The 2012-2014 Programme and Budget · This Programme and Budget Document outlines Management’s...
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This Programme and Budget Document outlines Management’s assumptions and projections about the Bank’s Work Programme and resource allocations. It also attempts to reflect the guidance received from the Board during discussion of the Framework Paper and from the Committee of the Whole and the December 2011 formal Board Meeting. The situations and projections contained in this document will, inevitably, be affected by future developments. However, the analysis and estimates are to the best of Management’s judgment as at the time they have been prepared and, unless specifically addressed in a corrigendum or update or revised version, the Bank is under no obligation to change it. AFRICAN DEVELOPMENT BANK GROUP THE 2012-2014 PROGRAMME AND BUDGET
Transcript of The 2012-2014 Programme and Budget · This Programme and Budget Document outlines Management’s...
This Programme and Budget Document outlines Management’s assumptions and projections
about the Bank’s Work Programme and resource allocations. It also attempts to reflect the
guidance received from the Board during discussion of the Framework Paper and from the
Committee of the Whole and the December 2011 formal Board Meeting. The situations and
projections contained in this document will, inevitably, be affected by future developments.
However, the analysis and estimates are to the best of Management’s judgment as at the time
they have been prepared and, unless specifically addressed in a corrigendum or update or
revised version, the Bank is under no obligation to change it.
AFRICAN DEVELOPMENT BANK
GROUP
THE 2012-2014 PROGRAMME
AND BUDGET
This document was prepared by a Bankwide Team coordinated by the Office of the Vice-
President and Chief Operating Officer.
The team is composed of the following members:
Mr. Zondo SAKALA Director, COBS
Mrs Kodeidja DIALLO Director, FFMA
Mr. Massamba DIENE OIC/Manager, ORPC/ORPC.1
Mr. Patrick KEI-BOGUINARD Manager , FFMA.1
Mr. Clement BABALOLA Lead Budget Officer, COBS
Mr. André N’Guessan OKOU Chief Budget Officer, COBS
Mr. Luigi MENNELLA Chief Budget Officer, COBS
Mr. Mohamed OLINDI-APERANO Chief Budget Officer, COBS
Mr. Etienne Yao KOUADIO Chief Budget Officer, COBS
Mr. Marcellin NDONG-NTAH Chief Development Policy Economist, ORPC
Mr. Mateus MAGALA Principal Strategist, STRG
Mr. Samuel KAMARA Principal Budget Officer, COBS
Mr. Karim DEKIOUK Principal Budget Officer, COBS
Mr. Thomas BRIENT Senior Budget Officer, COBS
Mr. Mamadou M’BAYE Budget Officer, COBS
Mrs. Tanta GUEYE Secretary, COBS
And,
The Resources and Budget Management Coordinators in various Complexes: Mr. Georges
BOHOUSSOU, Ms. Lydia KONE, Mr. Laté Zankli LAWSON, Mr. Graeme
MUTANTABOWA, Mr. Vivianus NGONG, Mr. Olivier SHINGIRO and Mr. Alexis
SISSO SOKOUE.
Special mention goes to the COBS Data Processing Team: Mr. Eloi DAHOUET-BOIGNY,
Mr. Gaoussou DIABAGATE, Mr. Christian FAGNIDI, Mr. Brian MUGOVA, Mr.
Mohamed RADHOUANI, Mr. Nawa YEO and Mr. Roland ZOMA.
Table of Contents
ACRONYMS AND ABBREVIATIONS................................................................................................................... I
BUDGET GLOSSARY ........................................................................................................................................... III
EXECUTIVE SUMMARY .................................................................................................................................... VII
INTRODUCTION ...................................................................................................................................................... 1
1 ASSESSING THE BANK’S CAPACITY FOR EFFECTIVE DELIVERY AND RESULTS .................... 2
1.1 EVALUATION OF BANK RESULTS IN 2010 ....................................................................................................... 2
1.2 ACHIEVEMENTS IN 2011 .................................................................................................................................. 4
2 . STRATEGIC FRAMEWORK – FROM MEDIUM TO LONG TERM STRATEGY ............................. 4
2.1 THE LONG TERM STRATEGY ........................................................................................................................... 4
2.2 CHALLENGES AND OPPORTUNITIES FOR THE BANK ........................................................................................ 5
2.3 OPERATIONAL AND INSTITUTIONAL FOCUS .................................................................................................... 5
3 . INDICATIVE OPERATIONAL WORK PROGRAMME (IOP) ............................................................... 6
3.1 BANK GROUP LENDING PROJECTIONS ............................................................................................................. 6
3.1.1 ADB Projections ..................................................................................................................................... 6
3.1.2 ADF Projections ..................................................................................................................................... 6
3.1.3 NTF Projections ...................................................................................................................................... 7
3.1.4 2012-2014 Financing Targets................................................................................................................. 7
3.2 OPERATIONAL AREAS OF FOCUS ..................................................................................................................... 7
3.3 PROPOSED OPERATIONAL PROGRAMME .......................................................................................................... 8
3.3.1 Indicative Lending Programme .............................................................................................................. 8
3.3.2 Non-Financing Activities ...................................................................................................................... 10
4 . INDICATIVE NON-OPERATIONAL WORK PROGRAMME (INOP) ................................................ 12
4.1 INSTITUTIONAL GOVERNANCE AND COORDINATION .................................................................................... 12
4.2 HUMAN RESOURCES MANAGEMENT ............................................................................................................. 12
4.3 DECENTRALIZATION ...................................................................................................................................... 12
4.4 RISK MANAGEMENT AND FIDUCIARY ........................................................................................................... 13
4.5 INFORMATION TECHNOLOGY AND BUSINESS CONTINUITY .......................................................................... 14
4.6 INFORMATION DISCLOSURE AND COMMUNICATION ..................................................................................... 14
5 . RESOURCE IMPLICATIONS .................................................................................................................... 15
5.1 THE BUDGET FRAMEWORK FOR 2012-2014 .................................................................................................. 15
5.2 THE 2012 BASELINE AND ESTIMATES ........................................................................................................... 16
5.3 MAJOR COST DRIVERS .................................................................................................................................. 16
5.3.1 Decentralization Implementation Enhancement ................................................................................... 17
5.3.2 Human Resources ................................................................................................................................. 17
5.3.3 Business Continuity ............................................................................................................................... 17
5.3.4 Operations Improvement, Enhanced Safeguards and Policy Advocacy ............................................... 18
5.3.5 Corporate Governance ......................................................................................................................... 19
5.4 SUMMARY OF THE 2012 ADMINISTRATIVE BUDGET ..................................................................................... 19
5.4.1 Operation and Non-Operation Complexes ........................................................................................... 19
5.4.2 Board and Units Reporting to the Board of Directors.......................................................................... 20
5.4.3 Special Appropriation ........................................................................................................................... 20
6 . PERFORMANCE REVIEW AND MONITORING FRAMEWORK ...................................................... 20
6.1 2012-2014 MONITORING FRAMEWORK ......................................................................................................... 20
6.2 PRODUCTIVITY, EFFICIENCY GAINS AND COST SAVINGS ............................................................................. 21
7 . RESOURCE ESTIMATES ........................................................................................................................... 22
7.1 INTERNALLY GENERATED RESOURCES ......................................................................................................... 22
7.2 TRUST FUNDS AND CO-FINANCING ............................................................................................................... 23
8 . 2012-2014 CAPITAL BUDGET ................................................................................................................... 23
8.1 CIVIL AND OUTFITTING WORKS .................................................................................................................... 24
8.2 IT INVESTMENTS ............................................................................................................................................ 24
8.3 SECURITY INVESTMENTS ............................................................................................................................... 25
9 . CONCLUSION AND RECOMMENDATIONS ......................................................................................... 25
ANNEXES ................................................................................................................................................................. 26
i
Acronyms and Abbreviations
ADB African Development Bank
ADF African Development Fund
ADF-12 Twelfth Replenishment of the ADF
ADOA Additionality and Development Outcome Assessment
AFP African Financing Partnerships
ATRS Activity Time Recording System
BCP Business Continuity Plan
BTS Business Technology Strategy
CAS Cost Accounting System
CGSP General Services and Procurement Department
CHRM Human Resources Management Department
CIMM Information Management and Methods Department
CIPSC Capital Investment Programme Steering Committee
COBS Programming and Budget Department
COO Chief Operating Officer
CSP Country Strategy Paper
CSVP Corporate Services Vice-Presidency
CWP Country Work Programme
EPSA Enhanced Private Sector Assistance
ERCU External Relations and Communication Unit
ERM Enterprise-wide Risk Management
EROs External Representation Offices
ESW Economic and Sector Work
FCR Fixed Cost Ratio
FFMA Financial Management Department
FNVP Finance Vice-Presidency
FOs Field Offices
FSF Fragile States Facility
GCI General Capital Increase
GCI-VI Sixth General Capital Increase of the ADB
HEST Higher Education, Science and Technology
HQ Headquarters
HR Human Resources
IACD Integrity and Anti-Corruption Department
IATI International Aid Transparency Initiative
ICT Information and Communication Technologies
IFIs International Financial Institutions
INOP Indicative Non-Operational Programme
IOP Indicative Operational Programme
ISSC Information Systems Steering Committee
IT Information Technology
KPIs Key Performance Indicators
LICs Low Income Countries
LMDP Leadership and Management Development Programme
LTS Long Term Strategy
MDRI Multilateral Debt Relief Initiative
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MICs Middle Income Countries
MTS Medium Term Strategy
NPO National Programme Office
NTF Nigeria Trust Fund
PBD Programme and Budget Document
PBO Policy Based Operations
PCRs Project Completion Reports
PIT Productivity Incentive Tax
PMG Performance Monitoring Group
PPP Public-Private Partnership
PSOs Private Sector Operations
RECs Regional Economic Communities
RISPs Regional Integration Strategy Papers
RMCs Regional Member Countries
ROs Regional Operations
RRCs Regional Resource Centres
SAP Systems, Applications and Products for data processing
SECU Security Unit
SMCC Senior Management Coordination Committee
SMEs Small and Medium Enterprises
SRP Staff Retirement Plan
STS Short Term Staff
TA Technical Assistance
TRA Temporary Relocation Agency
UA Units of Account
USD United States Dollar
VPU Vice-Presidency Unit
WBS Work Breakdown Structure
YPP Young Professionals Programme
ZAFO South Africa Field Office
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Budget Glossary
Term Definition
Activity Time Recording
System (ATRS)
Is a tool that allows staff to record time spent on an activity against specific
deliverables (using WBS codes).
Actual Expenditures Actual expenditures are expenses incurred and recorded in the General Ledger
Accounts of the Bank.
Adjusted Budget The Approved Budget plus/minus all the transfers between the different budget
lines of the Cost Centres and to/from other Cost Centres in the Bank, plus
eventual supplementary Budgets approved by the Board during the year. In
addition, it also reflects changes due to staff movements, organizational
restructuring, salary adjustments, in-situ promotions, etc.
Also: snapshot of the Budget, at a given time, reflecting any adjustment made to
the Approved Budget.
Approved Budget The budget envelope approved by the Board of Directors for the fiscal year
beginning the 1st January and ending the 31
st December.
Assigned Budget This budget refers to the sum of the Actual Expenditures (as defined above) and
the Committed Budget (as defined below).
Business Continuity Plan Plan of actions that are triggered when an emergency occurs that could or does
have the potential to adversely impact business operations. Having a Plan helps
Organisations / Business Units manage their operations under adverse
conditions. Business Continuity Plans are usually updated on a quarterly basis
and tested annually.
Capital Budget It refers to a multi-year investment plan for office equipment, ICT, civil works
and other projects.
Carryover (or Carried
Forward) Budget
This is a budget carried forward to cater for previous year outstanding
obligations covering contracts overlapping two budget years and which remain
valid for payment up to 30th June of the current year.
Centrally Managed Budget Is a budget managed by a specific Cost Centre on behalf of the whole Bank. For
example, office rent is centrally managed by the General Services and
Procurement Department (CGSP).
Commitment or Committed
Budget
A budget committed item is earmarked or set aside in response to a Purchase
Order (legally binding obligation) before converting into an actual expenditure.
Cost Accounting System
(CAS)
Is a Management Accounting System that helps record and report the cost of
deliverables to enable Managers and the Bank to understand the cost of running
the business.
Cost Effectiveness A measure of the balance between the effectiveness and cost of a service,
process or activity. A cost effective process is one which achieves its objectives
at minimum cost.
Directly Managed Budget Is a budget managed by a specific Cost Centre in order to finance its own Work
Programme. Currently, these consist of Salaries, Consultancy Services,
Missions, Short Term Staff (STS), Entertainment – Non Employees, and
Hospitality Bank Staff.
Efficiency (Continual Service Improvement) - A measure of whether the right amount of
resources has been used to deliver a process, service or activity. An efficient
process achieves its objectives with the minimum amount of time, money,
people or other resources.
External Offices Bank Representational Offices in Non-Regional Member Countries.
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Term Definition
Fair Value It is an accounting/financial term which refers to the amount at which a willing
buyer or seller will be prepared to exchange an asset or a liability in a free
market environment. It can either be a quoted market value or an amount
determined using acceptable valuation techniques, of an asset or a liability in a
current transaction, other than liquidation.
Field Offices Bank Regional Resource Centres, Regional Offices, Country Offices and
National Programme Offices in Regional Member Countries (RMCs).
Financing Target A Financing Target is the level of yearly total approvals per window that the
Bank Group intends to achieve. It takes into account available resources for the
window, the level of demand from the RMCs and a realistic pipeline of projects
and programmes.
Fixed Cost Ratio (FCR) Fixed Cost Ratio (FCR) is the proportion of salaries + benefits and overhead to
total budget (i.e. salaries, benefits, overhead, consultancy services, missions,
representation* and STS).
Formula is:
FCR = B/C
B (numerator) = Salaries + Benefits + Overhead
C (denominator) = (Salaries + Benefits + Overhead) + (Missions + Consultancy
Services + Representation + STS)
* Representation = Hospitality + Entertainment
Benefits = 66% of Salary
Overhead = 45% of Salary
NB: 66% and 45% are the calculated Bank-wide averages at present.
Fungibility This describes the possibility of transferability of budgets between expense line
items. Three types of fungibility are observed: (i) fungibility, which refers to
budget movements between expense items grouped under “Directly Managed”
(e.g. transfers from/to missions, salaries, consultancy services, representation,
STS); (ii) fungibility under “Centrally Managed” (e.g. transfers from benefits to
external training); and (iii) Across-fungibility, i.e. budget transfers executed
from one expense item in one budget grouping (e.g. benefits classified under
Centrally Managed Budget) to another expense item belonging to the other
grouping (e.g. salaries classified under Directly Managed Budget).
Indicative Lending
Programme (ILP)
Indicative List of Operations (Programmes and Projects) the Bank intends to
process for funding within a period of time (a year for instance). In developing
the ILP, the Bank ensures that the financial sum of operations for a given
country is within reasonable margin of its lending allocation target for the
period.
Indicative Non-Operational
Programme (INOP)
It specifies the detailed planned Work Programme of the Non-Operational
(Support) Complexes – CSVP, FNVP (excl FFMA.2, FTRY.4, FFCO.3&4),
some Units in UPRST (SAPR, PRST0, STRG, SEGL, GECL3&4, OMBU,
SECU, ERCU, OAGL, IACD), COO (COO.0, COBS, COEO), and URBD
(TRIB).
Indicative Operational
Programme (IOP)
It specifies the detailed planned Work Programme of the Operational (direct
RMC related) Complexes – ORVP, ECON, OIVP, OSVP and some Divisions in
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Term Definition
FNVP (FFMA.2, FTRY.4, FFCO.3&4), URBD (OPEV, CRMU), UPRST
(GECL.1&2), and COO (ORQR, OPSC). It is the sum of the Indicative
Financing (or lending) and non-financing operational work programme of the
Bank.
Indicative Work Programme It specifies the planned Work Programme of the Bank as a whole, i.e. of both
Non-Operational and Operational Complexes and the Boards.
Key Performance Indicators
(KPIs)
Is a set of quantifiable measures used to gauge or compare performance in terms
of meeting strategic and operational targets.
Net Income This is a measure of the Bank’s profitability and efficiency from direct and
indirect operations. It is Operational Income (as defined below), less each
entity’s (ADB, ADF & NFT) share of Administrative Expenses and after
adjusting for gains/losses on market operations and impairment provisions. For
the Bank, income distribution approved by the Board of Governors is also taken
into consideration in determining net income.
Operational Income This is a measure of the Bank’s profitability from direct operations. It consists of
loan income and income on investments, less finance charges (including
borrowing costs) and loan loss provisions.
Price Increase/Adjustment This is the increase/adjustment in the cost of the expenditure while the volume
remains the same, e.g. the salary base for the same number of staff changes in
response to movements of compensation packages (such as a salary increase).
Ring-Fenced Budget Sequestrated funds that are subject to stringent transfer rules specified in Board
Resolution approving these budgets.
Slippage Factor Additional Operational Work Programme activities included to provide for
expected withdrawal or non-realisation of other activities in the same category
due to changed political situation, policy or priorities in the RMCs. Allowing for
a slippage factor helps ensure that the Bank will be able to deliver on its annual
Financing Target.
or
Factor aimed at managing efficiently the processing of the Indicative Lending
Programme (ILP) toward achieving the Financing Target by allowing the
replacement of operations that may drop out during the implementation of the
ILP due to a number of reasons such as priority changes at country level, delays
in carrying out project cycle activities, inadequate resources allocation, etc.
Special Appropriation or
Mandatory Spending
Is spending controlled by laws other than Appropriation Acts.
