The literacy rate is among Safe Motherhood Supplemental the worst in Sub-SaharanAfrica and the gross enrollment rate in primary education is also low, The Government of Chad adopted a National although it has improved remarkably in recent years Health Plan (1993-2000) and launched the process (from 29% in 1989 to 54% in 1998). The Pre- to formulate a population policy and its associated Service Teacher Education Project (LIL) supports plan of action. The central objective of the the government's 1995 commitment to improve government s health program is to increase access to quality and access in the educational system. The quality basic health care. focusing particularly on the project will train large numbers of qualified teachers most vulnerable groups, namely children and needed to achieve universal primary education. women of childbearing age. Recruitment of student teachers with minimum academic qualifications, namely high school diploma. Within this framework, the Health and Safe Mother- provision of an intensive year-long academic hood Project supports development and implemen- program focusing on the skills needed for successful tation of policies and investments designed to: 1) teaching, followed by ayear-long closely super- strengthen capability at the central level to support vised, student-teaching internship, are essential new regional health services: 2) provide assistance for elements. health, nutrition, and familv planning services to the In addition, the project supports the decentralization of teacher management and the development of career ladders for teachers, to be linked to partici- pation in in-service professional development and to performance. l I l ll gt-During its first year. the project trained 3,000 primary school teachers, nearly twenty times as many as had been trained in the year prior to the start of the project. Of these teachers. 1,500 work-ed during the 1998-99 school year, permitting the schooling of approximately 75.000 children previously denied access. The remaining 1500 will 1 'omenl wr ait w ithl thleir babies start work in the fall of 1999. and 3.000 additional regions of Guera and Tandjile by establishing a teachers will enter training. network of district health facilities and bv implement- The revision of instructional progarris at national ing skills upgrading programs for health personnel, teacher education institutions, the production of 3) support the development and implementation of a itructi onl.aterials, the producher of national drug policv by developing the planning and instructional matenials the training ofteacher educa- tors and supervisors and the strengthening of the management capacity ofthe Division of Pharnacy capacity ofthe government to manage the teacher and creating a Central Purchasing Agency for education system, at the centralized and decentral- essential and generic drugs. Funds for the initial ized levels are also benefits resulting from the project were so efficiently disbuLrsed that this supple- project. mental loan was approved to continue activities. Sutpplemiient app7r0oved October 1998 Project approved JulY 1998. ACTIVITIES Guinea prepared in 1988, many objectives of which were Population and Reproductive Health Project achieved by mid-term (1996/97). The Third (APL) Education Sector Program (APL) project supports the implementation of the second half of the The annual population growth rate of Guinea is one government's program and will pursue issues which of the highest in Sub-SaharanAfrica. With regard to did not receive sufficient attention during the first half proximate determinants of fertility, Guinea is com- of the policy period. paratively disadvantaged in the African Region. To support the Government's commitment to solve its population growth problem. the proposed project addresses the issue from the reproductive health perspective. The program aims to contribute to poverty alleviation through improving the well-being of the population and by decreasing the total fertility rate. Specific objectives are as follows: * Reduce the imbalance between population and economic growth through increased aware- ness of the links between population and Afleii cad childreni pose in The Gamiibia development by advocacy at the policy level. * Promote positive health practices by support- The program's main objectives are: ing behavior change communication programs * Basic Education - Achieve a gross enroll- for opinion leaders, decision makers. youth. ment ratio of 90% and ensure that all students parents, and men and women in their repro- acquire the desired levels of achievement in ductive years. core areas. * Establish effective management and delivery of . Secondarjy Vocational and Higher Edluca- reproductive health services by strengthening tion - First, expand access to general second- various services including contraceptive and ary education in rural areas while emphasizing family planning, safe motherhood and early math. science and computer literacy. Second, childhood development, and STD/AIDS develop cost-effective options for vocational screening and treatment. and higher education, focusing on basic * Strengthen institutional capacities to manage vocational skills and developing a plan to better population programs by supporting an upgrade select existing post-secondary operational information system for manage- programs to degree level. ment decisions, including a census. * Pilot Programs - Test innovative delivery systems for adult literacy and early childhood The project's achievements will be reviewed annu- development programs targeting women and ally with particular attention to adequate manage- the poor. ment techniques, including quality assurance. . Sector Planning, 11onitoring Evaluation and 1Management - Reduce the gap between Project approved December 1998. policy and implementation by devolving greater responsibility to the local level and strengthening management and professionalism The Gambia at all levels, and ensuring sustainable financing. Third Education Sector Program (APL) Additional components ofthe program are to: Education development priorities were outlined in a expand access through classroom construction. 