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
Date: November 2013
Questions on this document
are to be addressed to
S. Taghdisi Rad, Senior Country Economist, ORNA
Y. Ahmad, Country Portfolio Officer, ORNA
W. Dakpo, Chief Procurement Officer, ORPF
J. Kolster, Director ORNA
0
PROJECT DOCUMENT
MENA TRANSITION FUND
Leading the Way Program: Pilot project for developing leadership
capacity to support Libya’s transition
1. Introduction
1.1 Background Information
The 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
1
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;
2
ii)
iii)
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,
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)
ii)
iii)
Support the current government and prepare conditions for a successful
transfer of power to the new government
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.
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,
3
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 Request
The 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
2.1 Description of activities for which resources are requested
4
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 development
3. Coaching, mentoring and supporting program for top government officials
4. Pilot executive training and mentoring program for senior executive staff
5. 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 (skillsdevelopment)
 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
6


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
Learning
Preparatory Assignments
Analysis
Modules
Application
Reflection
Anchor Assignments
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
7
technology and facilities. The project will consider the development of an eplatform 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.
8
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 Sector
1. Self-Application
2. Supervisor endorsement
9
3. Organizational endorsement
4. Screening/Interviews
5. Acceptance Offer


Participants from the Private Sector
1. Self-Application
2. Nomination by a Business
3. Two Recommendation Letters
4. Screening/Interviews
5. Acceptance Offer

Participants from the Civil Society
1. Self-Application
2. NGO Qualification
3. Two Recommendation Letters
4. Screening/Interviews
5. 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:
10
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.
11
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
Foreign
Local
Total
Currency
Currency
Component 1: Consolidation of the
delivery unit within the Transition
Government and the international
consortium
Component 2: Requirement analysis
and programs architecture and
content development
Component 3 – Coaching,
mentoring and supporting program
for top officials (government level)
Component 4 – Pilot executive
training and mentoring program for
senior executive staff
Component 5 – Development of a
strategic leadership capacity
development plan
Component 6 – Independent
evaluation of the program
Total base project costs
Contingencies (6%)
Total project costs
ISA preparation costs
Total costs
Percentage of
total amount
(%)
197.4
0
197.4
100%
625.1
0
625.1
100%
361.9
0
361.9
100%
3,290.0
0
3,290.0
100%
282.0
0
282.0
188.0
0
188.0
100%
4,944.4
315.6
5,260.0
240.0
5,500.0
0
0
0
0
0
4,944.4
315.6
5,260
240
5,500
100%
100%
100%
100%
100%
100%
3.2 Financing plan
Table 2: Financing Plan
Costs in Thousands $US
Source
Budget to be Requested from the
MENA Transition Fund1
Country Co-Financing
TOTAL COST
1
Foreign
Currency
3,500
2,000
5,500
Of which $US 240,000 is allocated to ISA indirect costs.
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Percentage
of total
amount
(%)
Local
Currency
Total
0
3,500
100%
0
0
2,000
5,500
100%
100%
3.4. Cost estimates by expenditures category
Table 3 Cost estimates by expenditures category (Global)
Components
A. Goods
B. Services
C. Operating Cost
Total base project costs
Contingencies (6%)
Total project costs2
Costs in Thousands $US
Foreign
Local
Total
Currency
Currency
138.1
0
2,402.2
0
2,404.1
0
4,944.4
0
315.6
0
5,260
0
138.1
2,402.2
2,404.1
4,944.4
315.6
5,260
Percentage of
Foreign
Currency (%)
100%
100%
100%
100%
100%
100%
Table 4 Cost estimates by expenditures category (MENA TF AfDB as ISA)
Components
A. Goods
B. Services
C. Operating Cost
Total base project costs
Contingencies (6%)
Total project costs
Costs in Thousands $US
Foreign
Local
Total
Currency
Currency
0
0
1,410
0
1,880
0
3,290
0
210
0
3,500
0
Percentage of
Foreign
Currency (%)
0
1,410
1,880
3,290
210
3,500
100%
100%
100%
100%
100%
Table 5 Cost estimates by expenditures category (Counterpart funding)
Components
A. Goods
B. Services
C. Operating Cost
Total base project costs
Contingencies (6%)
Total project costs
2
Costs in Thousands $US
Foreign
Local
Total
Currency
Currency
138.7
0
991.7
0
524.1
0
1,654.4
0
105.6
0
1,760.0
0
138.7
991.7
524.1
1,654.4
105.6
1,760.0
Percentage of
Foreign
Currency (%)
100%
100%
100%
100%
100%
100%
Not including USD 240,000 as ISA indirect costs for covering implementation arrangements and overheads
14
4. Mode of Procurement of services
4.1
The Bank will be responsible for all procurement foreseen under this grant. All
procurement of services and Good financed by the Fund will be in accordance with
the current Procedures for Procurement of Consultant Services and Goods funded by
the administrative or capital expenditure budget of the Bank Group using the relevant
Bank Standard Bidding Documents. More specifically consultant services will be
procured in accordance with the principles and procedures outlined in Presidential
Directive PD 02/2012 while the Goods and ordinary services will be handle in
accordance with the Presidential Directive PD 05/2013.
4.2
Goods & ordinary service: The non-consulting services are estimated at
2,705,000 US$ 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$.
The services of training on leadership will be procured through a Quality Based
selection (QBS) done based on a well-qualified training institution or University list.
The QBS method is proposed due to the importance of the high quality expected as
well as the difference of approach that may be proposed by the bidders. The
remaining consultant assignments to be carried out by a consultant firms will be
procured through a quality and cost based selection (QCBS)
A high level of distinguished panellists will be hired individually on a call basis without
any competition (sole source). The distinguished panellists will include a profile such
as former head of state, Prime minister, Minister and International Organisation Head
or leader etc. The distinguished panellists will be called (based on the uniqueness
and the relevance of their experience vis a vis to a specific subject) to share their
knowledge through seminars or conferences. The fees to be paid for this specific
group of services providers will be in line with the scale used for eminent key speaker
invited by the African Development Institute (EADI).
All individual consultants (except the distinguished panellists described above) will be
hired based on their qualifications for the assignments needed and the selection will
be done by comparing at least 3 qualified consultants.
15
The summary of the procurement mode is in the table below.
Table 6: Procurement Table
Amount
Procurement Procurement
(000.US$)
Nature
method
Consultancy services
Leadership Training Academic
2,702.5 Consultant
QBS
Institution
Firm
Requirement analysis, program
272.5 Individual
3CV
development specialists
consultants
Distinguished speakers and
135.0 Individual
Sole source
coaches
consultant
Travels agency services for all
2,332.5 Ordinary
ICB
components
service
Program evaluation specialists
150.0 Consultant
QCBS
firm
Strategic planning specialists
150.0 Individual
3CV
consultant
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 implementation
n 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:
16