Staff Planning Is the set of activities that a Vice-Presidency Unit (VPU) undertakes to
determine its staffing needs and the actions required to meet these needs. Staff
planning is the principal tool for managing staff costs under UA Budgeting, as
position control is no longer used.
Supplementary Budget It is a supplementary funding enacted subsequent to a regular annual approval of
the Budget by the Boards.
Sustainable Lending Limit
(SLL)
Annual lending volume that the Bank can commit to without breaking its
prudential ratios, i.e. RCUR (Risk Capital Utilization Ratio), leverage ratio and
gearing ratio.
UA Budgeting Is a set of budget reforms with expanded flexibility and responsibilities to
Managers that aim to improve the efficiency and effectiveness of linking
resource allocations to Work Programme planning and implementation. It
emphasizes the importance of well-defined and realistic Work Programmes as
the basis of budget and staffing proposals and allocations. The starting point of
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Term Definition
the Work Programmes is the Bank Strategy, to which they must be aligned.
WBS (Work Breakdown
Structure) code
Is a code in SAP to identify deliverables related to Work Programme activities.
This code is used to book expenses and to link them to Deliverables.
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EXECUTIVE SUMMARY
The 2012-2014 Programme and Budget Document has been prepared in a uniquely challenging
African and global context. There is a deepening international financial crisis which is
threatening the economies of several of our Member Countries and Participant States, and
difficult choices have to be made, including in their responses to Africa’s development needs.
Consequently, there is increasing pressure for the Bank to rely more on its balance sheet – to
demonstrate greater efficiency and cost savings, and to build its reserves. In this regard, the
recently approved Income Model is expected to help assure an optimal balance between the use
of the Bank’s resources and its long term financial sustainability.
The assessment of the economic outlook in 2011 shows that Africa continues to demonstrate
resilience, in terms of maintaining positive growth, despite the global economic turbulences and
the recent political and economic developments in North Africa. In fact, the North African region
has registered a considerable decline in economic growth rate in 2011. Nonetheless, these events
are expected, in the long term, to have a positive impact in terms of opening space for inclusion
through more economic and social participation of the majority of the population. The forecast
average GDP growth for the continent for 2012 is 4.9%1. Thus, while the environment is likely to
remain challenging, the 2012-2014 Work Programme of the Bank is expected to be implemented
within a context of increased effective demand from both the low and middle income member
countries (LICs and MICs).
The mid-term review of the Medium Term Strategy (MTS) 2008-2012 has confirmed the
continuing relevance of the Bank’s strategic priorities. Accordingly, the MTS shall continue to
guide the Bank’s operations and its 2012-2014 Work Programmes. However, the manner of
execution of the strategic priorities will be substantially influenced by the urgent objective of
inclusive growth. This will be realised through, among other interventions, the promotion of
entrepreneurship and job creation, and faster economic integration. This will require flexibility,
innovation and increased responsiveness on the part of the Bank.
Internally, the Bank’s efforts towards improved capacity, results and better measurement of
impact should continue to focus on the following main areas: (i) streamlined business processes
and practices – and efficient information and communication technology services to provide the
necessary delivery platform; (ii) strengthened field presence and regional capacity; (iii) quality at
entry and managing for results; (iv) human resources management; (v) deepening programming
and budget reforms and discipline; (vi) enhanced risk management; and (vii) effective
governance, controls and safeguards.
A recent assessment of the Bank’s capacity for effective delivery and results published in the
maiden "Annual Development Effectiveness Review 2011", as well as the 2011 Mid-year
Performance and Budget Review, have revealed that there are a few areas for improvement in the
planning and management of the Bank’s operations, human resources and budget. As a result,
Management has taken proactive and appropriate measures that will better position the Bank to
meet the demand from LICs and MICs during the 2012-2014 Programme and Budget cycle.
1 Source: Statistics Department, African Development Bank. Forecast as of October 2011.
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The aggregate 2012-2014 financing target is estimated at around UA 16,875 million, of which
UA 5,725 million will be in 2012, UA 5,625 million in 2013 and UA 5,525 million in 2014. It is
in the same range as that of the previous programming period (2011-2013), thus confirming the
sustainable lending capacity of the Bank.
Analysis of the submissions for the 2012 Work Programme indicates that the major cost drivers
are: (i) operations improvement; (ii) decentralization; (iii) business continuity; (iv) human
resources development and management; and (v) corporate governance.
Management strongly believes that this is a time for prudence; a time for the Bank to leverage its
internal capacity in order to maintain strong balance sheets and preserve its AAA rating. To this
end, a zero budget framework is proposed for the 2012 Budget in demonstration of
Management’s commitment to contain administrative spending by doing more and better with
less. It is a budget which optimises ongoing efforts to generate cost savings and internal
efficiencies.
To meet the resource needs for what is still an ambitious Work Programme, the proposed budget
for 2012 has been built using a base budget corresponding to 95% of the “adjusted”2 2011
Approved Budget as per the Budget execution KPI target, and then adjusting it to reflect the
budgetary resources that VPUs estimated for enhancements to ongoing core priorities, new
initiatives and also factoring in cost savings and efficiency gains. The proposed Administrative
Budget amounts to UA 292.55 million, showing an increase of UA 3.41 million (nominal 1.18%)
compared to the 2011 Approved Budget or UA 6.08 million (+2.12%) over the “Adjusted” 2011
Approved Budget.
Under capital investments, the total Capital Budget requested for the period amounts to UA 46.05
million of which UA 20.59 million is planned for 2012, UA 22.25 million for 2013 and UA 3.21
million for 2014. The 2012 Capital investment programme includes UA 9.86 million for office
equipment and furniture acquisition, civil and outfitting works, and vehicles replacement and/or
acquisition; UA 10.43 million for IT projects; and UA 300,000 to acquire additional non-IT
security systems and equipments.
Considering the proposed Administrative Budget, ADB Group will report a profit which is
projected to increase during the period, mainly due to expected increases in ADB operational
income. ADF is projected to report annual deficits, primarily because of the depressed interest
rate environment and the impact of the amortization of the discount on accelerated encashment
notes. Management will shortly submit, for Board consideration, measures to protect the long
term viability of the Fund.
2 2011 Approved Budget less provision for Aniaman Building in Abidjan and two External Representation Offices
(EROs) – USA and Europe.
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INTRODUCTION
1. The High Level Panel Report entitled “Investing in Africa’s Future – The ADB in the
21st Century” recommended that the Bank positions itself as the preferred partner in Africa, as
the “economic motor” providing well-focused development assistance and high-impact
solutions in support of the agenda for growth and economic integration.
2. In 2008, the Board of Governors endorsed Management’s recommendations on the
future growth of the Bank and one of the subsequent follow up developments was the GCI-
VI, which tripled the Bank’s capital base in 20103. A growing Bank has also meant
implementing profound structural and operational changes. This has led to the creation or
strengthening of new specialised Units; nearly doubling its size in terms of staffing; more than
double the growth in financing operations in general, and a dramatic rise in private sector
operations; and significant increases in the Administrative Budget at a time when growth in
other IFIs was generally flat or very modest.
3. We are now at the cross-roads. Early in the year we witnessed remarkable events in
some North African countries. This has been followed by an ever deepening global financial
crisis. Bank shareholders and clients are facing mounting resource challenges and difficult
choices have to be made. Specifically, it is expected that the 2012-2014 Programmes and
Budgets will be implemented in a context likely to be characterized by further abrupt social,
political, economic and democratic changes.
4. The socio-political changes witnessed in 2011 represent both threats and opportunities
to the economic outlook of the continent. While the average growth is expected to increase to
4.9% in 2012, with sub-Saharan Africa growing at 5.8%4, the combination of the above-noted
factors and the uncertainties of the international environment, as well as the longstanding
structural challenges, put African countries in a vulnerable situation. The key structural
challenges include vast infrastructure gaps, a nascent and not sufficiently inclusive private
sector, fragmented and shallow markets, demographic pressure and pervasive poverty
including food shortages, environmental degradation, and paucity of skills for a competitive
economy.
5. This landscape will impact on the Bank’s operations. The emerging demand will
require the Bank to continue demonstrating swiftness and flexibility. The Bank will need to
preserve its operations and ensure business continuity under difficult conditions. It will also
need to protect its investment while remaining relevant to all its RMCs. To this end, the Bank
will: (i) endeavour to maintain its financial solidity and long term sustainability; (ii) promote
inclusive growth while staying focused on its core priorities as spelt out in the Medium Term
Strategy (MTS), and thus resisting strategic drift; and (iii) improve the quality of its dialogue
and operations in the Regional Member States. Due consideration will be given to identifying
clear complementarity and partnerships with other development agencies in the Bank’s
priority areas.
6. Building on the results of the recent review of the 2008-2012 MTS, the 2012-2014
PBD will serve as the basis for continuing to improve execution and delivery. The
commitments made during the GCI-VI and the ADF-12 negotiations serve the same purpose
and aim to strengthen the operational focus and institutional effectiveness of the Bank.
3 Ref. ADB/BD/WP/2008/165/Rev.2 - ADF/BD/WP/2008/116/Rev.2
4 Source: Statistics Department, African Development Bank. Forecast as of October 2011.
2
7. In the light of the state of the global economic environment, and despite the fact that
currently the Bank is reasonably strong financially, Management has decided on a zero budget
framework. However, this is built on an optimistic baseline to enable the Bank to support
some key front-line programmes and preserve its capacity gains and footprint.
8. This PBD is articulated around eight chapters. Further to this introduction, Chapter 1
elaborates on the assessment of the Bank’s capacity for effective delivery and results. Chapter
2 deals with the Strategic Framework and outlines the transition from Medium to Long Term
Strategy. Chapter 3 discuss the Indicative Operational Programme while Chapter 4 presents
the Indicative Non-Operational Work Programme. The Resources Implications and the
Performance Review and Monitoring Framework are discussed in Chapters 5 and 6
respectively. Chapter 7 focuses on Resources Estimates and Chapter 8 on Capital Budget.
These chapters are followed by the Conclusion and Recommendations and the Annexes.
1 ASSESSING THE BANK’S CAPACITY FOR EFFECTIVE DELIVERY AND
RESULTS
9. To assess the Bank’s readiness to deliver its Work Programme and demonstrate results
during the 2012-2014 PBD period, a review of the Bank’s institutional and operational
framework is necessary.
1.1 Evaluation of Bank Results in 2010
10. The Bank recently published the 2011 “Annual Development Effectiveness Review”
report which evaluates, among other things, the Bank’s performance in managing its
operations and indicates how efficient the Bank is as an organisation. The efforts undertaken
by the Bank to strengthen its operational and corporate capacities to deliver are highlighted
hereunder.
How well the Bank manages its operations
11. The Bank must manage its operations effectively to maximize the support provided to
its clients. To do so, it has introduced new Quality-at-Entry measures to ensure that its
operations are well designed and appropriate to the needs of beneficiaries. The majority of its
operations are now supervised twice a year, allowing timely identification of emerging
problems and quick response to resolve them.
12. The Bank has also made concerted efforts to cancel under-performing operations to
free resources for more effective uses. It has improved the quality and timeliness of project
completion reports, thus ensuring that the knowledge arising from its operations is captured
when most relevant and can be used in developing other programmes in the future.
13. In recent years, the Bank has been transferring resources to the RMCs more effectively
and has reduced the period from approval to first disbursement from just over 25 months in
2006 to 12 months.
The Bank’s efficiency as an organisation
14. At the urging of Regional Member Countries, the Bank launched an ambitious process
of decentralization of its operations. Presently, there are 28 operational offices. The
decentralization is reinforcing the Bank’s presence in the field, thus making the Bank more
effective and responsive. In order to support the decentralization effort, the Bank has invested
3
intensively in information technology by providing high quality voice, data and video
conferencing services to almost all the Field Offices.
15. In the area of human resources management, the Bank has made efforts to improve its
ability to attract and retain highly qualified personnel and to ensure that employees
continuously build their knowledge and expertise. Furthermore, the Bank is developing
structures which are more conducive to career development, creating new opportunities to
gain experience in management, and rewarding the dedication and excellence of staff. The
Bank has also established an accelerated recruitment programme to bring down the vacancy
rate.
16. Finally, the Bank has undertaken a series of reforms in its business processes and
practices, such as the adoption of new accounting practices. It is also introducing new
practices designed to increase accountability and transparency to its member countries,
stakeholders and partners5.
Budget availability
17. To enhance efficiencies in the utilisation of the Budget, Management has identified
areas for improvement and has initiated actions to, on one hand, improve the programming
and budgeting process while, on the other, step up the Work Programme and Budget
execution rates.
18. Key issues receiving close attention from Senior Management involve strengthening
the level of diligence in the planning and arbitration of Work Programmes and the staffing
requirements at the VPU levels. Management is, therefore, taking necessary steps to enforce
rigour throughout this process. This will, in turn, ensure that the Work Programmes are
realistic and deliverable, and resource envelopes are close to actual needs and capacity to
absorb them.
19. Management recognizes that UA Budgeting and the flexibility it has brought should
help improve the timeliness of Managers’ responses to developments affecting their Work
Programmes and, consequently, budget execution rates. Further efforts are being made to
strengthen budget management capacity in, and across, the Complexes. A review of
experience to date with Budget Reforms introduced in 2008 has started and a report will be
ready for discussion with the Board by end of first quarter 2012.
Staff recruitment
20. In the area of staff recruitment, achievements include the successful hiring of 1,009
new staff between 2007 and 2010, representing an annual average intake of 252 staff, or 16%
of total staff at post6.
5 In November 2011, Publish What You Fund (The Global Campaign for Aid Transparency) released a new aid
transparency index of 58 Aid Agencies. The report ranks the African Development Bank third highest in this
index after the World Bank and the Global Fund to fight AIDS, Malaria and Tuberculosis. 6 Refer to Annex 1 for details of recruitment achievements between 2007 and October 2011.
4
1.2 Achievements in 20117
21. The Budget and Performance Report as at 30 November 2011 gives updates on
operational and non-operational Bank performance and the associated utilization of approved
financial resources.
22. The Work Programme delivery is on track (Annex 2): (i) Economic Knowledge
Products already exceeded yearly targets; (ii) portfolio quality is under control; (iii)
Decentralization is making steady progress; (iv) Lending Operations achieved 66% of yearly
targets; (v) Operational Strategy Papers (RISPs, CSP and related documents) are on track to
meet year-end targets; (vi) Recruitment process for vacant positions is being accelerated to
reduce the vacancy ratio for Professional staff to the adjusted target of 8% by year end; and
(vii) 2011 Administrative and Capital Budgets actual execution is 72% and 66% respectively.
The yearly budget execution targets are 95% and 33% respectively.
23. In measuring the process efficiency of the portfolio, the average lapse of time between
approval and first disbursement dates during the period under review stood at 12.86 months,
which is above the target set at 11 months. Performance by end 2010 had reached an
impressive 9.7 months. Coordination effort is underway with borrowers to improve
performance. Meanwhile, sustained and proactive monitoring on portfolio quality delivery has
ensured timely PCR coverage which has already reached 93% and surpassed the yearly target
of 85%.
24. It should also be noted that the implementation of GCI-VI and ADF-12 commitments
is progressing well, with 50% and 100% already delivered respectively.
25. From the above, it can be seen that Management is taking actions and measures aimed
at allowing the Bank to achieve its planned 2012-2014 Work Programmes.
2. STRATEGIC FRAMEWORK – FROM MEDIUM TO LONG TERM
STRATEGY
2.1 The Long Term Strategy
26. The Bank’s current Medium Term Strategy (MTS) 2008-2012 will expire in 2012. In
this regard, Management has proposed, in the Mid-Term Review of the MTS 2008-2012
which was approved by the Boards of Directors in May 2011, that the Bank should transit
from a short term to a long term planning horizon. The work on the Long Term Strategy
(LTS) has started. A newly constituted team is in place and an approach paper will soon be
submitted for discussion with the Board. The LTS will be operationalized through the Bank’s
three-year rolling PBDs – thus, the MTS will no longer be required under its current form8.
27. The preparation of the LTS will include extensive consultations with Bank Group
Member Countries, the Board, various categories of Stakeholders and Senior Management
and Staff. These inclusive consultations will be supported by in-depth analytical work, with a
view to reaching a broadly shared consensus on what should be the strategic direction and
operational focus of the Bank to best fulfil its mission in the longer time frame.
7 Budget & Performance Report as at 30 November 2011.
8 The Asian Development Bank used a similar process when it introduced its Long Term Strategy 2020. They
concluded that a Medium-Term Strategy was no longer required and was replaced by a three-year rolling plan
(Work Program and Budget Framework) to operationalize and implement the Strategy 2020.
5
2.2 Challenges and Opportunities for the Bank
28. The Bank will operate in the environment described in the introduction and which
will, without doubt, have and impact not only on the RMCs but also on its operations. There
will be consequences for the Bank’s location, its decentralization programme, its regional
integration strategy, its risk-taking capacity and its net income projections. The greatest
challenge will be to preserve the Bank’s operations and ensure business continuity under any
unforeseen adverse developments. The Bank will need to protect its investment while
remaining relevant to RMCs. With the challenges, there will also be opportunities, principally
for the Bank to increase assistance to RMCs – for instance by helping them to build resilience
to political and social shocks through promotion of good governance, participation, inclusion,
transparency and accountability.
29. There will also be challenges at the institutional and operational levels. The recent
review of the Bank’s Medium Term Strategy confirms that the strategy is pertinent and
relevant, but that there are a few gaps in the implementation of the strategy that need to be
closed. Hence, in the 2012-2014 programme and budget period, the Bank will be required to
provide a solid platform to continue work to improve execution and delivery.