1 5-vear education sector development program improve curriculum development. expand access in (6 ACTIVITIES rural areas by constructing 10 new schools, Mauritania - Nutrition, Food Security and strengthen math and science education and introduce Social Mobilization, "Taghdhia" Project computer literacv in all schools, develop and expand cost-effective options for vocational and on-the-job A large segment ofthe population of Mauritania is training, and prepare a plan for the establishment of malnourished and faces chronic food shortages. The a university in The Gambia. Government of Mauritania will implement the Nutrition, Food Security and Social Mobilization, Project approved September- 1998. 'Taghdhia" Project to test a program to reduce the prevalence of nutritional deficiencies and to design a better national nutrition strategy for both urban and rural populations. Mali Integrated Health Sector Development (SIP) The proposed project will assess two different program prototypes aimed at reducing child malnu- Mali has made definite progress in improving the trition in Mauritania. Both programs look to health status of its population over the past two decades. However, despite these improvements. the country's health indicators still remain poor. The built-in momentum for continued population grow-th resulting from the combination of high fertility and the very young age structure of the population places a - heavier burden on an already fragile health system and is a contributing factor to the population's ill health, particularly that of women and children. The overall development objective of the proposed operation will be to help the Government of Mali Health officials in a Aauritanian viliage improve the health of the population and accelerate the country^s demographic transition toward slower women, families and communities to take better care population growth. To do this, the project will focus of preschool age children (O to 3). The provision of on three major components: first, to expand access knowledge about child growth and development. to basic health care including reproductive health parenting. nutrition and health care, and income services; next, to strengthen the institutional capacity generating activities for women will be implemented for health system management; and lastly, to develop at the grass roots level. Best practices from Benin sustainable financing schemes for health sector and Senegal will be introduced and new interven- development with safety nets for the poor. tions will be developed to address micronutrient deficiencies among children and pregnant and As sustainability is a main goal, more efficient lactating women. NGOs and civil society will be management of human. material and financial re- mobilized to support women cooperatives. sources and a better coordination of donor support will enable the sector to improve the quality and The prototypes are to be monitored to determine reliability of health services and their cost effective- suitability for subsequent national scaling up. A ness. The mobilization of additional financing using variety of indicators including reduced prevalence of cross subsidies, more equitable application of user- underweight children and main micronutrient defi- fees for hospital care, and more efficiently allocated ciencies will be followed. funds will help ensure a more sustainable financial base for the public health system. Project approved March 1999. Project approved Decem7ber 1998. STAFF Some of the People Who Make It Happen... None of the deliverables or achievements could be realized without the staff ofAFTH2. The cohesiveness of the unit is due to the contribution each member makes in his or her own position, all of which are integral to the success of even one project. The following profiles of selected staff members are presented to offer a perspective not only of the inner workings ofAFTH2. but also of the special people in it. A full list of the staff follows these profiles. Alassane Diawara Senior Operations Officer Stationed in the resident mission of his home countrv of Senegal, Alassane has been an anchor of the region since he joined the World Bank in 1990. He started his career as the Division Chief of Investment Pro- gramming and Budgeting forthe Ministry of Economy and Planning in Senegal. Because economics is -cross-cutting in every area of human development," this background has enabled him to pursue his interest in population issues by managing various World Bank projects in The Gambia and Senegal. In The Gambia, Alassane manages the Third Education Project. The primary goals are to help implement a medium to long-term education program by establishing universal primary education, developing a second- ary school system. and improving capacity building. In Senegal. Alassane is the Task Team Leader for the Wolmen in Developmeent and Social Protection project. This is a social investment fund that attempts to raise incomes of poor women by contributing to traditional savings and micro-financing institutions that are committed to empowering