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
17
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
Libyan
Government
(Prime Ministry)
Steering Committee
(The Board)
MoP
MoLCD
Instiutions
Instiutions
Instiutions
Academic
Institutions
Scientific Committee
(Advisory Board)
Executive Committee
Project Management
Office
Secretariat
Leaders of the
Technical
Consortium
Alumni Chapter
Contractors and
Contractors and
Partners
Contractors and
Partners
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
18
needed. The Steering committee will ensure due consultation and nonobjection of the Bank prior to arriving at its decisions.
5.7
•
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.
Implementation Schedule (see figure 3)
Start date: 01/01/2014
Closing date: 31/12/2015
End Disbursement Date: 31/03/2016
19
Figure 3: Project Schedule
Timetable of activities
Calendar year
Calendar month
Project month
2013
11 12
1 2
1
3
2
4
3
5
4
6
5
7
6
8
2014
2015
7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
C Activity Description
0 Startup / Inception phase
0.1 Initial Approval
0.2 Final Approval
0.3 Agreements
1 Consolidation of the delivery unit within the Transition Government and the international Consortium
2 Requirement analysis and programs architecture and content development
3 Coaching mentoring and supporting program for top officials (government level)
4 Pilot executive training mentoring program for senior executive staff
5 Development of a strategic leadership capacity development campaign plan
6 Independent evaluation of the program
-- Project management
-- Inception report draft
-- Inception report final
-- 3 Monthly Reports
-- Interim reports
-- Final report draft
-- Final report
-- Kick-off meeting
-- Steering Committee Meetings