30. While intervening factors are likely to explain the Bank’s moderate performance in
2010, adjustments to both the pipeline and capacity to deliver must be made so that the Bank
fulfils its GCI-VI commitments. For the remainder of the MTS, the Bank should take the
necessary steps to ensure that there are no slippages and the GCI-VI commitments are met
within the timeframe established in the GCI Matrix.
31. Overall, the Bank will need to maintain financial solidity and long term sustainability,
while responding appropriately to shocks and emerging issues – and doing so in a proactive
and flexible manner and thus remain relevant to its Member Countries. The recent approval of
a comprehensive income model will contribute to strengthening the Bank’s financial
management. Finally, the Bank will reinforce coordination and complementarity with other
development agencies through creative partnerships in order to be part of a coherent
framework of support to the RMCs.
2.3 Operational and Institutional Focus
Operational focus
32. The Bank will continue to promote operations through the private sector window, and
ensure that our non-sovereign portfolio is benefitting the Low Income Countries (LICs), while
maintaining the Bank’s financial soundness. More importantly, however, premium will be
placed on the private sector development activities which go beyond catalytic transactions and
focus on creating the enabling environment, the required soft (e.g. governance and
regulations) and hard economic infrastructure and productive enterprise as the key drivers for
inclusive development. Governance and public sector management will remain major areas of
focus for the Bank, while support for higher education, vocational training, science and
technology will be significantly scaled up, with special attention to national and regional
centres of excellence, and linkages between human development and production.
33. Non-lending activities, especially Economic and Sector Work, portfolio management,
policy development and dialogue will continue to complement the Bank’s financing
operations in the RMCs. Particular emphasis will be put on improving the quality of the
portfolio and on leveraging the resources to develop and disseminate policy and operationally
relevant knowledge.
6
Corporate focus
34. Institutional governance efforts in 2012 will be targeted at supporting the
decentralization programme as outlined in the recently approved Roadmap; enhancing the
Bank’s delivery capacity through better management of its staff and reinforced coordination
and synergies across Complexes; and rolling out an Enterprise Risk Management Framework.
35. With respect to Human Resources, Management is going to carry out an assessment of
the ongoing implementation of current HR Strategy, which was approved in 2008. An
external firm has been recruited and will start work in January 2012.
3. INDICATIVE OPERATIONAL WORK PROGRAMME (IOP)
36. The assessment of the economic outlook in 2011 shows that Africa continues to
demonstrate resilience in terms of maintaining positive growth despite the challenging years
during and in the aftermath of the global economic crisis, and the recent political and
economic changes in the northern African countries. The 2012-2014 Work Programme of the
Bank, therefore, is going to be implemented within a context of increased effective demand
from both LICs and MICs. The Bank is presently strong financially and strategically well
positioned to respond to the expected surge in demand. However, Management is acutely
aware that this will come under increasing threat due to the difficult global environment.
3.1 Bank Group Lending Projections
37. The levels of lending that the Bank Group plans to achieve during the period 2012-
2014 will be underpinned by the headroom of non-concessional lending allowed by the 6th
GCI, the remaining volume of concessional resources available under the ADF-12
Replenishment, the projected concessional resources expected from the ADF-13
Replenishment, and the demand from borrowing countries, Regional Economic Communities
and private operators. As much as possible, the Bank Group will leverage a larger resource
base through co-financing with other partner donors, so as to have more development impact
at country/REC level.
3.1.1 ADB Projections
38. The GCI-6 will continue to sustain an annual commitment capacity at around UA 3.6
billion for the period 2011-2020. Consequently, during the period 2012-2014, the Bank will
be able to commit headroom of UA 3.6 billion without breaching the prudential ratios. Out of
this amount, a significant and increasing portion (35% to 39%) is earmarked for non-
sovereign operations, reflecting the Bank’s intention to scale up its private sector operations
in both MICs and LICs. In order to ensure progressive and prudent expansion of Bank support
to PSOs, particularly in LICs which were underserved due to the high risk associated with the
countries, the Bank recently approved a proposal that defined the Bank risk appetite, which
led to an increase in the allocation of risk capital to PSOs.
3.1.2 ADF Projections
39. The ADF lending projections used to develop the 2012-2014 IOP are based on (i) the
outcome of the 12th Replenishment for the years 2012 and 2013, and (ii) the assumption
made for the 13th Replenishment. In fact, the estimated overall volume of the 12th
Replenishment is about UA 6 billion, with UA 2 billion per year on average. In view of the
current global international economic and financial situation, a flat scenario is retained for the
ADF-13 Replenishment. However, Management recognizes that there is a likelihood of a
7
decline in the ADF replenishment. Hence, these projections will be subject to further
adjustment.
3.1.3 NTF Projections
40. Nigeria Trust Fund (NTF) lending projections remain driven by the provision that the
Fund should be financially viable and self-sustaining. A lending projection of UA 25 million
per year is scheduled for the period 2012-2014, based on the Fund’s commitment capacity.
3.1.4 2012-2014 Financing Targets
41. The financing targets derived from the above projections are summarized in Table 1.
Table 1: 2012-2014 Financing Targets
(in UA million)
2011 2012 2013 2014 2012-2014
ADB 3,600 3,600 3,600 3,600 10,800
ADB Public 2,490 2,324 2,260 2,193 6,777
ADB Private 1,110 1,276 1,340 1,407 4,023
ADF 1,900 2,100 2,000 1,900 6,000
NTF 20 25 25 25 75
Bank Group 5,520 5,725 5,625 5,525 16,875
42. The aggregate 2012-2014 financing target is estimated at around UA 16,875 million,
of which UA 5,725 million will be in 2012, UA 5,625 million in 2013 and UA 5,525 million
in 2014. It is in the same range as that of the previous programming period (2011-2013), thus
confirming the sustainable lending capacity of the Bank.
3.2 Operational Areas of Focus
43. The Bank Group’s investments in infrastructure will aim at enhancing RMCs’ capacity
to foster sustained economic growth and poverty reduction, including through broader access
to modern energy services, transport, ICT, and safe drinking water and adequate sanitation.
This will contribute to filling the infrastructure gap in these areas and to significantly increase
access to essential public goods and services, which are critical for sustainable and equitable
socio-economic development.
44. The Bank will continue to support agriculture through: (i) the provision of agricultural
infrastructure, including rural and community roads, markets and storage infrastructure, and
(ii) renewable natural resource management, including land, water and forestry management.
These interventions are aimed at improving food security and increasing agricultural
productivity in RMCs.
45. In line with its commitments, the Bank will promote private sector development at
RMC level, using both its public and private sector windows, while also ensuring that its non-
sovereign portfolio is benefitting the Low Income Countries (LICs). With regard to
governance, the Bank will pay particular attention to the promotion of transparency and
accountability in the management of public resources, as well as reforms for enhanced
productivity. This will be achieved through the use of general and sector budget support.
8
46. The Bank will scale up the support to higher education, science and technology, with
special attention to infrastructure for this sector, national and regional centres of excellence,
and linkages between human development and production. By increasing its support to the
development of telecommunications infrastructure and networks, the Bank will foster greater
access to information and to knowledge. The Bank will also continue to expand its regional
integration portfolio to promote economic integration, which is imperative to build regional
markets and new opportunities for growth, job creation and improved living standards.
47. Greater consideration will be given to climate change. Thus, the Bank will promote
stand-alone climate change and environment projects, in addition to systematically
mainstreaming these issues in its investment and policy-based operations. The Bank’s
interventions will be mainly channelled through its traditional financing tools, including
project lending and Policy Based Operations.
3.3 Proposed Operational Programme
48. The operational programme described below builds systematically on the programme
activities as discussed and agreed in the Country Strategy Papers (CSPs) and the Regional
Integration Strategy Papers (RISPs) with governments of RMCs. The strategies are fully
aligned with the MTS 2008-2012 priority areas. For the post-2012 work programme, it is
envisaged that the current MTS priority areas are by and large expected to remain important.
The programme is also sufficiently flexible to accommodate the changing needs of RMCs in
response to the fast changing realities on the ground. Furthermore, the operational programme
is conceived in adherence to the engagement principle where dialogue with the RMCs is
going to be strengthened considerably in order to promote and support inclusive growth. To
this effect, more attention will be given to selective flagship Economic and Sector Works
(ESWs) which will inform the planning of Bank Group operations.
3.3.1 Indicative Lending Programme
Indicative Lending Programme versus Financing Targets
49. The 2012 indicative lending programme amounts to UA 6.784 billion. This comprises
UA 4.791 billion for public operations (ADB public, ADF including FSF, and NTF), UA
1.875 billion for private sector operations, and about 0.118 billion for other trust funds (see
the list of operations in Annex 3). The 2012 indicative lending programme accounts for about
116% of the financing target (including NTF but excluding other trust funds), reflecting an
over-programming rate of 16% which is within the suggested margin of about 20%. This
global rate hides, however, some disparities among financing windows. Due to the high
volatility of its pipeline, the ADB private window records a high over-programming rate of
about 147%, while both the ADB public and the ADF windows register individually a
reasonable over-programming rate of about 107%. The NTF recorded an over-programming
rate of 43%, which is acceptable in view of the volume of the available resources.
Distribution by financing instrument
50. As highlighted in Figure 1 below, investment operations will remain the main
financing instrument in 2012, representing about 73.1% of the financing volume. The
proportion of policy-based operations mostly composed of general and sector budget supports
represent 13.8% of the financing volume, a decrease of about 4 percentage points from the
level programmed in the 2011 IOP. This is largely explained by the drop of about UA 404
million under the ADF financing window. The ADB window, however, records an increase of
PBOs of about UA 136 million over its 2011 level. The decline in the 2012 planned PBOs
under ADF is mainly due to the fact that most of the planned ADF-12 PBOs were
9
programmed in 2011. At 11.1%, the proportion of lines of credit, equity participations and
loan guarantees processed by the Private Sector Department is expected to be almost equal to
their 2011 level (about 11.3%). Technical Assistance (TA) operations remain a meagre
portion of the volume of financing with about 1.9%. Therefore, there is still a need to explore
how to optimize the use of TA possibilities offered by the Bank, in particular how to harness
the available TA resources for helping the RMCs prepare multi-year investment programmes
and building a robust pipeline of projects for the Bank.
Figure 1: Distribution of the 2012 IOP by Financing Instruments
LLC, EQY, GTE
11.1%
Investment
Operations
73.1%
Technical
Assistance
1.9%
Policy Based
Operations
13.8%
LLC = Lines of Credit
EQY = Equity Participations
GTE = Loan Guarantees
Distribution by sector
51. In terms of sector distribution (see Figure 2 below), infrastructure will continue to be
the main beneficiary sector in 2012 with about 55.1% of the work programme, followed by
multi-sector operations mainly comprised of policy-based operations in support of policy
reforms and good governance (12.8%). The agriculture operations are expected to rise from
8.1% to 10.2%, reflecting the Bank’s continuing efforts to assist RMCs in addressing food
crisis, notably through support of the agricultural infrastructure and management of the
renewable natural resources. It is worth noting that a significant portion of agriculture
operations are devoted to agricultural infrastructure.
52. The social sector, including higher education, accounts for about 7.8% of the work
programme, a rise of about 2 percentage points over its 2011 level, due to a significant
increase in the volume of HEST and vocational training operations, which represent, at UA
274 million, about half of the social portfolio. This translates efforts made to scale up the
Bank’s interventions in the higher education sector as one of the core operational priorities of
the MTS. The share of finance operations is slightly reduced compared to 2011 and represents
8.3%. With a share of 5.7%, industry, mining and quarrying operations are expected to
increase compared to 2011.
53. The sector distribution of the 2012 indicative lending programme is broadly consistent
with the MTS operational priorities. Greater consideration has also been given to inclusive
10
growth oriented operations which account for about 35% of the work programme. These areas
will now place more emphasis on how the Bank can better contribute to assisting the RMCs
achieve strong and sustainable inclusive growth. The operations aim at, among other things:
(i) supporting well-targeted infrastructure development such as rural electrification projects,
construction of rural feeder roads, water supply and sanitation in both rural and peri-urban
areas, etc.; (ii) promoting greater transparency and accountability by national governments in
the management of public resources and implementation of public policy; (iii) boosting
investment in higher education and vocational training and improving the quality of such
operations and their relevance to the economy; and (iv) promoting small and medium
enterprises to generate employment, enhance entrepreneurship and lay the basis for industrial
development.
54. During the programming exercise, efforts have also been made to foster climate
change mitigation and environmental sustainability both through policy-based and investment
operations. This is the case for a number of energy operations where clean solutions and
renewable energy schemes have been proposed to reduce carbon emissions. In addition, a
modest 0.1% of the 2012 Work Programme is allocated to stand-alone climate change /
environment projects, in addition to the mainstreaming of these critical issues in investment
and policy-based operations.
Figure 2: Distribution of the 2012 IOP by Sector
Multi-Sector
12.8%
Agriculture and
Rural Development
10.2%
Finance
8.3%
Industry, Mining &
Quarrying
5.7%
Infrastructure
55.1%
Social, incl. higher
education
7.8%
Climate change /
Environment
0.1%
3.3.2 Non-Financing Activities
55. In addition to the operational programme outlined above, the Bank will continue to
undertake non-financing activities to enhance its responsiveness, efficiency and effectiveness
with special emphasis on improving the focus and delivery of the Bank Group’s financing
operations. The non-financing activities mainly cover the areas of Economic and Sector Work
(ESWs), policy development, programming and pipeline development and portfolio
management. The non-financing activities of the Bank Group for 2012 are outlined below.
11
Programming and pipeline development activities
56. With the aim of enhancing the quality and efficiency of Bank Group Operations, the
Bank will focus on preparing high quality Country Strategic Papers (CSPs) and Regional
Integration Strategic Papers (RISPs). The Bank’s operations will be anchored on these
documents and improve project and programme design by taking a long term perspective in
the identification and preparation of high impact operations. This will enable the Bank to
develop a robust pipeline which will reduce the volatility of the work programme.
57. The focus will remain on preparing and implementing new CSPs to replace completed
ones, and finalizing the Regional Integration Strategy Papers (RISPs) under preparation. In
2012, Management will also pay attention to the implementation of the RISPs recently
approved. It is noted that during 2011, Management significantly improved the planning of
the CSP preparation process, so as to minimise delays in the processing of projects that might
be due to the absence of approved CSPs.
Economic and sector work
58. Building upon the continuous improvement in the planning and quality of its ESW
products, the Bank will sustain the momentum of the ESWs in 2012 by ensuring the delivery
of high quality products. To this end, 40 ESWs have been programmed, of which seven
reports are carryovers from 2011. In 2012, six flagship reports at regional and country level
will be produced to guide Bank Group engagement and operations. The planned ESWs cover
a range of strategic areas of engagement including: (i) inclusive growth and employment
generation; (ii) Private Sector Development (PSD) and Public-Private Partnership (PPP)
study; (iii) domestic resource mobilization; (iv) energy sector development; and (v) post-war
reconstruction.
Portfolio management
59. The Bank will intensify efforts to improve its portfolio management through a
comprehensive approach which includes improving the quality of CSP/RISPs, project design,
implementation and overall portfolio management. Particular emphasis will be put on
progressively transferring the leadership of portfolio management to the Field Offices. As part
of the implementation of the Action Plan on Quality and Results, the Bank will also finetune
and roll out the use of Quality at Entry (QaE) tools in 2012 and strengthen capacity to manage
portfolio both at Headquarters and Field Office and Regional Resource Centre (RRCs) levels.
60. Sector Operations Departments will continue to enhance their supervision to ensure
that the annual target of 50% of projects to be supervised twice a year is met and that there is
timely reporting and follow up actions.
Policy development
61. Within the framework of the implementation of GCI-VI and ADF-12 matrices,
Management has taken steps to revamp Bank operational policies. The Urban Development
Strategy, the Guidelines on Cancellation of Loans, Grants and Guarantees, and the
Presidential Directives on De Facto Governments have been approved in 2011. Work is at an
advanced stage for the following operational policies: (i) Disclosure of Information Policy;
(ii) Policy-Based Operations (PBOs) Policy; (iii) Energy Sector Policy and Private Sector
Development Policies; (iv) Board Approval Procedures for Private Sector Operations; and (v)
Review of Bank Group ICT Operations Strategy.
12
62. The Bank will finalize the above-mentioned policy papers in 2012 after intensive
external consultation processes which have already been launched. Furthermore, guidelines to
these policies will be prepared to assist Bank staff during the implementation phases.
4. INDICATIVE NON-OPERATIONAL WORK PROGRAMME (INOP)
63. The Indicative Non-Operational Work Programmes (INOP) are designed to continue
building an institution that can deliver results. The key reforms under implementation include
those which are in response to the GCI-VI and ADF-12 commitments. In all, the planned
activities are focused on strengthening institutional governance and coordination, human
resources management, decentralization, risk management and fiduciary services, IT and
business continuity, information disclosure and communication.
4.1 Institutional Governance and Coordination
64. Whenever necessary, Management has taken steps in a timely manner to finetune the
institution to strengthen the governance framework and thus provide coherent strategic
direction and ensure that programmes are implemented and objectives are achieved9. The next
major move is to develop a Long Term Strategy (LTS), and thus establish a clearer
perspective of the Bank’s priorities.
4.2 Human Resources Management
65. The focus in this area is on four issues that came out of the 2010 Staff Survey. These
are: (i) creating an environment of openness and trust to support a high performing
organization; (ii) improving rewards and recognition; (iii) facilitating and improving upward
communication; and (iv) improving staff retention. Programmes under preparation to address
these issues include efforts from HR Department, Office of the Ombudsman, Ethics Office,
and Tribunal.