women's groups. This project stems from the World Bank's three-year country assistance strategy for Senegal focused on improving the access of women to credit and better analyzing the poverty, situation. In addition. he manages the Worldlink Project, a regional program, which seeks not only to increase enrollment and improve quality of education. but also aims to establish Internet access in 40 schools by December of this vear. XX4 0 .i0. . As a member of the field staff. Alassane feels he can better under- j? aia4 1 astand World Bank clients because he lives with them. He sees the challenges of successful projects as enforcing the capacities of the community and continuing the good trend of quality development. He notes that thanks to improved technology and frequent visits to the mission bv the Headquarters staff, AFTH2 is much better able to ..... ...... . . work as a team. 8 2. S00 STAFF Caroline Dieffenbacher Sawyer Information Assistant Caroline brings rich work experience from her home country of Switzerland and from j obs in the US since arriving a year and a half ago. Former employment includes the 1998 Microcredit Summit Meeting of Councils in New York City, Nestle Suisse, Visa Card Center/Corner Bank, and the Swiss Federal Office of Foreign Economic Affairs., GATT. In the relatively short time she has been with the Bank, Caroline has worked in two different capacities. She began as an assistant to the Interim Executive Director of the African Population Advisory Council. an advocacy group to which the World Bank provides assistance. In AFTH2, Caroline has assumed responsibility for the Integrated Records & Information Services (IRIS). which is the Bank's initiative * o u t£; to become a "paperless office" by 2000. IRIS is designed for elec- tronic filing. retrieval, and management of documents, which are stored t in electronic virtual ifilerooms" similar to those in an office. The goal is to have all records, including faxes, mail and project documents, stored on the system. Caroline notes that while it will be a challenge to capture every document that comes into the unit, she is excited to be working in "the most technological environment ever." Florian Fichtl Operations Officer Florian's interest in sociology and economics developed in the context of his studies of the recent history of his home country. Germany. He 4E gained experience in international development in Sri Lanka. India, Zambia and Jamaica before joining the World Bank in 1993 as Opera- tions Officer for AFTH2. Currently, Florian is Task Team Leader for the Comnzunity Reintegra- tion and Rehabilitation Project in Sierra Leone. This project provides critical support to Sierra Leone's transition to peace, following its brutal, 8-year civil war. Its main strategy is to 1) disarm, demobilize and reinte- grate ex-combatants. and 2) provide support to internally displaced refugees and their communities. Specific activities include the provision of health care, skills screening, civic education, training and the provision of transitional safety nets for ex- combatants, including special programs for child ex-combatants. Community oriented public works pro- grams and micro-projects in various sectors, such as agriculture, education, health and basic infrastructure, will be financed through a social fund type mechanism to smooth the transition into stable life. The pilot phase of the proj ect has been very successful and the AFTH2 team. which includes AFTH4's Wim Alberts and consultants Sean Bradley. Rajakumari Jandhyala. and Markus Kostner, takes pride in the support it has provided to government and key stakeholders in Sierra Leone. At the request of the parties involved, three members of the team have joined the recent peace negotiations in Lome under the aegis of . _ . ~~~ STAF F the UN to provide technical expertise about post-conflict issues. To date. approximately 1,500 adult, former combatants have been discharged and about 500 children have been confided to UNICEF and other organizations for care and special follow-up programs. Florian emphasizes that the success ofAFTH2 's efforts is due largely to the remarkable team work of the Government. UN. local and international NGOs, and bilateral partners with whom AFTH2 works in close cooperation. Sierra Leone's situation is an extremely difficult one in which to work, and the commitment of each of these stakeholders is integral to an effective transition to peace. Florian notes that such a project poses significant risks and challenges, but "working in post-conflict situations helps bring into focus what the Bank really is about: helping the poorest of the poor - especially children, child soldiers. and all the victims of the war. and working with all people interested in building a foundation for a brighter. more just future.' Astrid Helgeland-Lawson Operations Officer The combination of a degree in Economics and a lifelong interest in health led Astrid to leave Norway for the World Bank in 1994. Initiallv. Astrid contributed to health projects (e.g., in Senegal, Niger. Mauritania. Mali. Guinea, and Guinea-Bissau) as a team member under the guidance of more experienced task managers. As a result of addi- tional training and experience acquired from hands-on work in projects, Astrid has become Task Team Leader of health projects in Guinea and Mauritania. She continues to work in the area of health economics, carrying out public expenditure reviews and contributing to economic analysis of Bank projects in various countries. All these projects promote improved quality of and accessibility to health and family planning services. They also help enhance women's