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
l
l
20
l
l
l
l
l
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l
l
6. Financing Arrangements
6.1
Disbursement
The 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 evaluation
The 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 Financing
The resources from the MENA FT are provided in grant form.
6.6
Suspension of disbursement
Disbursement 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.
21
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.
22
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.
PERFORMANCE INDICATORS
RESULTS CHAIN
Means of Verification
OUTPUTS
OUTCOMES
IMPACT
Indicator (including CSI)
Strong leadership capacity at the
decision-making levels in Libya to lead
the way to long-term institutional
effectiveness, efficiency and success
Long term leadership capacity building
strategy
Outcome 1: Strong Leadership for
nation building
Leadership capacity
building strategy adopted
and successful enrolment
of Libyan Leaders
Baseline
Target
0
Leadership Capacity Building Strategy
in support of Libya 2030 Vision
Effective training of 200 executives
Efficient government handover
Independent program
evaluation
200 executives (public, private and
civil society)
Participants
assessment
Independent
evaluation
0
Outcome 2: International consortium to
deliver quality leadership training
0
Consortium of internationally
recognized training institutions
Outcome 3: Smooth transition and
handover between the transition
government and the new government
Outcome 4: A long term strategy for
Leadership Capacity building
0
Smooth handover
Direct assessment
Validated long term leadership
capacity building in support of Libya
2030 Vision
Component 1: 1.
Consolidation of the Delivery Unit within the Government and the international consortium
Output 1: Setup of a Delivery Unit
Legal and institutional
0
Setup of a team of 3 to 5 people within
within the Libyan Government
reforms adopted
the ministries of planning and labor
Output 2: High quality international
Contract awarded
0
Hire a consortium of international
institutions engaged
institutions
Component 2: Requirement analysis, programs architecture and content development
Output 3: Leadership Capacity building
requirements
Output 4: Training programs
architecture and content
0
0
Requirement gathering and analysis
0
Multiple paths training programs
Cases and content developed for all
paths (electronic)
Libya 2030 Vision
Report
Contact
Requirement analysis
report and program
content delivered
Component 3: Coaching, mentoring and supporting program for top government officials
Output 5: Preparation of new
government for office
0
Coaching and training sessions for
government officials prior to taking
office
23
Direct assessment
Risks/mitigation measures
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;
Risk: Corruption and unwillingness to
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.
PERFORMANCE INDICATORS
RESULTS CHAIN
Means of Verification
Indicator (including CSI)
Output 6: Smooth handover and
efficient transition
Baseline
Risks/mitigation measures
Target
Introduction of Libyan officials to
international for a
Reduced number of problems and
issues
Integrated and consistent government
strategy for the first 100 days
0
Component 4: Pilot executive training and mentoring program for senior executive staff
Output 7: Deliver executive training in
Number of participants
0
200 executive level trained
Tunis and in Europe or North America
successfully completing
for 200 executives (public, private, civil
their training
society)
Output 8: Train at least 25% to 50%
% of women trained in the
0
25% to 50% women
women at the executive level
program
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
Output 10: Strategic plan for leadership
capacity building for Libya 2030 Vision
Component 6: Independent evaluation of the program
0
0
Strategic Plan
Output 11: Hire independent evaluation
team
0
Output 12: Independent evaluation
report
0
Independent scientific evaluation team
hired (academic and post-doctoral
fellow)
Thorough program evaluation and
compilation of participants assessment
reports
Number of
completion certificate
delivered
Requirements report
24
Acceptance of the
strategic plan by the
Libyan Government
Independent
evaluation report
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 nongovernmental 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
count on an extensive CVs database that
would allow them to engage, mobilize
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.
PERFORMANCE INDICATORS
RESULTS CHAIN
Means of Verification
Indicator (including CSI)
Baseline
Risks/mitigation measures
Target
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 nonthreatening manner. In addition, men
will be recruited to assist in sensitization
activities in order to demonstrate their
public support for the rights of women.
KE
Y
AC
TIV
ITI
ES
Risk: Lack of political will to become
engaged, failure to be accepted as a
leader by the minor scales of the
administration or potential tensions
between the different departments and
short-term conflict management
objectives may pose additional
challenges and prevent the Libyan Civil
Servants from becoming involved in a
leadership program; Mitigation:
Engagement of neutral “perceived”
expertise by studying thoroughly the
conflict background and understand all
the parties’ interests.
Focus on consensus building, reaching a
minimum common ground from where
discussions among different ministerial
issues could be built.
INPUTS
COMPONENT
25
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.
PERFORMANCE INDICATORS
RESULTS CHAIN
Means of Verification
Indicator (including CSI)
Baseline
Risks/mitigation measures
Target
The project will have five (6) components:

Component 1: Consolidation of the Delivery Unit within the Government and the international consortium
o
Setup of the Delivery Unit
o
Establishment of the Partnership Agreement
o
Establishment of the Governance Structure

Component 2: Requirement analysis, programs architecture and content development
o
Requirement Gathering
o
Requirement Analysis
o
Curriculum Design
o
Content Development
o
Delivery Platform Development
o
Consolidation of Programs
o
Participants recruiting and assessment

Component 3: Coaching, mentoring and supporting program for top government officials
o
Coaching
o
Workshops
o
Consulting

Component 4: Pilot executive training and mentoring program for senior executive staff
o
Participants Travel
o
Participants Lodging
o
Executive Training

Component 6: Development of a strategic leadership capacity development plan in support of Libya 2030 Vision
o
Situation analysis
o
Meetings and Workshops
o
Research
o
Strategic planning

Component 7: Independent evaluation of the program
o
Assessment and evaluation activities
26
MENA TF will provide 3,500,000 USD to
finance these components and related
contingencies.
Government of Libya will provide
2,000,000 USD.