66. Other key areas under the four pillars of the HR Strategic Framework 2008-2012
which are receiving due attention include: (i) performance management system review; (ii)
new total compensation framework for international and locally recruited staff; (iii) Diversity
Report; (iv) talent management and succession planning programme; and (v) mutually agreed
staff separation policy and case management programme – all of which will be discussed with
the Board during Q4, 2011.
67. The Leadership and Management Development Programme (LMDP) will be
reinforced so as to promote the creation of an enabling work environment that will facilitate
staff retention. There is also a need to fully align the workforce with the Bank’s strategic
priority areas and the Human Resources Strategic Framework. In this regard, external
consultants will work with HR and Senior Management to assess HR systems and processes,
conduct an organizational skills audit, and assist in the development of the next HR strategic
framework in line with the Bank’s priorities as outlined in the MTS and proposed LTS.
4.3 Decentralization
68. Management remains committed to advancing the decentralization programme, with
the aim to improve dialogue and portfolio performance in Regional Member Countries, as
9 Recently, this has included the creation of two committees – Climate Change Coordination Committee (CCCC)
and Permanent Committee on Decentralization (PECOD) – and the transfer of the Quality and Results
Department (ORQR) to the Office of the Chief Operating Officer (COO).
13
well as reinforce coordination and tactical partnerships with other Development Partners. The
recently approved Decentralisation Roadmap articulates the plans Management will
implement in the next few years.
4.4 Risk Management and Fiduciary
69. This covers a range of business areas including financial, security, audit, anti-
corruption and resource management. The additional activities designed are to help further
strengthen the Bank’s capacity to address potential risks associated with the growth in private
sector operations, new lending instruments and the implementation of the new
decentralization paradigm.
Financial risk management
70. Delivery of the GCI-VI commitments under this theme is well on track, including the
recently approved Income Model to strengthen the Bank’s long term financial sustainability.
Going forward, the Bank will gradually move to an economic Capital Risk Management
Framework to enhance the resilience of the institution to unforeseen events.
Security
71. Activities will continue to focus on ensuring full protection of the Bank’s four security
pillars – people, property, information and reputation – by implementing focused activities for
the Field Offices while maintaining improvements at the TRA and preparing the security
environment for a return to Headquarters in Abidjan. In support of the implementation of the
decentralization process, priority will focus on technical and human security enhancements in
the Field Offices and tightening data controls.
Audit and anti-corruption
72. The Office of the Auditor General will be strengthened to enable it to effectively and
efficiently tackle issues on audit, safeguards, governance and control in TRA and also on a
strategic and comprehensive programme of auditing Field Offices.
73. The anti-corruption work will aim to sustain attention on the initiatives recently
launched to help fight fraud and corruption on Bank projects. These initiatives include
ramping up the Bank’s internal investigatory resources, publicizing successful investigations
and sanctions to deter misconduct, fostering partnerships with counterparts in other MDBs
and law enforcement agencies to facilitate information flow, and exploring the use of
technology in monitoring operations. In addition, Management has identified projects to pilot
integrating anti-fraud and anti-corruption measures into the Banks’ operations. Furthermore,
new instruments such as electronic and social media to complement whistle-blowing will be
deployed.
Resource management
74. In line with the Budget Reforms10
, Management has made progress in improving work
programme planning and budgeting, strengthening oversight, raising awareness of cost
savings and efficiencies and streamlining processes. For example, approving budget transfers
is now simpler and faster, and there have been significant improvements in redeploying
resources to meet emerging priorities. In addition, Management has been undertaking
initiatives to build capacity, especially of Resource and Budget Management Coordinators, to
support the devolution of resource management functions to Complexes. These efforts
notwithstanding, experience to date reveals the need for continuous awareness building
10
See Annex 4.
14
among Managers, as well as reinforcing work programme planning and budgeting processes;
fine-tuning processes, guidelines, policies and tools in order to improve efficiencies and cost
savings; and strengthening the performance monitoring framework.
75. On performance monitoring, the introduction of the KPI Dashboard has made high-
level data and information available in an integrated and timely manner, capable of helping
Managers better understand past performance and make informed decisions for sustainability
and/or improvements. Building on this success, Management intends to broaden the scope of
the Dashboard to incorporate other aspects of the Results Measurements Framework.
Additional plans include the introduction of advanced analytical tools to equip VPUs with
techniques on designing and monitoring Key Performance Indicators.
76. Engagements with VPUs have increased the awareness of the need for better planning
and evidence of generated savings and cost cuts. Nevertheless, Management will continue to
press for more improvements in these areas. Specifically, it will continue to reinforce its
coordination among Complexes on these issues, while simultaneously accelerating ongoing
efforts to ensure the success of the newly introduced Activity Time Recording System
(ATRS) as a major input to the implementation of the Cost Accounting System (CAS), which
will further sharpen planning and budgeting. Management is still committed to the
introduction of a Productivity Incentive Tax (PIT) to reward line Managers’ efforts for cost
savings and efficiencies. Finally, there are concerted efforts to streamline the use of some
centrally managed budgets, such as training and Field Office recruitments, in order to improve
the efficiency in the use of these resources.
4.5 Information Technology and Business Continuity
77. Management is working on a new Business Technology Strategy (BTS) that will guide
future developments in the Bank’s information systems and infrastructure. A fast and reliable
IT platform is the bedrock for delivery in a decentralised environment. Under the strategy,
therefore, predominance will be given to strengthening connectivity, advancing automation of
business processes, and transforming the ICT infrastructure to support the institution’s agenda
on “Greener Bank” and knowledge work.
78. In light of the events in North Africa since the start of 2011, Management will do
more to further strengthen the Business Continuity Plan (BCP). Activities already planned
include deploying advanced back-up tools and systems; conducting routine technical and
functional tests to assess the effectiveness of its backup site in cases of emergencies; and
undertaking regular crisis management simulation exercises for staff in TRA and FOs.
Furthermore, there are plans to integrate IT and BCP requirements in the renovation of the
HQ building in Abidjan and in the pilot RRCs, and also in the acquisitions/construction of
FOs as the Decentralization Roadmap is rolled out.
4.6 Information Disclosure and Communication
79. Management is currently revising the Disclosure Policy, and it is scheduled for
consideration by the Board by early 2012 The aim going forward is to develop a framework to
ensure compliance, and monitor and report on its implementation. Furthermore, the Bank has
also signed on to the International Aid Transparency Initiative (IATI).
80. Priorities in the core communication functions are on rebranding the Bank’s image,
monitoring and evaluating the efficacy of messages and communication channels, and re-
positioning communications to meet the needs of the Bank’s Decentralization Roadmap.
15
5. RESOURCE IMPLICATIONS
81. In response to increasing demands, the Bank has grown and, in the process, has
regularly fine-tuned its structure and changed its business model. As already discussed,
Management has decided to adopt a conservative approach in determining the 2012 resource
envelope. However, Management is also acutely aware that, within the zero real growth
framework, there is a need to maintain an acceptable budget level in support of the activities
planned to face the upcoming challenges on the African continent, e.g. implementing the
Decentralization Roadmap; responding to the recent developments in North Africa, South
Sudan, Somali and Cote d’Ivoire; and also to protect its gains by providing for activities to
safeguard the Bank’s ability to deliver. The key activities include strengthening support to
Fragile States, a Business Continuity Plan, and a more robust Enterprise Risk Management
Framework.
5.1 The Budget Framework for 2012-2014
82. In deciding on a plausible budget framework for funding the 2012-2014 work
programmes, two considerations were predominant. The first relates to the need to promote
efficiencies and cost effectiveness to contain the growth in administrative spending within
sustainable levels. The second is that the Bank will do more in 2012 and beyond.
83. To support effective delivery in its priority areas, the Bank would need to deploy
additional budgetary resources to the concerned Cost Centres. For decentralization in
particular, significant investments are required to help roll out the Roadmap as discussed in
paragraph 68.
84. In order to establish a realistic baseline for the 2012-2014 budgets, Management has
taken into consideration a number of key issues involving staffing, leveraging trust funds, cost
savings, and improved efficiency in business processes and resource management.
85. Staffing: 2012 will be a year of consolidation and rationalization. The objective is to
improve HR management, boost the recruitment rate and, most importantly, to optimize the
deployment of the Bank’s staff and existing vacancies. Useful lessons have been drawn from
the results of the two last Staff Surveys, while the high levels of vacancies have been a major
contributing factor to the underutilization of the budget (unspent provisions for recruitment
costs, settlement, benefits and overheads).
86. To address the vacancy issue and optimisation in the use of available competences,
Management has decided that, within the requested 2012 total budget envelope, the Bank will
not have provision or headroom for the creation of new staff positions. Instead, Management
will redeploy 2011 vacancies, which will be carried into 2012, across the Bank to meet needs
in priority areas. The Bank will not request provision or headroom for the creation of new
headcount under future Budgets until Management has taken stock of the outcome of the
review of the implementation of UA Budgeting, including the impact of the removal of the
headcount control. The 2011 staff allocation by Complex as at end of October is given in
Annex 5.
87. Leveraging funding from trust funds: As part of ongoing efforts to mainstream trust
funds into the Administrative Budget planning process, Management will undertake a
comprehensive review of the sourcing, purpose and management of existing trust funds to
ensure that they are demand-driven and in alignment with the Bank’s business needs.
16
5.2 The 2012 Baseline and Estimates
88. The proposed budget for 2012 reflects a concerted effort to address the conflicting
demands of an ambitious and adequately resourced Work Programme in a fiscally constrained
environment. It has been built using a base budget corresponding to 95% of the 2011
“Adjusted Budget” 11
as per the Budget execution KPI target, and then adjusting it to reflect
the budgetary resources that VPUs estimated for enhancements in priority areas and new
initiatives. It also factors in cost savings and efficiency gains.
89. From the foregoing, the base budget for 2012 is projected at UA 272.16 million, to
which Management proposes to add a total of (i) UA 17.27 million to fund the planned
enhancements in the key ongoing activities; (ii) UA 4.09 million representing the projected
adjustment to staff compensation12; and (iii) UA 4.37 million to cater for the impact of
inflation13
. It is worth noting that Management has decided to absorb part of the new
requirements (i.e. UA 5.32 million) through trade-offs, cost savings and efficiency gains
efforts14
.
90. The proposed resource envelope for 2012 amounts to UA 292.55 million. It represents
an increase of UA 3.41 million (nominal + 1.18%) compared to the 2011 Approved Budget
and UA 6.08 million (nominal + 2.12%) compared to the 2011 “adjusted budget”.
91. The 2.12% increase in the 2012 Administrative Budget is composed of a: (i) 1.52%
price adjustment; (ii) 1.43% provision for salary adjustment; and (iii) -0.83% volume factor.
92. The 2013 and 2014 Indicative Work Programmes will require projected
Administrative Budgets of UA 301.17 million in 2013 and UA 305.78 million in 2014,
showing increases of UA 8.62 million (2.95%) and UA 4.60 million (1.53%) respectively.
5.3 Major Cost Drivers
93. The 2012 Budget envelope is mostly driven by enhancements made to the key
activities in the Bank’s current Work Programme, new initiatives and Staff Compensation
Adjustment. The enhancements and new initiatives are articulated around the: (i) enhanced
Decentralization Programme to reinforce presence on the ground; (ii) improvements in the
management of the Bank’s Human Resources; (iii) Business Continuity Programme in
response to the need for robust preparedness to deal with unforeseen emergencies; (iv)
improvement of the Bank’s Operations through better services and assistance, and reinforced
policy advocacy role through knowledge sharing and dialogue; and (v) strengthening
Corporate Governance.
11
The 2011 Budget used as the basis for projections excludes the UA 2.05 million budgeted for the obligations
on the Aniaman Building in Abidjan – for which an accounting provision was made in the 2010 Financial
Statement – and UA 0.61 million from the ringfenced UA 1.47 million allocated for the opening of External
Representation Offices in 2011. As recently agreed with the Board (Document ADB/BD/WP/2011/103), only the
Tokyo Office will be opened in 2011. 12
Proposal for 2012 salary increases and changes in Salary and Benefits Policies; ADB/BD/WP/2011/163/Rev.2. 13
A 4.4% inflation rate has been applied to all expenditures, excluding salaries and benefits. Annex 6 discusses
the inflation rate calculation method and the factors of 2012 Budget increase. 14
See Annex 7 for additional efforts towards cost savings and efficiency gains.
17
5.3.1 Decentralization Implementation Enhancement15
94. Information & Communications Technology improvement (UA 2.64 million): ICT
being a critical platform for the success of the Bank’s Decentralization Programme, the
proposed allocation is to fund the planned strengthening of the ICT infrastructure, the
improvement of its connectivity and to cater for software licenses, database hosting and
satellite fees.
95. Regional Resource Centres (UA 4.43 million): The proposed allocation comprises the
costs of resettlement/relocation of staff to the two pilot centres, for upgrading the Kenya
Office, and for satellite access fee for both Regional Resource Centres.
96. Decentralization Roadmap and field presence (UA 0.79 million): The allocation is to
support: (i) strengthening fiduciary function in existing FOs; (ii) opening a Field Office in
South Sudan and establishing a presence in Mauritius; and (iii) general activities to be
undertaken by the Bank in implementing the Decentralisation Roadmap. With the Bank’s
increased presence in Fragile States, Management plans to strengthen donor coordination,
provide capacity building support, and provide training to Bank staff in these countries to
develop their expertise in conflict and inclusive growth analysis.
5.3.2 Human Resources
97. Staff Compensation Adjustment and additional benefits to support decentralization
(UA 4.09 million)16
: This is, firstly, to support decentralization and to improve diversity and
recruitment of local staff; and secondly, to enhance the Bank’s competitiveness and improve
the positioning of the grades that are below our current benchmarks vis à vis the reference
market, while taking into account the global economic environment and budgetary
constraints.
98. Improve work conditions (UA 0.27 million): To improve the staff work conditions and
environment, the Bank intends to rent a new building in Tunis and also open a fitness centre
for staff. The allocation will fund the rent and the new building security expenses.
99. Human resources management (UA 0.21 million): In the framework of the
improvement of HR Management, the budget will be used to strengthen the Zahrabed Medical
Centre, which was opened and became operational this year.
5.3.3 Business Continuity
100. Business Continuity Plan – BCP (UA 1.9 million): The budget is to cater for the costs
of planned overhead expenses. These costs are related to BCP site rental and maintenance,
electricity, water, IT connectivity, and office security.
101. Additional risk insurance (UA 1.00 million annual premium): This is a special
coverage whose main objectives are to: (i) update the existing Political Risks Policy,
including the coverage of expenses related to activation of the BCP – concept of "forced
abandonment"; (ii) update the costs and capital to be ensured (from the current coverage of
EUR 3 million to EUR 30 million) to cover the maximum of the expenses related to a
possible trigger of the Business Continuity Plan; and (iii) introduce "monetized" franchises in
place of current franchises which are expressed in days.
15
The cost of the Bank’s Decentralization Programme from 2009 to 2012 is given in Annex 8 16
Refer to Document ADB/BD/WP/2011/263/Rev.2
18
5.3.4 Operations Improvement, Enhanced Safeguards and Policy Advocacy
102. Special Country Initiatives (UA 0.90 million): The proposed allocation is to help
sustain the momentum of Bank work in the light of the specific developments which have
been taking place in some of the Bank’s client countries.
103. Governance (UA 0.54 million): The proposed allocation is to fund scaling-up of
knowledge work on governance in the continent and strengthening regional governance
initiatives and partnerships.
104. Food security (UA 0.51 million): There is a global action, addressing the food crisis in
the greater Horn of Africa. The Bank’s contribution is to assist the countries concerned
develop appropriate policies to meet the local conditions and provide sustainable solutions to
the food crisis caused by recurrent drought and floods.
105. High Education, Science & Technology – HEST (UA 0.39 million): Work on this
area has started taking shape, and the focus in 2012 and beyond will be on youth employment,
and the broader programme includes analytical work on the employment policies and
matching training and skills requirements.
106. Fiduciary safeguards (UA 0.35 million): The budget provision is for reviewing
existing fiduciary safeguard frameworks, strengthening independent ex-post reviews, and
training staff in FOs in monitoring and supervising procurement and disbursement activities
in Bank-financed projects.
107. Operations evaluation (UA 0.35 million): The requested envelope is to finance the
new initiatives related to the review of the evaluation function; the Thematic and Quality at
Entry evaluations; and the private sector projects evaluations.
108. Knowledge and analytical work (UA 0.28 million): The funds are earmarked for
requests from RMC governments, in implementing country infrastructure actions plans, and
support to recovery programmes and monetary policies.
109. Fragile States (UA 0.24 million): This is to scale-up work in supporting fragile states
to move out of fragility. In order to do this, there will be an increase in the country-by-country
conflict analysis and inclusive growth studies.
110. Policy outreach and public consultations (UA 0.20 million): The Bank will conduct
outreach and public consultations for a number of policies, namely (i) Disclosure and Access
to Information Policy; (ii) Program-Based Operations Policy (PBOs); (iii) the Energy Sector
Policy; and (iv) the Private Sector Development Policy. These consultations will ensure that
the Bank Group’s operational policies reflect stakeholders’ expectations, are well harmonized
with those of our partner institutions, are fully owned by key internal and external
stakeholders, and comply with international best practices.
111. Climate Change competences (UA 0.17 million): The targeted Climate Change work
is aimed at building the Bank’s subject matter expertise and developing tools to support the
development and transfer of knowledge and learning to countries.