ability to participate in and contribute to the country's social and eco- nomic development. In Mauritania. Astrid successfully coordinates the gender component of the first Health and Population Profect. As a result of this component a special authority was created (le Secretariat d'Etat a la Condition Feminine), with focal points to monitor gender issues identified in each ministry, a complex network of women organizations created. and, very importantly. by means of cooperatives, women given the means to become literate and engage in income generating activities. Although an economist in health economics, Astrid's work is varied, from w riting grant proposals and proj ect documents, to leading field missions and managing relationships with national staff implementing projects. Recognizing the need for affordable, quality health services which respond to health needs ofthe poorest populations ofAfrica. she hopes to focus on local participation with the opportunity of a new project in Guinea. In recalling a health project which included, as a result of surveying community needs, provision of water and solar electricity to all health centers in a remote geographical area, she remarks: -'The best thing we did was to listen to the people". STAFF Astania Kamau Senior Task Assistant After earning a diploma as a bilingual secretary at Christ the King Secretarial School. Astania began her career working in her home country of Haiti as a bookkeeper in Ressources Industrielles. then as an administrative assistant for Artisanat Haitien de Tissage Manuel. She came to the United States where she earned a Bachelor's degree in Business Administration with a concentration in accounting. She worked at the Mali Mission to the United Nations in New York. the Gabon Embassy in Washington, DC. and the International Monetary Fund. In her nine years at the World Bank. she has worked as a Language Team Assistant for the budget. procurement and project processing teams in various divisions, including Public Sector Man- agement Division, Africa Technical Africa Population, Health and Nutrition Division. In AFTH2 Astania is Senior Task Assistant for the Implementation and Procurement Team (IPT), which monitors the project procure- ment cycle. The IPT role is essentially to assist project task teams achieve theirproject development and implementation objectives, by ensuring efficient follow-up and quality control. IPT is charged with ensuring that goods and services needed to carry out projects are procured with due attention to economy and efficiency, that funds are used to buy only those goods and services needed to carry out the project. and that the procurement process is transparent. Furthermore, IPT mem- bers try to encourage the development of local contractors and manufacturers in borrowing countries while ensuring that all qualified bidders from the Bank's member countries are given equal opportunity to compete for Bank-financed contracts. Astania enjoys procurement because "it is the heart of the project and it is where the execution of vital development actions take place. Sixty to seventy percent ofthe project imple- mentation is procurement." Michele Lioy Senior Information Education Communication (IEC)/Population Specialist As a citizen of both France and Canada. Michele Lioy's international . . . i career in the social sectors began in both countries. Although schooled in sociology and psychology, Michele gained skills in demographics, research and survey design at United Way. N. Westinghouse Health Svstems, and the Academy for Educational Development beforejoining the World Bank in 1991. Drawing on this varied background. Mich&le has carved herself a niche as a communications specialist and worked as such in the technical department when shejoined the Bank. These skills have also proven very useful in her work as a Task Team Leader in AFTH2. A good implementation approach is critical because a poorly executed project will not create sustainability regardless of how much money is provided. Michele's past implementation strate- gies include identifying social leaders, educating them about the STAFF importance of a proj ect and charging them with spreading the message. She has also assisted her country counterparts in designing strategies utilizing mass communication tools like radio and television to further project objectives. Michele identifies some key elements of a commnunications-based approach as "sound audience/beneficiary assessment research. having the political establishment behind you. and having enough resources to carry out the necessary communication activities. Michele's most recent successes are two Chad projects: Population andAIDS Control and Health and Safe .otherhood. In fact, because Sae Afotherhood has disbursed funds more efficientlythan planned, it was granted a supplemental loan to complete its programs and reinforce the training of paramedic staff. In addition to these two projects. Michele is managing the restructuring of a health project in Cameroon. and preparing a third health project in Chad. Tshiya Subavi Operations Analyst Since coming to the United States from Liberia as an 1 8-year old au pair. Tshiya has been pursuing her interest in human development. In the nine years since she joined the World Bank, Tshiya has worked for the Economic Development Institute of the World Bank Group, the International Finance Corporation, and the UN Joint Programme for HIV/AIDS Prevention as well as AFTH2. As Operations Analyst forAFTH2's health team, Tshiva provides technical and operational support to task teams by organizing loan documents, conducting research and