112. Gender (UA 0.10 million): The proposed envelope is to support the strengthening of
the Bank’s knowledge and advocacy work, including planned activities during the 2012
Annual Meetings.
19
5.3.5 Corporate Governance
113. External Representation Offices – EROs (UA 1.56 million): Following Board
decision on the establishment of the EROs, the Bank is going to start light this year with the
Tokyo office, but with the expectation that full scale operations will gain momentum in 2012.
This is also the year in which the Office in Washington DC is slated to be opened and start
operations. Thus, the budget provision is based on full year operation of both offices.
114. Information disclosure (UA 0.19 million): The planned activities that the allocation
will fund are the preparation of an Information Disclosure Handbook, monitoring the
implementation of Information Disclosure Policy (IDP), and training of staff at TRA and the
Field Offices.
5.4 Summary of the 2012 Administrative Budget
5.4.1 Operation and Non-Operation Complexes
115. Budget plans are revised continually during the planning and budgeting exercise to
reflect Bank priorities and adjustments in response to the changing environment. Consistent
with budget principles and preceding discussions, the proposed allocations for Complexes go
largely to meet the operational demands in support of the post-crisis transitions in North
Africa, strengthening our engagements in Sudan and South Sudan, and increasing our
presence in RMCs, especially in Fragile States.
116. While capitalizing on the gains of the budget reforms in terms of alignment of the
Work Programme and allocation of resources with the strategic priorities, difficult arbitrations
and choices still had to be made in the final distribution of the proposed envelope among the
various Complexes. Particular attention was given to recent growth patterns and demonstrated
efficiency and prudence in the use of resources.
117. Detailed budget proposals by Complexes and category of expenses are provided in
Annex 9. Below are the changes in budget allocation by Complex groupings.
Funding for Operational Complexes is projected at UA 143.12 million,
corresponding to an increase of UA 2.83 million (2.02%) over the 2011 adjusted
budget. Among the Operational Complexes, ORVP receives UA 54.81 million, i.e.
3.95% increase, primarily to support its involvement in the deepened decentralization
programme. OSVP’s allocation is UA 32.48 million (-0.62%). Funding to OIVP is UA
41.20 million representing an increase of 3.21% compared to its 2011 adjusted budget.
The Complex has increased its focus on climate change; yet major operational work in
this area is not expected to kick in until 2013. ECON’s budget of UA 14.63 million
decreases by 2.21%.
CSVP: Funding to CSVP is projected at UA 30.00 million (-4.64%). The decrease of
CSVP budget is due to the decrease of its Workload (i.e. Missions, Consultancy,
Representation and STS) budget.
FNVP: The Complex budget will decrease slightly (UA 22.36 million in funding, i.e.
0.79% decrease). However, the Complex will receive a minor increase in its overhead
budget to enable the implementation of activities related to risk management.
Units Reporting to the Presidency (UPRST): An increase of 5.27% (UA 2.13
million) is projected for this very diverse Complex. The key drivers are the expanded
20
work on climate change, strengthening the security and fiduciary safeguard functions,
and establishing External Representation Offices (EROs). As a result, the respective
budget allocations for ORQR, SECU, OAGL, IACD, GECL, and COO (EROs) have
increased. The funding for the EROs took into account the full year funding for the
Tokyo Office and the opening of a new one in Washington, DC.
5.4.2 Board and Units Reporting to the Board of Directors
118. Overall projected allocation for the Board of Governors and Executive Directors,
OPEV, TRIB and CRMU is UA 23.08 million. This is 1.22% lower than the 2011 adjusted
budget. Funding for OPEV amounts to UA 5.08 million, which is 4.26% higher than its 2011
adjusted budget.
5.4.3 Special Appropriation
119. Staff Retirement Plan (SRP): Contributions to the Retired Benefit Plans are projected
to increase to UA 20.28 million in 2012, from UA 19.61 million in 2011 (3.43%). The Bank’s
contribution to the Staff Retirement Plan represents 18% of the Bank’s total staff salary
envelope. In 2012, the positions previously budgeted for nine months (2010 carried-over
vacancies) and seven months (2011 new positions) have been annualized, thus impacting on
the Bank’s contribution to the SRP.
120. Young Professionals Programme (YYP): The policy17
of the programme was reviewed
and discussed with the Board of Directors on 9 February 2011. The objective was to agree on
solutions to problems resulting from the management of the programme. One of the
recommendations of the review was the creation of a pool of positions to be allocated to the
programme and facilitate/accelerate the absorption of YPs across the Bank. The reduction
(UA 1.72 million) observed in the 2012 budget envelope of the programme is the result of
that rationalization. However, it is important to note that the minimum annual intake of YPs
remains the same, i.e. 20 YPs per year as per the initial policy document18
. Management has a
high regard for the YPP, which was reintroduced in 2007.
6. PERFORMANCE REVIEW AND MONITORING FRAMEWORK
6.1 2012-2014 Monitoring Framework
121. On the results monitoring side, the Bank will identify growth drivers and assist in
steadily eliminating growth bottlenecks and other infrastructure impediments (transport,
connectivity and energy deficit) that stand in the way of faster economic integration and
inclusive growth.
122. During the 2012-2014 period, the Bank will leverage on its IT infrastructure and will
also continue to intensify efforts towards instilling a robust culture of performance monitoring
within the institution. The Bank has been engaged for several years in a process of continuous
improvement of its monitoring framework.
123. In 2011, an action plan to achieve this objective was developed around the following
activities: (i) improving the Key Performance Indicators to better respond to expectations; (ii)
enhancing the work on Quality Indicators to close the gap between performance monitoring
and results monitoring; (iii) developing specific reports on the outputs/outcomes of the
projects financed by the Bank in RMCs; (iv) taking advantage of new analytical tools (WBS
17
Ref. ADB/BD/WP/2010/167/Rev.1 18
Ref. ADB/BD/WP/2008/29/Rev.1
21
and ATRS) that have been implemented as part of the introduction of a Cost Accounting
System; (v) improving communication, facilitating access to information and developing staff
capacity; and (vi) strengthening the collaboration and dialogue with other International
Financial Institutions (IFIs).
124. The implementation of this plan will continue throughout the 2012-2014 period.
However, it is worth noting that the first results are expected by the end of 2011.
125. Annex 10 gives the list of Institutional KPIs and the 2012-2014 yearly targets.
6.2 Productivity, Efficiency Gains and Cost Savings
126. There is continuous evidence that the Bank is making worthy progress in the efficient
use of resources. Bank Group productivity indicators confirm that core operational processes
are being implemented in a more cost-effective manner since 2006. An analysis of the three-
year rolling average shows that administrative expenses for every UA million lent will decline
from UA 73,130 during 2006-2008 to UA 53,330 in 2012-2014. Also, for every UA million
disbursed, there will be a decline from UA 124,450 for 2006-2008 to UA 84,270 during 2012-
2014 (see Figure 3 below).
127. Management is determined to leverage internal processes improvement for maximum
efficiency to contain budget growth, and deliver more and better with less. Evidence of past
achievements in this area is the Bank Group’s excellent ranking (for the second consecutive
year) on maximizing efficiency19
. Management will continue to strengthen its monitoring and
controlling activities to retain top rating and, above all, contribute to producing results on the
ground.
128. Through various measures, UA 8.97 million was identified as expected efficiencies
and savings in the planned Administrative Expenses for 2012 (see Annex 7). This amount was
factored in to reduce the total proposed budget envelope.
19
In its 2nd
edition report titled “Measuring the Quality of Aid”, published in November 2011, the Center for
Global Development ranked the African Development Fund (AfDF) “Number 1” out of 31 Development
Partners on “Maximizing efficiency”, with “Low administrative unit costs” as one of the criteria. AfDF was
ranked Number 2 in the October 2010 edition.
22
Figure 3: Productivity Indicators (3-year rolling average 2006-2014)
(in UA ’000)
7. RESOURCE ESTIMATES
7.1 Internally Generated Resources
129. The main revenue and expense components that make up net income are loan income
and investment income on the revenue side, and financial charges, net administrative
expenses and loan loss provisions on the expenses side. The estimates of these various
components are made on the basis of certain underlying assumptions essentially related to the
lending programmes, market interest rates and the cost sharing formula. These assumptions
and the allocation of administrative expenses for 2012 are summarized in Annex 11A.
130. Based on these assumptions the total operational income of the Bank Group will vary
between UA 436.33 million and UA 558.26 million over the next three years as summarized
in Annex 11B. After providing for administrative expenditures, estimated net income before
distribution approved by the Board of Governors for the Bank Group is projected at UA
109.70 million in 2012 and expected to reach UA 217.80 million in 2014. The chart in Annex
11B presents the Bank Group Operational Budget and Net Income Estimates for 2012.
131. In 2011, ADB is projected to report a net income before distribution approved by the
Board of Governors of UA 164.39 million, and an allocable income of UA 167.57 million
after excluding the impact of non-cash elements such as provisions for impairment, unrealized
gains or losses on fair value items and translation gains or losses. For 2012, 2013 and 2014,
the projected allocable income of UA 168.99 million, UA 207.57 million and UA 245.21
23
million respectively should enable the Bank to continue to strengthen its risk bearing capacity,
while transferring a portion of the net income to mandatory developmental initiatives.
132. ADF is projected to report deficits20
of UA 86.26 million and UA 62.03 million
respectively in 2011 and 2012. These are mainly due to the current low interest rate
environment and the impact of the amortization of the discount on accelerated encashment
notes. The return of the benchmark for the ADF Operational portfolio, which reflects three
month LIBOR rates21
, decreased significantly from 5.32% in 2007 to 3.84% in 2008, 0.93%
in 2009, 0.45% in 2010 and 0.33% in 2011 (August YTD). This deficit is structural22
and will
be discussed in more detail with the Board during the presentation on the Long Term
Financial Sustainability Framework of the Fund that is scheduled for mid-January 2012.
133. NTF net income is expected to range between UA 2.74 million and UA 2.82 million
during the PBD period.
7.2 Trust Funds and Co-Financing
134. In the face of continued economic uncertainties and emerging development challenges
in RMCs, mobilization of complementary resources has become more important. As at end
July 2011, UA 68.1 million has been mobilized for bilateral and thematic funds. From
January to July 2011, UA 46 million has been approved for 41 trust fund projects. Some 294
trust fund operations totalling UA 256 million are being implemented in support of the Bank’s
knowledge and analytical work, project preparation and capacity building in RMCs.
135. Management continues to encourage donors to pool resources into multi-donor
thematic funds. In 2011, Sweden joined the Multi-Donor Governance Trust Fund. Brazil
established a Trust Fund to promote South-South Cooperation, which is intended to become a
multi-donor fund upon confirmation of other donors’ contributions. The Danish-supported
Sustainable Energy Fund for Africa, approved by the Board in July 2011, is also intended to
be converted into a multi-donor fund.
136. In 2011, the Gates Foundation joined the African Water Facility. The proposed Aid for
Trade Fund initiated by Canada will be launched as a multi-donor fund as soon as the second
donor is confirmed. Other newly proposed thematic funds include those in Higher Education,
Science and Technology; Fund for Agricultural Statistical Capacity Building; and the Africa
Green Fund.
137. Co-financing is increasingly crucial to leverage the Bank’s resources. More structured
co-financing arrangements will be pursued with partners, while existing co-financing
arrangements with Korea (USD 400 million), the Islamic Development Bank (USD 500
million) and through the African Financing Partnerships will be fully tapped. The second
phase of the Enhanced Private Sector Assistance (EPSA) will be launched with Japan in 2011.
8. 2012-2014 CAPITAL BUDGET
138. The proposed Capital Expenditure Budget for the 2012-2014 period is expected to
amount to UA 46.05 million – UA 20.59 million in 2012, UA 22.25 million in 2013 and UA
3.21 million in 2014 (see Annex 12).
20
Projections are based on the best available information at the time they are generated and are subject to
change. 21
The benchmark reflects LIBOR rates primarily in USD and EURO which represent more than 90% of the
portfolio. 22
As ADF loan charges are fixed, ADF will only report a profit when short term market interest rates increase.
24
139. Out of the requested 2012 Capital Budget, UA 9.86 million is planned for office
equipment and office furniture acquisition, civil and outfitting works, and vehicles
replacement/acquisition; UA 10.43 million is for IT projects; and UA 300,000 is for the
enhancement of the Bank’s security systems and equipment.
8.1 Civil and Outfitting Works
140. The 2012 Investment Programme submitted to CIPSC for approval amounts to UA
9.86 million. It is strongly oriented towards the support of the Bank’s decentralization policy
and it supports the Bank’s commitment to build capacity to continue to deliver on its mandate
despite potential crisis situations that may arise in the various countries where the Bank is
present.
141. Temporary Relocation Agency (TRA), Tunis: UA 1.40 million – As part of the
outfitting works of a new building, an amount of UA 1.00 million is requested in 2012 for the
acquisition of office furniture. Also, as part of the building works and acquisition of
miscellaneous equipment, UA 400,000 is required for various outfitting works, air
conditioning strengthening, and Simultaneous Interpretation Equipment acquisition.
142. Field Offices (FOs): UA 8.46 million – An amount of UA 4.95 million will be used to
set up the Regional Resource Centres (RRCs) in Kenya and South Africa. The capacity in the
RRCs takes into account the BCP component. The requested budget includes outfitting works,
office furniture and office equipment acquisition for the office operations.
143. To give logistical support to FOs, an envelope of UA 1.50 million will be for the
renewal of office furniture and office equipment and the replacement of vehicles in some
offices. There are also plans for outfitting works to meet additional space requirements
resulting from changes in staffing in some offices. In a number of countries, the buildings
occupied by the Bank do not offer the possibility of extension and/or had seen their security
environment declining in recent times. Following the recommendations of the Bank’s
Security Unit, there are plans to relocate the concerned offices. Under the proposed expansion
of existing offices, an amount of UA 1.20 million is budgeted for 2012.
144. An amount of UA 510,000 is planned for the upgrading of the Bank’s presence in Juba
to a full-fledged Office for South Sudan. In accordance with the commitment made by
Management to the Boards, a study will be undertaken, at a total cost of UA 300,000, to: (i)
update the previous study on the acquisition of office space in the existing FOs; and (ii) on
office space in the recently opened offices.
145. Headquarters, Abidjan: No allocation is requested in 2012. It will be recalled that a
total of UA 47 million was approved in June 2009 (Resolution B/BD/2009/14) for the
renovation of the Headquarters Building. However, progress has been seriously limited,
largely due to the crisis in Cote d’Ivoire. Currently, UA 41 million is available and it is
considered more than sufficient to cover the anticipated expenses during 2012. The remaining
balance will be included in the 2013 Budget.
8.2 IT Investments
146. In the area of IT investments, the 2012-2014 portfolios are grouped in two key
categories: the ongoing projects and the new projects. The total 2012 budget envelope
submitted to ISSC for approval amounts to UA 10.43 million.
25
Ongoing projects: UA 6.12 million – The key projects in this category relate to those
in the IT Action Plan approved by the Board in 2009. The Action Plan is a remedial
roadmap to address burning issues and recommendations raised in recent audits and
studies. Major projects are directed at ensuring connectivity to the FOs and improving
resilience and stability of both the local and wide area networks; replacement of
obsolete IT equipment; supporting the Bank’s decentralization roadmap; improving
business processes to make them more agile, efficient and responsive to the needs of
the Bank and the RMCs (including SAP System upgrade); enhancing IT systems that
support fiduciary services, human resources, financial and risk management activities
of the Bank; and enhancing systems that promote institutional knowledge collection
and dissemination, and management of knowledge as an institutional asset.
New Projects: UA 4.31 million – The key projects planned in the 2012-2014 period
include Financial Risk and Treasury Systems, Knowledge and Enterprise Information
Management, and IT security and Private Sector Equity Funds Management.
8.3 Security Investments
147. An amount of UA 300,000 is required to purchase non-IT systems and equipment to
strengthen the security of the Bank’s property and personnel at ATR and in the FOs, including
South Sudan Office.
9. CONCLUSION AND RECOMMENDATIONS
148. The 2012-2014 Programme and Budget has been prepared in a particularly
challenging fiscal context. It will probably be implemented in an environment marked by
sustained economic turbulence – in Africa and internationally. The Bank is required to
demonstrate prudence, while being credibly responsive to the expected high demands from its
shareholders and clients. Building on the results of the recent review of the 2008-2012 MTS,
the 2012-2014 Programme and Budget will serve as the basis for continuing to improve
execution and results, ensure business continuity in the case of unforeseen upheavals, protect
the Bank’s investment, and maintain its financial solidity and long term sustainability.
149. The Bank Group’s projected operational income amounts to UA 436.33 million, UA
487.64 million and UA 558.26 million for 2012, 2013 and 2014 respectively. Taking into
account the proposed 2012 Budget request and the projected Bank Group’s annual operational
income for the same year, the projected Allocable Income amounts to UA 168.99 million in
2012, UA 207.57 million in 2013 and UA 245.21 million in 2014.
150. Table 2 below indicates the proposed Administrative Budget, its derived Contingency
Budget and the Capital Budget envelopes for 2012, 2013 and 2014.
Table 2: 2012 Budgets and Projections for 2013 and 2014 (in UA million)
2012 2013 2014
Administrative budget 292.55 301.17 305.78
Contingency budget 2.92 3.01 3.05
Capital budget 20.59 22.25 3.21
151. Management invites the Board of Directors to consider the proposed 2012-2014 Work
Programmes, approve the 2012 Administrative, Contingency and Capital Budgets, and take
note of the budget projections for 2013 and 2014.