analyzing findings, ensuring compliance of Bank guidelines, and contributing to the development of new projects among other things. Tshiva augmented her knowledge of human development issues greatly during the Rwandan genocide in the spring of 1994. Because she wanted to play an active role in the crisis back in the Democratic Republic of Congo. she co- founded the Society of Humanitarian Aid Relief in Zaire (SHARE-ZAIRE). Within herwork of community develop- ment. she organized and coordinated funds and donations and went to work as a volunteer in Mugunga Camp in Goma. In addition to her skills in post conflict and emergencv health 0 : E X i :12; : E U ; 0situations. Tshiya brings her experience in the field of HIV/ AIDS and has set herself to become AFTH2's HIV/AIDS focal point. Because this epidemic is becoming an increas- ingly important issue in African human development. Tshiya is 'trying to integrate HIV/AIDS concerns into everi aspect of } 00S AFTH2's work." STAFF List of Staff The featured members are only part of a bigger team of long and short-term staff, each of whom contributes in similarly important capacities. Following is a list of staff working regularly inAFTH2: Name Title Telephone Location AKA, Henri* Procurement Analyst 2024734521 Washington BA,Amy Language Staff Assistant 202458-9556 Washington BACH-BAOUAB, Anwar Sr. Pop & Health Specialist 202473-5037 Washington BAGHDADI, Ghislaine Office Administrator 202473-5544 Washington BANGOURA, Ousmane Health Specialist 2024734004 Washington BEN-HALIMA, Slaheddine Sr. Operations Officer 202473-6131 Washington BURNETT, Nicholas Sector Manager 2024734166 Washington CHIPKAOU.Aissatou Language Task Assistant 2024734629 Washington COULIBALY,Abdoulayes Education Specialist Mali DEYERIN, Kara Student Assistant 202458-5580 Washington DIALLO, Cherif Operations Officer Guinea Mission DIAWARA. Alassane Sr. Operations Officer Senegal Mission DIEFFENBACHER-S. Caroline Infonnation Assistant 202458-2260 Washington DOCK. Alan Sr. Education Specialist Chad Mission EDOH. Koffi* Education Specialist 202473-6439 Washington EDWARDS,Arlene Office Assistant 202473-0880 Washington ENGLISH, Linda Education Economist 202473-5049 Washington EZZINE, Mourad* Sr. HR Specialist 202473-2290 Washington FICHTL, Florian Operations Officer 202458-7381 Washington HELGELAND-LAWSON,Astrid Operations Officer 2024734818 Washington JARAMILLO,Adriana Education Specialist 202473-1084 Washington KAMAU, Astania Sr. Task Assistant 202473-3592 Washington KONATE, Kamgbay Project Analyst 202473-6916 Washington LEE, Seung-Hee Frances Management Analyst 202458-0504 Washington LEROY, Roselyne Sr. Lang. Staff Assistant 2024734147 Washington LIOY. Michele Sr. IEC/Pop. Specialist 2024734810 Washington LUCULESCU, Sergiu Lead Health Specialist 202473-3245 Washington MAIGA.AAminata Education Specialist 202458-2854 Washington MAREK, Tonia Sr. Public Health Specialist Senegal Mission MAY, John Pop. & Repro. Hlth. Specialist 202458-7797 Washington McBRIDE, Christine Joy Student Assistant 202473-7014 Washington McCULLOUGH, Myrina Program Assistant 2024734646 Washington (E7) STAFF Name Title Telephone Location MINGAT. Alain Jean Louis Pr. Education Specialist 202-473-3381 Washington NAGGAR. Cathy Sr. Lang. StaffAssistant 202 473-5018 Washington NAKHAVANIT, Southsavv Staff Assistant 2024734010 Washington NDAW. Marie-Madeleine* Staff Assistant Senegal Mission N'DOYE, Mamadou Sr. Education Specialist 202458-2726 Washington NORWELL. Julie Student Assistant 202458-5580 Washington NTANGSI. Joseph Economist Cameroon Mission OPPER, Susan Education Specialist 202473-9332 Washington PEREZ-CASTANO, Camnen General Educator 2024734027 Washingtoni PROUTY, Robert Pr. Education Specialist 202473-7532 Washington RAVAONOROMALALA. Wendy Pop. & Health Specialist 202473-0296 Washington ROUIAG. Djamalddine Sr. Education Specialist 202473-5524 Washington SEIFMAN. Richard Sr. Nutrition Specialist 202458-2897 Washington SOW. Souleymnane Sr. Program Officer Mauritania Mission SUBAYI.Tshiva Operations Analvst 202473-0695 Washington SY. Fatimata Hlth,Nut Prog. Mgmt Specialist Senegal Mission THEUNYNCK. Serge Sr. Implementation Specialist 202473-3901 Washington THIENTA. Habibata Student Assistant 2024734717 Washington TOKINDANG SIBAY, Joel* Econornist/Operations Officer Washington TRAORE-NAFO. Fatoumata Health Specialist Mali Mission YANGOUOT. Lvdie* Staff Assistant Washington * Stff'i'orking with A FTH2 hbut not a regular staffmnember A iembers ol'A FTH2 eniov the lear Elnd Event 2) \Z_~~~~~~~/w STAFF Organization Matrix Structure The Bank is divided into technical and geographical fields. AFTH2 is a member of the Africa Regional Vice Presidency and a member of the Human Development (HD) Network. Within the Africa Region, HD has been divided into four units, of which one isAFTH2. East Asia & ~~~~~~~~~~~~~~~Latin East Asifi &Region Europe & Middle East & A at& South Asla Pacific Region . . -> .Central Asia North Africa Caribbean Economic Management . . Human A~~~~~~~~FTHI,A_2, D~~Iebpment~~~~~ AFTH3., AF144 Rural & Enviromental Infrastructure AFTH2 is organized in a matrix form paralleling the Bank's structure. Within AFTH2, each technical staff member is part of a sectoral tecam according to his or her expertise (i.e. education, HNP or social protec- tion). The staffmember provides this expertise to at least one country team (primarily one ofAFTH2's sixteen client countries), which is a team of specialists concerned with all sectors within the country (not limited to human development). In addition, many staff provide assistance to divisions and country teams outside AFTH2 to maintain a high level of