26
ANNEXES
27
List of Annexes
Annex 1 Achievement in Staff Recruitment
Annex 2 Bank Group Performance as at 30th November 2011
Annex 3 2012 Indicative Operational Programme
Annex 4 Update on Budget Reforms
Annex 5
Annex 5A
Annex 5B
Staff Allocation by Complex
- 2011 Staff Distribution by Complex
- Historicall Staffing Data by Complex
Annex 6 Note on Inflation Rate used in the 2012-2014 Programme and Budget
Document and Factors of 2012 Budget Increase
Annex 7 2012 – Planned Efficiencies and Measures with Expected Savings in
Administrative Expenses
Annex 8 Costs of Decentralization from 2009 to 2012
Annex 9
Annex 9A
Annex 9B
2012-2014 Budget Proposals by Complexes and Category of
Expenses
- 2012-2014 Budget Proposals by Complexes
- 2012-2014 Budget Proposals by Category of Expenses
Annex 10 List of Institutional KPIs and 2012-2014 Yearly Targets
Annex 11
Annex 11A
Annex 11B
Assumptions & Allocation of Administrative Expenses and Detailed
Operational & Net Income Estimates 2011-2014
- Assumptions and Allocation of Administrative Expenses
- Detailed Operational and Net Income Estimates 2011-2014
Annex 12
Annex 12A
Annex 12B
2012-2014 Proposed Capital Budget
- Proposed Budget by Type of Investment
- Detailed 2012-2014 Proposed Investment Programme
Annex 1
Achievement in Staff Recruitment
1/1
Between 2007 and 2010, a total of 1,009 staff have been recruited, representing an annual
average intake of 252 new staff (or an annual average of 16% of total staff at post). In 2011, a
total of 131 new staff have joined the Bank as at 31st October, representing 7% of the total
Bank staffing at post. In addition, 60 candidates have been given job offers and are awaiting
assumption of duty.
Between January and 31st October 2011, a total of 147 staff have been promoted through a
competitive interview process.
Management has proposed that, within the requested 2012 total budget envelope, the Bank
will not have provision or headroom for the creation of new staff positions. Instead, the focus
will be on filling the approximately 200 vacant positions projected to be carried over from
2011 to 2012. Management will redeploy vacancies to priority areas. A skills assessment will
also be conducted in 2012 as part of efforts to align resources with strategic priorities.
Recruitment Efforts: 2007 to 2011
2007
2008
2009
2010
2011
(as at 31 Oct)
Staff at Post
EL/PL 783 846 989 1,064 1,105
GS 531 595 631 688 689
Total 1,314 1, 441 1, 620 1, 752 1, 794
New Hires
EL/PL 145 137 198 143 94
GS 111 93 81 101 37
Total 256 230 279 244 131
% of New Hires 19% 16% 17% 14%
7%
Promotions
221 152 147
% of total staff
14% 9% 8%
Annex 2
Bank Group Performance as at 30th November 2011
1/2
Key Performance Indicators (KPIs) Unit Achievement
Nov. 2010
2011
Target
Achievement
Nov. 2011
Implementation
Rate Nov. 2011
I - Development Financing Operations
Total Bank Group Financing (1) UA million 2,627.50 5,520 3,617.15 66%
ADB Public Lending UA million 604.36 2,490 1,609.53 65%
ADB Private Lending UA million 1,120.45 1,110 839.61 76%
ADF Financing UA million 902.69 1,900 1,158.01 61%
NTF Financing UA million N/A 20 10 50%
Bank Group Financing Leverage Capacity
ADB Private Sector Arranged Financing UA million N/A 400 373 93%
PS Co-financing Project Investments UA million N/A 6,720 6,940 103%
ADB Private Sector engagement with LIC (2) % N/A 30% 71%
II – Operational Strategy Papers
RISPs Number N/A 1 1 100%
CSPs and Related Documents (3) Number 18 31 29 94%
CPPRs Number 1 5 3 60%
CPPRs prepared by FOs % N/A 25% 66%
ESWs and Related Papers Number 46 44 43 98%
III – Economic Knowledge Products
Publication (Books, WPs, Briefs, Flagships, Bank Annual Report
Number N/A 130 130 100%
Support for Results Measurement and Development
Effectiveness in Bank Operations (ADOA, Statistical Support)
Number N/A 54 64 119%
Capacity Development and Knowledge Sharing
(Training, Statistical Capacity Building, Conferences, Seminars, Eminent Speakers)
Number N/A 268 275 103%
IV - Disbursements
Bank Group Amount UA million 2,212 3,553 2,689 76%
ADB Public Amount UA million 839 1,322 1,245 94%
ADB Private Amount* UA million 344 730 377 52%
ADF Amount (4) UA million 1,024 1,497 1,059 71%
NTF Amount (4) UA million 5 4.3 9 199%
Bank Group Ratio (Investment only) % 18% 30% 16%
ADB Public Disbursement Ratio % 18% 20% 14%
ADB Private Disbursement Ratio % 33% 50% 33%
ADF Disbursement Ratio % 16% 20% 15%
V- Portfolio Management
Projects at Risk % 36% 40% 31%
Operations Supervised Twice a Year % 49% 50% 74%
Projects Managed by Field Offices % 19% 20% 20%
Supervisions Led by Field Offices % N/A 20% 32%
New Projects with Core Sector Indicators (CSIs) % N/A 75% 100%
Impaired Loan Ratio (Non-Sovereign only) % 0.79% <5% 1.45%
VI - Process Efficiency
Lapse of Time between Approval and First
Disbursement Months 11.08 11 12.86
Lapse of Time for Procurement (Goods and Works) Months N/A 8 9.2
Lapse of Time for Procurement (Services) Months N/A 10 9.8
Timely PCR Coverage % 96% 85% 93%
VII - Cross-cutting Areas
Gender Mainstreaming in Operations (5) % 100% 100% 97%
Projects accessing Climate Finance (6) Number N/A 3 1 33%
VIII - Human Resources (PL)
Field Based (7) % 26% 30% 29%
Gender Balance % 27% 27% 28%
Staff Age Diversity (8) % 44% 40% 44%
Staff Premature Attrition Rate (9) % 33% 11% 31%
Staff Attrition Rate (10) % N/A 1.6% 2%
IX - Budget and Expenses
Administrative Budget Implementation % 73% 95% 72%
Field Offices Expenses % 12% 17% 13%
Operations (11) Expenses % 50% 60% 51%
Fixed Staff Costs % 62% 87% 67%
New untied trust funds (bilateral/multilateral) UA Million 11.3 100 68.6 69%
% of Bank Operational consultancy committed by
Trust Funds % N/A 55% 46%
Capital Budget Implementation % 58% 33% 66%
X - Implementation of Institutional Commitments (12)
Annex 2
Bank Group Performance as at 30th November 2011
2/2
Key Performance Indicators (KPIs) Unit Achievement
Nov. 2010
2011
Target
Achievement
Nov. 2011
Implementation
Rate Nov. 2011
GCI-VI Commitments Number N/A 18 9 50%
ADF-XII Commitments Number N/A 15 15 100%
*Private Sector Disbursement Amount include Equity participations –Net Disbursements (UA Million 55.22)
(1) Excluding HIPC and ADB special assistance SRF, NTF and other grants.
(2) Expressed as percentage of ADB PS Total Lending.
(3) CSPs and related documents are RBCSPs, Joint Assessment Strategy Papers, Interim Country Strategy Papers, Mid-Term Review
CSPs, Updated CSPs and Completion Reports.
(4) ADF and NTF disbursement targets are extracted from the Financial Projections Report 3Q2011 - ALCO.
(5) % of new projects and new RBCSPs which identify at least one gender equality outcome indicator in the logframe.
(6) Number of newly approved projects accessing Climate Finance Instruments (like CDM, Green Development Fund, etc.).
(7) Considered as % of Operational PL staff (PL staff in the three Operations Complexes, ECON PL staff and PL staff in 100%
Operational Units outside Operations Complexes (ADB/BD/IF/99/330)).
(8) % of PL staff less than 45 years of age (excluding Board Officers).
(9) % of PL leaving the Bank within the first three years of contract in comparison to total PL leaving the Bank in the same period.
(10) PL staff resignations in the first contract in comparison to total PL staff at post (excl. Elected Staff).
(11) Operations defined as ORVP, OIVP, OSVP, ECON, and 100% Operational Units outside Operations Complexes (OPEV, GECL.1,
GECL.2, OPSC, CRMU, FFMA.2, FTRY.4, FFCO.3, CCCC, PECOD and ORQR).
(12) Commitments agreed during GCI and ADF negotiation process. COO will oversee implementation.
Annex 3
2012 Indicative Operational Programme
(in UA million)
1/8
I - PUBLIC SECTOR OPERATIONS - Countries
Item Country
Name Sector Dept Regional Dept Project Title
Sector
Code
Sector
Description
ADB
Public
ADB
Private MIC SRF
ADF
Loan
ADF
Grant FSF
Total
ADF NTF
Co-
Finan-
cing
Other
Trust
Funds
Total
Cost
Fin.
Instru-
ments
1 Algeria ORNB ORNB Etude sur la croissance inclusive et
l'emploi K00 Multi-Sector 1.00 0.00 1.00 GGS
2 Angola OITC ORSB Economic Infrastructure
Maintenance D00 Transport 10.00 10.00 10.00 LLP
3 Angola OSAN ORSB Sustainable Land Management and
Mangroves Conservation (GEF) C00 Environment 0.00 4.00 4.00 GLP
4 Angola OITC ORSB Etude du chemin de fer Angola
Zambia D00 Transport 0.70 0.00 0.70 GGS
5 Angola OSAN ORSB Integrated Support to Market-
Oriented Fisheries Project AAF Agriculture 36.00 36.00 36.00 LSI
6 Benin OSGE ORWA General Budget Support K00 Multi-Sector 20.00 20.00 20.00 LGBS
7 Botswana OSAN ORSA Water Recycling and Harvesting for
Irrigation AA0 Agriculture 10.00 0.00 10.00 LLP
8 Botswana OSAN ORSA Pandamatenga Agriculture
Infrastructure PhaseII AA0
Agriculture
Infrastructure 40.00 0.00 40.00 LLP
9 Botswana OSHD ORSA
Sector Budget Support/
Strengthening of School of Medicie
- University of Botswana
IAD Higher Education 45.00 0.00 45.00 LSBS
10 Burkina
Faso OITC ORWA
Projet de Construction et de
bitumage des routes Dedougou-
Tougan (RN10) et Kongoussi-Djibo
(RN22)
D00 Transport 75.00 75.00 75.00 GLP
11 Burundi OITC OREA Route Makebeko Ruyigi D00 Transport 9.00 4.00 13.00 13.00 GLP
12 Cameroon OITC ORCE Projet d'Aménagement de la Route
Kumba-Mamfe D00 Transport 30.00 30.00 30.00 LLP
13 Cameroon OWAS ORCE Projet d'Assainissement de Yaoundé
(PADY 2) E00
Water Supply and
Sanitation 14.24 14.24 14.24 LLP
14 Cape Verde OWAS ORWB Distribution System /RWSSI E00 Water Supply and
Sanitation 5.00 5.00 5.00 LGS
15 Cape Verde OITC ORWB Projet Extension Aéroport de Praia D00 Transport 30.00 0.00 30.00 LLP
16 Centrafrique OSHD ORCE
Projet d'appui au développement
des services financiers en milieu
rural
K00 Multi-Sector 2.50 2.50 5.00 5.00 LGI
/GGI
17 Centrafrique OWAS ORCE Premier sous programme d'AEPA
en milieu rural E00
Water Supply and
Sanitation 1.04 10.43 11.47 11.47 GLP
18 Centrafrique OSAN ORCE
Projet de Réhabilitation des
Infrastructures de Production
Agricole (PRIPA)
AA0 Agriculture 4.50 4.50 9.00 9.00 LLP /
GLP
19 Chad OWAS ORCE Projet d'eau et Assainissement en
milieu rural E00
Water Supply and
Sanitation 10.06 10.06 20.12 20.12
LLP /
GLP
20 Comoros OSAN OREB Support to Fishery Project AA0 Agriculture 3.60 10.00 13.60 13.60 GLP
21 Congo ONEC ORCE Projet d'électricité en milieu rural FA0 Power Supply -
Electricity 10.00 10.00 10.00 LLP
22 Cote d'Ivoire OSAN ORWA Appu infrastructures Moyen Comoè A00 Agriculture
infrastructure 20.00 20.00 20.00 GSI
23 Dem Rep
Congo OITC ORCE
Projet de Réhabilitation de la route
Batshamba-Tshipaka Lot 2 D00 Transport 53.56 53.56 53.56 GLP
24 Dem Rep
Congo OWAS ORCE RWSSI II E00
Water Supply and
Sanitation 46.67 46.67 46.67 GLP
Annex 3
2012 Indicative Operational Programme
(in UA million)
2/8
I - PUBLIC SECTOR OPERATIONS - Countries
Item Country
Name Sector Dept Regional Dept Project Title
Sector
Code
Sector
Description
ADB
Public
ADB
Private MIC SRF
ADF
Loan
ADF
Grant FSF
Total
ADF NTF
Co-
Finan-
cing
Other
Trust
Funds
Total
Cost
Fin.
Instru-
ments
25 Djibouti OWAS OREB
Development of water resources for
multiple use (domestic, agriculture,
and …)
E00 Water Supply and
Sanitation 3.00 3.00 3.00 GLP
26 Djibouti OWAS OREB Projet d'AEPA en milieu rural et
semi urbain E00
Water Supply and
Sanitation 3.32 3.32 3.32 GLP
27 Egypt ONEC ORNA Egypt Kom Mobo CSP Project FA0 Power Supply -
Electricity 113.33 0.00 113.33 LLP
28 Egypt ONEC ORNA Climate Change Budget Support
Program FA0
Power Supply -
Electricity 155.00 0.00 155.00 LSBS
29 Egypt OSAN ORNA Farm Level Irrigation
Modernization Project AAC
Irrigation and
Drainage 70.00 0.00 70.00 LLP
30 Egypt OSHD ORNA Health Insurance Reform IB0 Health 50.00 0.00 50.00 LLP
31 Egypt OWAS ORNA Water and Sanitation Project E00 Water Supply and
Sanitation 125.00 0.00 125.00 LLP
32 Ethiopia OSHD/OSGE OREB GBS: Protection for basic services
Program III K00 Multi-Sector 120.00 120.00 120.00 LGBS
33 Ethiopia ONEC OREB GHEBBA Hydropower Project FA0 Power Supply -
Electricity 62.47 62.47 62.47 LLP
34 Gabon ONEC ORCE Projet de Ligne de Transmission FA0 Power Supply -
Electricity 130.00 0.00 130.00 LLP
35 Gabon OSGE ORCE Projet d'appui aux réformes et
d'amélioration du climat des affaires K00 Multi-Sector 10.00 0.00 10.00 LGI
36 Gabon OSHD ORCE Projet d'amélioration de la
productivité du travail et de l'emploi IB0 Social 10.00 0.00 10.00 LLP
37 Gambia OSAN ORWB Global Agriculture and Food
Security Program ( GAFSP) AA0 Agriculture 0.00 30.00 30.00 GSI
38 Gambia OSGE ORWB General Budget Support K00 Multi-Sector 3.50 3.50 3.50 GGBS
39 Gambia OWAS ORWB RWSSI II E00 Water Supply and
Sanitation 1.10 1.10 3.58 4.68 GLP
40 Ghana OSAN ORWA Rural Enterprises Project A00
Agriculture and
Rural
Development
50.00 50.00 50.00 LLP
41 Ghana OSGE ORWA Institutional Support Project K00 Multi-Sector 10.00 10.00 10.00 LGI
42 Ghana OSHD ORWA Skills Development for Industry
(HEST) IAD Higher Education 50.00 50.00 50.00 LLP
43 Guinea OSAN ORWB Projet GASFP AAO Agriculture 0.00 30.00 30.00 LLP
44 Guinea-
Bissau OITC ORWB Route Buba catio D00 Transport 4.00 4.00 8.00 8.00 GLP
45 Kenya OSHD OREA HEST I00 Higher Education 23.00 23.00 23.00 LLP
46 Kenya OWAS OREA Thwake Water and Sanitation
Program E00
Water Supply and
Sanitation 70.00 70.00 70.00 LLP
47 Lesotho OSGE ORSA Budget Support K00 Multi-Sector 9.50 7.60 17.10 17.10 LGBS
48 Liberia OSGE ORWB Institutional Support Project K00 Multi-Sector 3.00 3.00 3.00 LGI
49 Liberia OWAS ORWB Water - Study for Rural Water
Supply and Sanitation Program E00
Water Supply and
Sanitation 0.00 1.00 1.00 GGS
50 Liberia OSAN ORWB
Smallholder Agricultural
Productivity Enhancement and
Commercialization (SAPEC)
project
E00
Agriculture and
Rural
Development
4.00 4.00 29.08 33.08 LLP
Annex 3
2012 Indicative Operational Programme
(in UA million)
3/8
I - PUBLIC SECTOR OPERATIONS - Countries
Item Country
Name Sector Dept Regional Dept Project Title
Sector
Code
Sector
Description
ADB
Public
ADB
Private MIC SRF
ADF
Loan
ADF
Grant FSF
Total
ADF NTF
Co-
Finan-
cing
Other
Trust
Funds
Total
Cost
Fin.