competency and to learn from experiences in other regions. AFTH2's administrative staffare organized by country. Each Task TeamAssistant is responsible for at least one country team and provides support for all AFTH2's activities in that country. The administrative staff is often the focal point for all human development proj ects in a country. Additionally, two teams provide support to all AFTH2's sectors and countries. The Implementation and Procurement Team with its staff of procurement specialists. analysts and assistants provide services related to procurement. financial systems and the portfolio as a whole. The Management Team. which is composed of senior staff, manages the project portfolio, stafting ofAFTH2 and supports the sector manager. STAFF Thematic Groups Within the Bank's matrix structure, the sectoral groups are also organized into narrower ficlds. These groups, called thematic groups. are composed of interested staff primarily on a voluntary basis. The the- matic groups can also be considered knowledge-sharing and disseminating groups. For example. nutrition specialists Dick Seifman and Tonia Marek are active in the nutrition group. Through the thematic groups, the work of experts becomes available to anyone wvho contacts the network. Reciprocallyv many ofAFTH2's projects and clients benefit from the work done by these thematic groups. Another example of such symbiotic 001 'i L ;0; t i|ffi ~~ g l n results is the work that John Mav, ffi . |T0o Ji | Population Specialist, does with the Population & Reproductive Health (Pop/ Popilotifn anldI Reprodlietiv e lHealth Proiect mehemXrs i; Ginea RH) Thematic Group. John May is the co-coordinator of the Pop/RH group. This group functions to create a community of best practices among Bank staff. to build knowledge man- agement and training, to prepare. disseminate, and act on new strategies. and finally to enhance internal and external partnerships. The close collaboration ofAFTH2 staff with the Pop/RH activities greatly facilitated the integration of the strategic work done under the group, namely the new Bank Population Strategy Notes. with the preparation of new operations in AFTH2. The group also served as a forum to disseminate Bank-wide the AFTH2 best practices such as those used during the preparation of the Guinea Population and Reproductive APL. Many other AFTH2 staff are members of different thematic groups in the human development ___ sectors. Contributions from the LE.~4 N~1L~ education statfTrang-e from organiz- IN5ALTH~ ing conferences on girls education in Wiester Africa (Aminata Zs',sTfS AWh1e s IRs Ci Maiga). to providing general M~H L______ presentation about Bank's human development policies to academics in Colorado (Nicholas Burnett). to advising other country, teams on the use of public expenditure reviews for general education policies (Linda English). Others Chad Social Indicators: -rin school -n n r,te .-T.- -t--- . --55 l3ys 74% .. 3.% Illiteracy (% of population 15yrs. and above) Total 52% Male 38% Female 65%o -ercentage WchiMren (-1) munda t Aduh HIV- I seroprevalence 2.7% Inf..,,,.,, ,...,, ,, tality. .e.. .....000. Chad is emerging from three decades marked by periods of civil war and foreign intervention and remains one of the poorest countries in the world. About 85% of the population depends on agriculture, including the herding of livestock. Cotton is the major cash crop, accounting for at least half of exports. Landlocked Chad's economic development suffers from its geographic remoteness. drought, lack of infrastructure, and political turmoil. Violent clashes erupted between the army and rebel groups in southern Chad in late 1997. A peace agreement was signed in May 1998 which seems to have brought calm back to the south, and government opposition in the area seems to have waned. All sectors of activity. espe- - cially agriculture, recorded strong growth in 1997. The recent discovery of oil fields in southern Chad presents the country wvith new .. challenges and opportunities. Towvnspeople in Chad RAepublic of Congo Social Indicators: Prin-ry sch O1 n Tate,Tota4114 Boys 119%GHirls109%11 Illiteracy (% of population 15yTs. and above) Total 25% Male 17% Female 33% Adult HIV- I seroprevalence 7.8% 41 ANNEX The Republic of the Congo is officially a constitutional republic with a popularly elected president and legislature. However, the National Assembly was dissolved during recent civil strife and has been replaced by a transitional advisory parliament. Since 1990. g7overnment initiatives to transition to full democracy, and to a market-based economic system have been undermined by episodes of violence. After the breakout of war in 1997. a new government organized a National Forum in Brazzaville in January 1998 to define the institutional framework for political transition. The constitution approved by referendum in 1992 is now being redrafted by the president. The economy is a mixture of village agriculture and handicrafts, an indus- trial sector based largely on oil, support services, and a government characterized by budget problems and overstaffing. An urbanized service economy has developed while the agricultural sector has remained marginal. Equatorial Guinea Social Indicators: Pimaryschol .enr llment rat /AW Illiteracv (% of population I 5TS. and above) Total 22% Male 10% Female 32% Pretg of cd Mi DPI N/a Aduh HIV- I seroprevalence 1.2% A large part of Equatorial Guinea's economy is based on agriculture. Farming, forestry, and fishing are major components of GDP. Since 1996. oil has outstripped timber and agriculture as a percentage of GDP and of the value of exports. The expansion of the petroleum sector has been the impetus behind the recent dramatic growxth of approximately 76% in GDP in 1997. -However, the benefits of oil discovery and exploitation have not vet filtered to the mass of the people. Subsistence farming predominates. A number of aid programs sponsored by the World Bank and the IMF have been cut off since 1993 because of mismanagement. Businesses, for the most part, are owned by government officials and their family members. mm=. Gabon Social Indicators: Prrschoi enrollment ra 'nt N/A Illiteracy (% of population 15yTs. and above) Total 37% Male 26 % Female 47% Perce tagofciren (I im e Agai DPT 41% Adult HIV- I seroprevalence 2.3% lint mait rate 85/E8i * 4E) ANNEX Since independence in 1960, in sharp contrast with its neighbors, Gabon has experienced peace and stability with only brief and limited outbreaks of violence. Further, Gabon has exerted a stabilizing influence in the often volatile sub-region of Central Africa, and has frequently played an important role in mediating conflicts in neighboring countries. Gabon's income is well above the Sub-SaharanAfrican average. This has supported a sharp decline in extreme poverty but because of high income inequality a large proportion of the population remains poor. The oil sector discovered in 1 970s accounts for 50% of GDP. The discovery has brought with it serious economic distortions. Availability of better economic opportunities in cities sparked a rural exodus, and 73% of Gabon's 1.2 million inhabitants now live in urban areas. Despite the abundance of natural wealth and a manageable rate of population growth, the economy is hobbled by poor fiscal manage- ment. The Gambia THE GAM8|t_. Social Indicators: Pr3iary school enrollhent rate Total 73% Boys 78% Girls 67% Illiteracy (% of population 15yrs. and above) Total 61% Male 47% Female 75% Percentage of children (0-1) immunized against DPT 9 6%o Adult HIV- 1 seroprevalence 2.2% Infant mortalt rate 122/1000 The country's long tradition of democratic institutions was interrupted by an unsuccessful coup d'etat in 1981, and a military take-over in July 1994. By early 1997, The Gambia returned to constitutional rule. While The Gambia is reinforcing its path back to a constitutional democracy, it remains vulnerable to the political and social tensions of neighboring countries. Limited natural resources and an underdeveloped human capital base have been constraints for both the diversification of the economy and its growth. About 75% of the population depends on crops and livestock for its livelihood. Small-scale manufacturing activity features the processing of peanuts, fish, and hides. The Gambia has benefited from a rebound in tourism after its decline in response to the military's takeover in July 1994. Short-run economic progress remains highy dependent on sus- tamned bilateral and multilat- 5g i-- eral aid and on responsible government economic management. A village fishmarket in The Gambia _ * * * (O~~~~~~~~~~~~~~~~~~~~~~4 ANNEX 11) -1 Guinea Social Indicators: Primary sc hoocnr*nn rate T 48% Boy 6 3 § Gl34%N lliterac' (% of population 15'js.and above) lotal 64% Male 50% Female 78% Percetag o deunimed ag (- 53% Adult HIV- I seroprevalence 2. 1% Following its independence from France in 1958. it was isolated not only from European influence, but also from its African neighbors. In the past decade. however. the country has begun to open up to the outside world. The agricultural sector employs 80% of the wvork force. Guinea possesses over 25% of the world's bauxite reserves and is the second largest bauxite producer. The mining sector accounted for about 75% of exports in 1995. Long-run improvements in government fiscal arrangements. literacy. and the legal framework are A needed if the country is to move out of poverty. The -ovenmment made encouraging progress in budget manage- ment in 1997. Except in the mnining industry~ foreign invest- ment remains mimnial. Taking b hr-eak tfi Cl gl'Ollp p/hOl N oGuinea-Bissau Social Indicator: Illiteracy (% of population 15vrs. and above) Total 45% Male 32% Female 58% Perenag o cildren (0-)imuzeagnsDP63 Adult HIV- I ser-oprevalence 2.3% One of the 20 poorest countries in the world, Guinea-Bissau depends mainly on fanning and fishino. Cashexv crops have increased remarkably in recent years. and the country now ranks sixth in cashew production. Guinea-Bissau also exports fish and seafood along with small amounts of peanuts. palm kernels. and timber. Rice is the major crop and staple food. Guinea-Bissau's economic performance had been strengthening prior to an attempted coup d-etat in 1998. This uprising wvas a serious setback for Guinea- Bissau and progress by the Government on both economic and social fronts has been disnipted. In April 1998. the results of a debt sustainabilitv analysis xvere considered on a preliminary basis by the boards of the WAorld Bank and the IMF WNth a view to establishing Guinea-Bissau's eligibility for assistance under the Heavilv hIdebted Poor Countries initiative. U4 .. __ ANNEX Liberia Social Indicators: Pm _schoo er.17T ratet3 s NA Git N/A Illiteracy (% of population 15yrs. and above) Total 62% Male 46% Female 78% Percentage f cd -- 4 Adult HIV- I seroprevalence 3.7% -n -- . .