Instru-
ments
51 Libya OSGE ORNA Technical Assistance Program for
Econ and Financial Management KA0
Public Sector
Management 0.50 0.00 0.50 GGI
52 Madagascar OITC ORSB Projet de reconstruction de la RN9 -
Phase I D00 Transport 25.00 25.00 25.00 LLP
53 Madagascar OSGE ORSB Appui Institutionnel - PRIBG II K00 Multi-Sector 10.00 10.00 10.00 LGI
54 Madagascar OSHD ORSB Projet formation professionnelle IA0
Technical and
Vocational
Training
10.00 10.00 10.00 LSI
55 Malawi OSHD ORSB Support to Higher Education
Science and Technology I00 Higher Education 13.00 7.00 20.00 6.00 26.00 LSI
56 Malawi OSGE ORSB Support to PFM / General Budget
Support K00 Multi-Sector 30.00 30.00 30.00 GBLG
57 Malawi ONEC ORSB Hydropower Feasibility Study FAD Power Supply -
Electricity 3.00 3.00 3.00 GGS
58 Malawi OSHD ORSB Support to Technical and
Vocational training I00 Higher Education 10.00 10.00 20.00 20.00
LLP /
GLP
59 Mali OITC ORWB Route Sevare-Gao D00 Transport 9.70 9.70 9.70 LLP
60 Mali OWAS ORWB Projet d'alimentation en eau potable EA0 Water Supply 20.00 20.00 20.00 LLP
61 Mali ONEC ORWB Electrification Rurale + SREP
MALI FA0
Power Supply -
Electricity 17.00 17.00 6.25 23.25 LLP
62 Mauritania OSAN ORNB
Adapting Agriculture and Agro-
industry Investment, and
Reinforcing Resilience of agro-
ecosystems to Climate Change
(GEF)
C00 Environment 0.00 4.00 4.00 GSI
63 Mauritania OWAS/OSAN ORNB Programme intégré d'alimentation
en eau dans les zones rurales EA0 Water Supply 2.60 2.90 5.50 5.50 LLP
64 Mauritania ORNB/OSHD ORNB Etude sur la croissance et l'emploi I00 Social 0.00 0.30 0.30 GGS
65 Mauritius OSGE ORSB MIC Grant Project Supporting
Economic Reform K00 Multi-Sector 0.30 0.00 0.30 GGS
66 Mauritius OWAS ORSB Water and Sewerage Program EA0 Water Supply 60.00 0.00 60.00 LLP
67 Mauritius ORSB ORSB MIC GRANT Public Sector
Efficiency K01 Multi-Sector 0.70 0.00 0.70 GGS
68 Morocco OSHD ORNB 2ème phase Programme d’urgence de
l’éducation nationale et d’emploi I00 Education 100.00 0.00 100.00 LLP
69 Morocco ONEC ORNB Projet du plan solaire d'Ouarzazate F00 Energy 168.00 0.00 168.00 LLP
70 Morocco OITC ORNB Projet de Réparation des Ouvrages
de 7 ports D00 Transport 90.00 0.00 90.00 LLP
71 Morocco OWAS ORNB Projet d'AEP de la région de
Marrakech EA0 Water Supply 180.00 0.00 180.00 LLP
72 Morocco OSAN ORNB Programme d'appui au Plan Maroc
Vert A00
Agriculture /
Environment 90.00 0.00 90.00 LSBS
73 Morocco OSAN ORNB
2ème phase du Projet d'appui au
Programme National d'Economie
d'Eau d'Irrigation (PAPNEEI 2)
AE0 Agriculture 72.00 0.00 72.00 LLP
74 Morocco OSGE ORNB
Programme d'appui à la réforme de
l'administration publique (2ème
génération)
K00 Multi-Sector 100.00 0.00 100.00 LGBS
Annex 3
2012 Indicative Operational Programme
(in UA million)
4/8
I - PUBLIC SECTOR OPERATIONS - Countries
Item Country
Name Sector Dept Regional Dept Project Title
Sector
Code
Sector
Description
ADB
Public
ADB
Private MIC SRF
ADF
Loan
ADF
Grant FSF
Total
ADF NTF
Co-
Finan-
cing
Other
Trust
Funds
Total
Cost
Fin.
Instru-
ments
75 Morocco OSAN ORNB MIC Programme de Dev des Oasis
du Sud du Maroc AAC
Irrigation and
Drainage 1.00 0.00 1.00 GGS
76 Morocco ORNB/OSHD ORNB Etude sur la croissance inclusive et
l'emploi I00 Social 0.70 0.00 0.70 GGS
77 Mozambique OSAN ORSB Sustainable Land & Water
Resources Management Project C00 Environment 0.00 12.50 12.50 LSI
78 Mozambique OSAN ORSB
Enhancing Climate Resilience
Agricultural Production and Food
Security Project
AE0 Agriculture 0.00 12.50 12.50 LSI
79 Mozambique OSAN ORSB Irrigation Development Project AAC Irrigation and
Drainage 16.50 16.50 16.50 LSI
80 Niger OSAN ORWA Projet de Dvpt de l'Information et
de la Perspective Climatique AE0 Agriculture 0.00 10.00 10.00 GLP
81 Niger OSAN ORWA
Projet de Mobilisation et de
Valorisation des Ressources en Eau
GAFSP
AA0 Agriculture 0.00 9.60 21.00 30.60 LSI
82 Niger ONEC ORWA Projet d'Amenagement
Hydroélectrique de KANDADJI FA0
Power Supply -
Electricity 40.00 40.00 40.00 LLP
83 Niger OSGE ORWA Appui Institutionnel K00 Multi-Sector 10.00 10.00 10.00 LGI
84 Nigeria OITC ORWA National Urban Road Project D00 Transport 80.00 80.00 80.00 LLP
85 Rwanda OSGE OREA General Budget Support V K00 Multi-Sector 15.00 15.00 15.00 GGBS
86 Sao Tome &
Principe OSGE ORWB
Institutional Support Project -
Capacity Building K00 Multi-Sector 5.00 5.00 5.00 GGI
87 Senegal OITC ORWB Projet Routier Diourbel-Thies D00 Transport 30.00 30.00 30.00 LLP
88 Seychelles OWAS OREA Water Supply & Sanitation Project E00 Water Supply and
Sanitation 10.00 0.00 10.00 LLP
89 Sierra Leone OITC ORWB Upgrading - Matotoka-Sefadu Road D00 Transport 3.20 6.80 10.00 10.00 LLP /
GLP
90 Sierra Leone OWAS ORWB RWSSI E00 Water Supply and
Sanitation 5.67 5.67 5.67 LLP
91 South Africa ONEC ORSA Power Project I FA0 Power Supply -
Electricity 100.00 0.00 100.00 LLP
92 Sudan OSHD OREB Capacity Building Project II I00 Social 3.50 3.50 3.50 GGI
93 Swaziland OSGE ORSA Economic Competitiveness and
Adjustment Programme (ECAP) K00 Multi-Sector 93.00 0.00 93.00 LSL
94 Swaziland OSHD ORSA Youth Development Employment I00 Social 15.00 0.00 15.00 LLP
95 Swaziland OSHD ORSA Social Safety Net program IB0 Health 20.00 0.00 20.00 LLP
96 Tanzania OITC OREA Road Sector Support II D00 Transport 140.00 140.00 140.00 LLP
97 Tanzania OWAS OREA Improvement to Zanzibar Water
Supply E00
Water Supply and
Sanitation 14.00 14.00 14.00 LLP
98 Tunisia OITC ORNA Projet Ligne desserte et
electrification Chemin de Fer D00 Transport 200.00 0.00 200.00 LLP
99 Tunisia OSAN ORNA PISEAU III AAC Irrigation And
Drainage 18.00 0.00 18.00 LLP
100 Tunisia OSAN ORNA PDAI II AA0 Agriculture 15.00 0.00 15.00 LLP
101 Tunisia OSGE ORNA Projet de Renforcement du
Commerce avec Af. Sub K00 Multi-Sector 75.00 0.00 75.00 LLP
102 Tunisia OSGE ORNA Programme d'appui à l'integration II
(PAI II) K00 Multi-Sector 250.00 0.00 250.00 LSL
103 Tunisia OSHD ORNA Multisectorial project K00 Multi-Sector 50.00 0.00 50.00 LLP
Annex 3
2012 Indicative Operational Programme
(in UA million)
5/8
I - PUBLIC SECTOR OPERATIONS - Countries
Item Country
Name Sector Dept Regional Dept Project Title
Sector
Code
Sector
Description
ADB
Public
ADB
Private MIC SRF
ADF
Loan
ADF
Grant FSF
Total
ADF NTF
Co-
Finan-
cing
Other
Trust
Funds
Total
Cost
Fin.
Instru-
ments
104 Uganda OSHD OREA Support project to HEST I00 Higher Education 70.00 70.00 70.00 LLP
105 Uganda OITC OREA Road Sector Support Project 4 D00 Transport 113.00 113.00 113.00 LLP
106 Zambia OSAN ORSB Enhancing Climate Resilient
Agriculture Project C00 Environment 0.00 28.12 28.12 LLP
SUB-TOTAL I 2,494.3 0.0 4.9 0.0 1,183.9 331.7 28.4 1,544.0 6.0 83.0 119.0 4,251.2
II - PUBLIC SECTOR OPERATIONS - Multinational
Item Country
Name
Sector
Dept Regional Dept Project Title
Sector
Code Sector Description
ADB
Public
ADB
Private MIC SRF
ADF
Loan
ADF
Grant FSF
Total
ADF NTF
Co-
Finan-
cing
Other
Trust
Funds
Total
Cost
Fin.
Instru-
ments
1 Multinational -
ORCE OSGE Multinational
Appui à la rationalisation des
CER en Afrique centrale et
renforcement des capacités de la
CEEAC
K00 Multi-Sector 7.00 7.00 GSI
2 Multinational ONRI Multinational
Capacity Building in
Infrastructure Programming for
AUC/NPCA
K00 Multi-Sector 5.00 5.00 GGI
3 Multinational ONRI Multinational Capacity Building for Tripartite
(COMESA, SADC and EAC K00 Multi-Sector 5.00 5.00 GGI
4 Multinational ESTA Multinational Statistical Capacity Building
Program K00 Multi-Sector 20.00 20.00 GGI
5 Multinational OSHD Multinational Pan African University I00 Higher Education 30.00 30.00 GGI
6 Multinational -
West ONEC Multinational
Cote D'Ivoire, Liberia, Sierra
Leone Guinea Interconnection FA0
Power Supply -
Electricity 118.00 6.25 124.25 LLP
7 Multinational -
ORCE OITC Multinational Central Africa Backbone (CAB) GD0
Information and
Communication
Technologies
32.00 32.00 LLP
8 Multinational -
ORCE ONEC Multinational Chad -Cameroon interconnection FA0
Power Supply -
Electricity 51.00 6.25 57.25 LLP
9 Multinational -
East ONEC Multinational
Ethiopia and Kenya Power
Interconnection Project FA0
Power Supply -
Electricity 200.00 200.00 LLP
10 Multinational -
OREA OITC Multinational
Arusha-Holili/Taveta-Voi Road
Development Project D00 Transport 155.00 155.00 LLP
11 Multinational -
ORSB ONEC Multinational
CESUL Mozambique Backbone
transmission line FA0
Power Supply -
Electricity 75.00 75.00 LLP
12 Multinational -
ORWB OITC Multinational
Gambia River Bridge (additional
allocation) D00 Transport 14.00 14.00 LLP
SUB-TOTAL II 0.0 0.0 0.0 0.0 0.0 0.0 0.0 712.0 12.5 0.0 0.0 724.5
III - PRIVATE SECTOR OPERATIONS
Item Country Name Sector Dept Regional Dept Project Title Sector
Code
Sector
Description
ADB
Public
ADB
Private MIC SRF
ADF
Loan
ADF
Grant FSF
Total
ADF NTF
Co-
Finan-
cing
Other
Trust
Funds
Total Cost
Fin.
Instru-
ments
1 Multinational -
ORNA OPSM ORNA
Industries and Services N°
2012 / 1 B00
Industry, Mining
& Quarrying 59.06 59.06 LLP
2 Multinational -
ORNB OPSM ORNB
Industries and Services N°
2012 / 2 A00
Agriculture and
Rural
Development
59.06 59.06 LLP
3 Multinational -
OREA OPSM OREA
Industries and Services N°
2012 / 3 A00
Agriculture and
Rural 59.06 59.06 LLP
Annex 3
2012 Indicative Operational Programme
(in UA million)
6/8
III - PRIVATE SECTOR OPERATIONS
Item Country Name Sector Dept Regional Dept Project Title Sector
Code
Sector
Description
ADB
Public
ADB
Private MIC SRF
ADF
Loan
ADF
Grant FSF
Total
ADF NTF
Co-
Finan-
cing
Other
Trust
Funds
Total Cost
Fin.
Instru-
ments
Development
4 Multinational -
OREB OPSM OREB
Industries and Services N°
2012 / 4 B00
Industry, Mining
& Quarrying 29.53 29.53 LLP
5 Multinational -
ORWA OPSM ORWA
Industries and Services N°
2012 / 5 B00
Industry, Mining
& Quarrying 44.30 44.30 LLP
6 Multinational -
ORWA OPSM ORWA
Industries and Services N°
2012 / 6 B00
Industry, Mining
& Quarrying 44.30 44.30 LLP
7 Multinational -
ORWB OPSM ORWB
Industries and Services N°
2012 / 7 I00
Social 29.53 29.53 LLP
8 Multinational -
ORCE OPSM ORCE
Industries and Services N°
2012 / 8 IA0
Education 29.53 29.53 LLP
9 Multinational -
ORSA OPSM ORSA
Industries and Services N°
2012 / 9 B00
Industry, Mining
& Quarrying 44.30 44.30 LLP
10 Multinational -
ORSA OPSM ORSA
Industries and Services N°
2012 / 10 B00
Industry, Mining
& Quarrying 44.30 44.30 LLP
11 Multinational -
ORSB OPSM ORSB
Industries and Services N°
2012 / 11 B00
Industry, Mining
& Quarrying 29.53 29.53 LLP
12 Multinational OPSM Multinational Industries and Services N°
2012 / 12 B00
Industry, Mining
& Quarrying 46.88 46.88 EQY
13 Multinational OPSM Multinational Industries and Services N°
2012 / 13 B00
Industry, Mining
& Quarrying 37.50 37.50 EQY
14 Multinational OPSM Multinational Industries and Services N°
2012 / 14 B00
Industry, Mining
& Quarrying 0.94 0.94 GGA
15 Multinational OPSM Multinational Industries and Services N°
2012 / 15 B00
Industry, Mining
& Quarrying 0.94 0.94 GGA
16 Multinational OPSM Multinational Industries and Services N°
2012 / 16 B00
Industry, Mining
& Quarrying 0.94 0.94 GGA
17 Multinational OPSM Multinational Industries and Services N°
2012 / 17 B00
Industry, Mining
& Quarrying 0.94 0.94 GGA
18 Multinational OPSM Multinational Industries and Services N°
2012 / 18 B00
Industry, Mining
& Quarrying 0.94 0.94 GGA
19 Multinational OPSM Multinational Industries and Services N°
2012 / 19 B00
Industry, Mining
& Quarrying 0.94 0.94 GGA
20 Multinational -
ORNA OPSM ORNA Infrastructure N° 2012 / 1 FA0
Power Supply -
Electricity 39.38 39.38 LLP
21 Multinational -
ORNA OPSM ORNA Infrastructure N° 2012 / 2 FA0
Power Supply -
Electricity 39.38 39.38 LLP
22 Multinational -
ORNB OPSM ORNB Infrastructure N° 2012 / 3 FA0
Power Supply -
Electricity 39.38 39.38 LLP
23 Multinational -
ORNB OPSM ORNB Infrastructure N° 2012 / 4 FA0
Power Supply -
Electricity 39.38 39.38 LLP
24 Multinational -
OREA OPSM OREA Infrastructure N° 2012 / 5 G00
Communications 78.75 78.75 LLP
25 Multinational -
OREB OPSM OREB Infrastructure N° 2012 / 6 FA0
Water Supply
and Sanitation 39.38 5.00 44.38 LLP
Annex 3
2012 Indicative Operational Programme
(in UA million)
7/8
III - PRIVATE SECTOR OPERATIONS
Item Country Name Sector Dept Regional Dept Project Title Sector
Code
Sector
Description
ADB
Public
ADB
Private MIC SRF
ADF
Loan
ADF
Grant FSF
Total
ADF NTF
Co-
Finan-
cing
Other
Trust
Funds
Total Cost
Fin.