-motafIy -t- 1531 Civil war since 1990 has destroyed much of Liberia's economy, especially the infrastructure in and around Monrovia. the capital. Many businessmen have fled the country, taking capital and expertise with them. Some returned during 1997 but many refuse to return. Richly endowed with water, mineral resources. forests, and a climate favorable to agriculture. Liberia had been a producer and exporter of basic products, while local manufacturing. mainly foreign owned, had been small in scope. Free and open presidential and legislative elections were held in 1997. With peace restored and a popularly-elected government installed, the difficult task of rebuilding the social and economic structure of this war-tom country can proceed provided there is continued disarmament of factions and the implementation of sound macro- and micro- economic policies ofthe new government. |1MAtIa in1, Mall Social Indicators: Pritnaty schol eo r .3 oGs 25 Illiteracy (% of population 15yrs. and above) Total 69% Male 610% Female 77% Adult HIV- I seroprevalence 1.7% Itntnnttbtymte K 149fl00 Mali land area is 65% desert or semidesert. Economic activity is largely confined to the riverine area irri- gated by the Niger. About 10% of the population is nomadic and some 80% of the labor force is engaged in fanning and fishing. Industrial activity is concentrated on processing farm commodities. Mali is heavily dependent on foreign aid and vulnerable to fluctuations in world prices for cotton. its main export. In 1997. the government continued its successful implementation of a structural adjust- ment program that is helping the economy grow. diversity. and ? attract foreign investm-ent. Mali's adherence to economic reforn, and the 50% devaluation of the African franc in January 1994. has pushed up economic growth. Several multinational corporations increased gold mining operations in 1996 and the government anticipates that Mali will become a major Sub- Saharan gold exporter in the next few years. School Ch/Id)iell 117 1 717 . .~~~~~~ ANNEX 4AQR IT ASIA lMauritania Social Indicators: P c enolneratiTotal 78% B 085% (ibis0% M-0e Illiteracy (% of population 15yTs. and above) Total 62% Male 50% Female 74% Pecetgeofcilre 0-)imunzd gant P 28% Adult HIV- I seroprevalence 0.5% lnt0:tortaifty ra te 0 92/1 v00 Amajorit,v ofthe population still depends on agricultureand livestock foralivelihood. eventlioughmost of the nomads and many subsistence farmers were forced into the cities by recurrent droughts in the 1 970s and 1 980s. Mauritania has extensive deposits of iron ore, which account for almost 50% of total exports. The decline in world demand for this ore. however. has led to cutbacks in production. The nation's coastal wvaters are among the richest fishing areas in the world, but overexploitation by foreigners threatens this key source of revenue. In recent years. drought and economic mismanagement have resulted in a substantial buildup of foreign debt. so the govern- ment has begun the second stagge of an economic reformn program in consultation with the World Bank. the IMF. and major donor countries. Short- term gyrow,th prospects are poor because of the heav- debt service burden, rapid population grows th, and vulnerability to climatic conditions. A4 vlillagge i7 AtalaillhMi EM Sao Tome & Social Indicators: Primary s 'hol e ent rat N/A Illiteracy (% of population 15vrs. and above) N/A t0IPercentage fch kl;re0.-l)ini gs P - /A Adult HIV- I seroprevalence N/A inwt nt im0rtalivrat N,X This small poor island economy has become increasingly dependent oni cocoa since independence over 20 years ago. However, cocoa production has substantially declined because of drought and mismanagement. The resulting shortage of cocoa for export has created a persistent balance-of-payments problem. Sao Tome has to import all fuels, most manufactured goods, consumer goods. and a significant amount of food. Considerable potential exists for development of a tourist industry; and the government has taken steps to expand facilities in recent years. The government also has attempted to reduce price controls and subsidies. but economic TroAth has remained sluggish. liP Senegal Social Indicators: Senegal was among the countries that pioneered democracy in Sub-Saharan Africa. It has maintained a relatively stable political and social environment, but for the past several years, has been confronted by a rebellion in the southern part of the country in the Casamance. As for its economy. in January 1994. Senegal undertook a bold and ambitious economic reform program with the support of the international donor community. Senegal also realized full Internet connectivity in 1996, creating a mini- boom in information technology-based services. Private activity now accounts for 82% of GDP. On the negative side, Senegal faces deep-seated urban problems of chronic unem- ployment,juvenile delinquencyv and drug addiction. Social Indicators: In 1997, the democratically-elected government was overthrown by disgruntled army personnel and the president fled to exile in Guinea. At the intercession of the Economic Community of West African States Cease-Fire Monitoring Group. the president returned to office in March 1998 to face the task of restoring order to a demoralized population and a disorganized and severely damaged economy. Sierra Leone has substantial mineral. agricultural, and fishery resources. However, the economic and social infrastructure is not well developed, and the social disorder has continued to hamper economic development. About two- thirds ofthe working-age population engages in subsistence agriculture. Manufacturing consists mainly of the processin2 of raw materials and of light manufacturing for the domestic market. The major source of hard currency is found in the mining of diamonds, the large majority of which are smuggled out of the country. 47 AFTH2 ,4K > The The World Bank t I-I-_i--I-I World 701 18th Street, NW BaT Washington, DC 20433 ^ Bank Tel: (202) 458-5359 Fax: (202) 473-8216 Website: www.worldbank.org/afr/afth2