Instru-
ments
26 Multinational -
ORWA OPSM ORWA Infrastructure N° 2012 / 7 FA0
Power Supply -
Electricity 59.06 6.00 65.06 LLP
27 Multinational -
ORWA OPSM ORWA Infrastructure N° 2012 / 8 D00
Transport 59.06 59.06 LLP
28 Multinational -
ORWB OPSM ORWB Infrastructure N° 2012 / 9 FA0
Power Supply -
Electricity 39.38 39.38 LLP
29 Multinational -
ORCE OPSM ORCE Infrastructure N° 2012 / 10 FA0
Water Supply
and Sanitation 39.38 6.25 45.63 LLP
30 Multinational -
ORSA OPSM ORSA Infrastructure N° 2012 / 11 D00
Transport 59.06 59.06 LLP
31 Multinational -
ORSA OPSM ORSA Infrastructure N° 2012 / 12 D00
Transport 59.06 59.06 LLP
32 Multinational -
ORSB OPSM ORSB Infrastructure N° 2012 / 13 FA0
Power Supply -
Electricity 39.38 39.38 LLP
33 Multinational OPSM Multinational Infrastructure N° 2012 / 14 E00 Water Supply
and Sanitation 56.25 56.25 EQY
34 Multinational OPSM Multinational Infrastructure N° 2012 / 15 D00 Transport 56.25 56.25 EQY
35 Multinational OPSM Multinational Infrastructure N° 2012 / 16 D00 Transport 0.94 0.94 GGA
36 Multinational OPSM Multinational Infrastructure N° 2012 / 17 D00 Transport 0.94 0.94 GGA
37 Multinational OPSM Multinational Infrastructure N° 2012 / 18 D00 Transport 0.94 0.94 GGA
38 Multinational OPSM Multinational Infrastructure N° 2012 / 19 D00 Transport 0.94 0.94 GGA
39 Multinational OPSM Multinational Infrastructure N° 2012 / 20 D00 Transport 0.94 0.94 GGA
40 Multinational OPSM Multinational Infrastructure N° 2012 / 21 D00 Transport 0.94 0.94 GGA
41 Multinational OPSM Multinational Infrastructure N° 2012 / 22 D00 Transport 0.94 0.94 GGA
42 Multinational OPSM Multinational Infrastructure N° 2012 / 23 D00 Transport 0.94 0.94 GGA
43 Multinational -
ORNA OPSM ORNA
Financial Intermediate N°
2012 / 1 H00
Finance 29.53 29.53 LLC
44 Multinational -
ORNA OPSM ORNA
Financial Intermediate N°
2012 / 2 H00
Finance 29.53 29.53 LLC
45 Multinational -
ORNB OPSM ORNB
Financial Intermediate N°
2012 / 3 H00
Finance 29.53 29.53 LLC
46 Multinational -
ORNB OPSM ORNB
Financial Intermediate N°
2012 / 4 H00
Finance 29.53 29.53 LLC
47 Multinational -
OREA OPSM OREA
Financial Intermediate N°
2012 / 5 H00
Finance 29.53 29.53 LLC
48 Multinational -
OREA OPSM OREA
Financial Intermediate N°
2012 / 6 H00
Finance 29.53 29.53 LLC
49 Multinational -
OREB OPSM OREB
Financial Intermediate N°
2012 / 7 H00
Finance 29.53 29.53 LLC
50 Multinational -
ORWA OPSM ORWA
Financial Intermediate N°
2012 / 8 H00
Finance 44.30 44.30 LLC
51 Multinational -
ORWA OPSM ORWA
Financial Intermediate N°
2012 / 9 H00
Finance 44.30 44.30 LLC
52 Multinational -
ORWB OPSM ORWB
Financial Intermediate N°
2012 / 10 H00
Finance 29.53 29.53 LLC
53 Multinational -
ORCE OPSM ORCE
Financial Intermediate N°
2012 / 11 H00
Finance 29.53 29.53 LLC
Annex 3
2012 Indicative Operational Programme
(in UA million)
8/8
III - PRIVATE SECTOR OPERATIONS
Item Country Name Sector Dept Regional Dept Project Title Sector
Code
Sector
Description
ADB
Public
ADB
Private MIC SRF
ADF
Loan
ADF
Grant FSF
Total
ADF NTF
Co-
Finan-
cing
Other
Trust
Funds
Total Cost
Fin.
Instru-
ments
54 Multinational -
ORSA OPSM ORSA
Financial Intermediate N°
2012 / 12 H00
Finance 44.30 44.30 LLC
55 Multinational -
ORSA OPSM ORSA
Financial Intermediate N°
2012 / 13 H00
Finance 44.30 44.30 GTE
56 Multinational -
ORSB OPSM ORSB
Financial Intermediate N°
2012 / 14 H00
Finance 29.53 29.53 LLC
57 Multinational OPSM Multinational Financial Intermediate N°
2012 / 15 H00
Finance 42.19 42.19 EQY
58 Multinational OPSM Multinational Financial Intermediate N°
2012 / 16 H00
Finance 21.09 21.09 EQY
59 Multinational OPSM Multinational Financial Intermediate N°
2012 / 17 H00
Finance 21.09 21.09 EQY
60 Multinational OPSM Multinational Financial Intermediate N°
2012 / 18 H00
Finance 1.41 1.41 GGA
61 Multinational OPSM Multinational Financial Intermediate N°
2012 / 19 H00
Finance 1.41 1.41 GGA
62 Multinational OPSM Multinational Financial Intermediate N°
2012 / 20 H00
Finance 1.41 1.41 GGA
63 Multinational OPSM Multinational Financial Intermediate N°
2012 / 21 H00
Finance 1.41 1.41 GGA
SUB-TOTAL III 0.0 1,875.0 0.0 0.0 0.0 0.0 0.0 0.0 17.3 0.0 0.0 1,892.3
GRAND TOTAL 2,494.3 1,875.0 4.9 0.0 1,183.9 331.7 28.4 2,256.0 35.8 83.0 119.0 6,867.9
GRAND TOTAL WITHOUT CO-FINANCING 2,494.3 1,875.0 4.9 0.0 1,183.9 331.7 28.4 2,256.0 35.8 6,785.0
Annex 4
Update on Budget Reforms
1/3
On 15 June 200723
, the Board of Directors approved a set of Budget Reforms, to address
issues relating to: (i) lack of alignment between the Bank’s Strategy, Work Programmes and
resource allocation; (ii) highly centralized budget authority (approximately 85% of the budget
was centrally managed); (iii) staff headcount control; and (iv) poor accountability. In addition
to these, resources could not be easily deployed in response to changes in Work Programmes
and deliverables, while all budget transfers required the approval of the President.
The Reforms are being implemented in three phases.
Phase 1, which was implemented in 2008, has: (i) strengthened the link between
institutional priorities and resource allocation; (ii) enhanced institutional budget flexibility
through increased fungibility and devolved resource management authority to VPUs; (iii)
moved to a Multi-Year Programme and Budget framework (the first being the 2009-2011
Programme and Budget Document – PBD); and (iv) established a new accountability and
performance monitoring framework by linking deliverables to Key Performance Indicators
(KPIs).
Phase 2, which is currently underway - 2009 to 2012 - has: (i) expanded budget fungibility
(salaries included) through the implementation of Unit of Account (UA) Budgeting; (ii)
removed the Headcount Control and introduced Staff Planning and the Fixed Cost Ratio
(FCR) as compensatory measures; and (iii) now ensures that the use of resources is recorded
against output/activity codes (WBS elements) to link expenditures to deliverables. Finally, it
will improve monitoring and reporting and the credibility of data through the introduction of
the Activity Time Recording System (ATRS) and the launching of the Cost Accounting
Framework.
Phase 3 is scheduled for implementation from 2012 to 2015 and will include: (i) partial
decentralization of staff benefits; (ii) charge-back of some overhead expenses; (iii) country
budget management; and (iv) productivity incentive tax.
The end objective of these reforms is the transition to expanded budget fungibility and a
decentralized resource management framework through a strategy-driven Unit of Account
(UA) budgeting system, to underpin the achievement of results on the ground.
Following the implementation of the UA Budgeting system in January 2010, COBS is shifting
towards greater attention on monitoring efficiency and cost effectiveness of resource
utilization. Staff planning has been reinforced through the creation of a Staff Planning Focal
Group, which consolidates the projected staffing needs of VPUs to SMCC for validation.
To strengthen budget management capacity across Complexes, Budget and Resource
Management Coordinators are now in place in VPUs, while Management continues to review
its structure to ensure greater effectiveness. As the second phase of the Reforms is nearing
completion, Management has launched an internal mid-term review process to highlight the
benefits and challenges to date. The Review Report will be presented to the Board of
Directors at the end of the first quarter of 2012.
Activity Time Recording System (ATRS): The Activity Time Recording System, which was
reintroduced in May 2010, is currently being tested within limited organization units to
23
Ref. ADB/BD/WP/2006/129/Rev.1/add.2 – ADF/BD/WP/2006/150/Rev.1/add.2
Annex 4
Update on Budget Reforms
2/3
address identified bottlenecks. It will be ready for final deployment across the Bank during
the second half of 2012. As the ATRS is the most important input to the Cost Accounting
System (CAS), a number of interfaces with the System Applications and Products (SAP)
system were developed during 2011 to enable data transfer between both systems. To this
end, a web portal for all staff concerned is being finalized, focusing on data interface with
SAP Enterprise Resource Planning (ERP). This interface aims to centralize all information in
a unified and secured manner to allow automatic transfer of leave, public holidays and
missions from one system to another. A special supervisory profile is also being developed to
enable designated Focal Points in each Complex to monitor and ensure that staff record their
activities in ATRS within a reasonable time.
Cost Accounting System (CAS): The CAS will support UA Budgeting in determining the
overall costs of the Bank’s products and services, and subsequently providing a more reliable
basis for the Bank Group’s Cost Sharing Formula. Functional and technical specifications of
CAS are now completed and COBS is working with CIMM to design the cost allocation
process in SAP with the objective to make the Cost Accounting System Framework go live in
2012.
Expansion of Budget Fungibility
Decentralize benefits – Management is still reviewing the possibility of decentralizing, in the
future, part of staff benefits to the VPUs. Prior to this, Management will ensure that there is
strong evidence of: (i) discipline in staff planning and recruitment procedures, including strict
adherence to HR policies; and (ii) VPU work programmes and resource management
capacity.
Charge Back System – This system will decentralize the budget for some centrally managed
expenses to VPUs. This will require: (i) further cost-benefit analysis; and (ii) a more robust
information management system. This is also subject to ongoing review by Management.
Country Budget Management
Under this arrangement, Country Work Programme related resources will be managed by the
Regional Departments. This is conditional to: (i) further changes to the business processes;
(ii) significant restructuring of the delegation of authority matrix; (iii) better coordination
across Operations Complexes; and (iv) strong work programming and resource management
capacity Bank-wide.
Productivity Incentive Tax
The tax is intended to encourage Complexes to examine ways of improving efficiencies and
cutting costs. The mechanism will be an efficient method for capturing, at the corporate level,
productivity gains accruing at unit level, which would otherwise be difficult to identify.
As an effective performance management tool, the Productivity Incentive Tax will:
encourage internal benchmarking: to reward performance and encourage policy
compliance;
Annex 4
Update on Budget Reforms
3/3
be actionable: by focusing on expense line items (as performance indicators) where
Managers’ actions can ensure cost savings and/or efficiencies. When rolled out, it will
use the following indicators: Budget Implementation Rate, End of Year Cumulative
Expenses, Consultancy Expenses, Mission Related Expenses, STS Expenses,
Managers and Leads/PL Staff, and Carryovers;
be simple: use fewer measures that are simple to calculate; and
be relevant: will reflect current corporate priorities or initiatives.
A Concept Paper is under preparation. It will be reviewed by all Complexes before being
tabled to the SMCC for consideration. The paper will discuss the detailed calculation of the
Incentive Tax and the selected Efficiency Indicators.
Once the PIT will be operational, Complexes will be informed, at the start of the budgeting
period, of the Incentive Tax that will be deducted from their budgets. This will be
accompanied by necessary background data and modelling employed in calculating the
Incentive Tax.
Annex 5
Staff Allocation by Complex
1/4
Annex 5A: 2011 Staff Distribution by Complex
2011 Staffing*
(As at 17 November 2011)
HQ FO Grand
Total
PL GS Total PL GS Total
Boards of Directors 60 20 80 - - - 80
Operations Evaluation 20 12 32 - - - 32
Sub-Total Special Appropriations 80 32 112 - - - 112
Regional & Country Programs 114 39 153 164 176 340 493
Regional Departments 80 29 109 109 176 285 394
Policy and Compliance 10 3 13 - - - 13
Procurement and Fiduciary Services 24 7 31 55 - 55 86
Sector Operations 137 42 179 66 - 66 245
Infrastructure, PS & Regional Integration 204 42 246 70 - 70 316
Sub-Total Operations 455 123 578 300 176 476 1,054
Knowledge Management & Research 63 29 92 - - - 92
Sub-Total Operations and Office of Chief Economist 518 152 670 300 176 476 1,146
Financial Management 105 93 198 4 21 25 223
Corporate Services 148 149 297 - 29 29 326
Institutional Governance & Corporate Management 213 117 330 6 3 9 339
Presidency** 9 7 16 - - - 16
Communication Unit 15 8 23 - - - 23
Legal & Advisory Services 38 16 54 - - - 54
Other Units Reporting to PRST & the Board*** 151 86 237 6 3 9 246
Sub-Total Complexes Staffing 466 359 825 10 53 63 888
Young Professionals Programme (YPP) 70
70 - - - 70
Others (SCOU, CBKHQ, CHRMSL) 2 3 5 - - - 5
Total 1,136 546 1,682 310 229 539 2,221
* Within the requested 2012 total budget envelope, the Bank will not have provision or headroom for the creation of new
positions in 2012. Current staff distribution will change in 2012 due to reallocation in priority areas.
** PRST0 & SAPR
*** Office of the COO, COEO, COBS, CCCC, CRMU, IACD, OAGL, OMBU, OPSC, ORQR, PECOD, SECU, SEGL, STRG,
TRIB, JPRO, USRO & RO in Europe
Annex 5
Staff Allocation by Complex
2/4
Annex 5B: Historical Staffing Data by Complex
2007 Staffing*
2008 Staffing
2009 Staffing
2010 Staffing
2011 Staffing
(as at 17 November 2011)
HQ FO
HQ FO
HQ FO
HQ FO
HQ FO
PL GS PL GS Total PL GS PL GS Total PL GS PL GS Total PL GS PL GS Total PL GS PL GS Total
Boards of Directors 53 18 - - 71 53 17 - - 70 54 18 - - 72 60 20 - - 80 60 20 - - 80
Operations Evaluation 15 4 - - 19 15 4 - - 19 17 9 - - 26 19 10 - - 29 20 12 - - 32
Sub-Total Special Appropriations 68 22 - - 90 68 21 - - 89 71 27 - - 98 79 30 - - 109 80 32 - - 112
Regional & Country Programs 121 36 123 198 478 107 37 92 170 406 103 34 104 174 415 115 39 111 174 439 114 39 164 176 493
Regional Departments 72 27 123 198 420 65 26 79 149 319 66 26 84 153 329 81 29 87 153 350 80 29 109 176 394
Policy and Compliance** 32 5 - - 37 25 6 - - 31 15 3 - - 18 11 3 - - 14 10 3 - - 13
Procurement and Fiduciary Services 17 4 - - 21 17 5 13 21 56 22 5 20 21 68 23 7 24 21 75 24 7 55 - 86
Sector Operations 131 28 - - 159 142 28 43 - 213 149 40 45 - 234 142 43 51 - 236 137 42 66 - 245
Infrastructure, PS & Regional Integration 145 30 - - 175 157 28 49 - 234 167 32 49 - 248 185 40 50 - 275 204 42 70 - 316
Sub-Total Operations 397 94 123 198 812 406 93 184 170 853 419 106 198 174 897 442 122 212 174 950 455 123 300 176 1,054
Knowledge Management & Research 40 26 - - 66 47 26 - - 73 52 27 - - 79 56 27 - - 83 63 29 - - 92
Sub-Total Operations and Office of Chief
Economist 437 120 123 198 878 453 119 184 170 926 471 133 198 174 976 498 149 212 174 1,033 518 152 300 176 1,146
Financial Management 89 93 - - 182 80 86 3 19 188 88 85 5 21 199 96 93 5 20 214 105 93 4 21 223
Corporate Services 135 161 - - 296 137 148 - 24 309 136 146 - 25 307 139 152 - 25 316 148 149 - 29 326
Institutional Governance & Corporate
Management 87 77 - - 164 110 96 - - 206 147 106 - - 253 179 115 - - 294 213 117 6 3 339
Presidency** 5 6 - - 11 6 8 - - 14 9 9 - - 18 8 9 - - 17 9 7 - - 16
Communication Unit 7 7 - - 14 7 7 - - 14 10 8 - - 18 12 8 - - 20 15 8 - - 23
Legal & Advisory Services 24 12 - - 36 32 12 - - 44 34 12 - - 46 38 13 - - 51 38 16 - - 54
Other Units Reporting to PRST & the
Board*** 51 52 - - 103 65 69 - - 134 94 77 - - 171 121 85 - - 206 151 86 6 3 246
Sub-Total Complexes staffing 311 331 - - 642 327 330 3 43 703 371 337 5 46 759 414 360 5 45 824 466 359 10 53 888
Young Professionals Programme
(YPP)**** 28 - - - 28 48 - - - 48 69 - - - 69 88 - - - 88 70 - - - 70
Others (SCOU, CBKHQ, CHRMSL) 1 2 - - 3 3 7 - - 10 2 9 - 1 12 3 3 - - 6 2 3 - - 5
Total 845 475 123 198 1,641 899 477 187 213 1,776 984 506 203 221 1,914 1,082 542 217 219 2,060 1,136 546 310 229 2,221
* In 2007 the mapping of positions to their original Department did not exist.
** PRST0 & SAPR
*** Office of the COO, COEO, COBS, CCCC, CRMU, IACD, OAGL, OMBU, OPSC, PECOD, ORQR, SECU, SEGL, STRG, TRIB, JPRO, USRO & RO in Europe
**** Annual intake of YPP does not change and is 20 per year as per the programme policy (ADB/BD/WP/2008/29/Rev.1)
Annex 6
Explanatory Note on Inflation Rates used in the
2012-2014 Programme and Budget Document (PBD)
and Factors of 2012 Budget Increase
1/4
This Annex is a note of explanation on the mechanism for calculating the inflation rate, and
how it is distributed on the Bank's Budget. It also provides more detailed information about
the terms "price increase” and “volume increase" used in the Programme and Budget
Document (PBD).
I. The Context of Inflation
The Consumer Price Index (CPI) is a measure of the average change over time in the prices
paid by consumers for a market basket of consumer goods and services. It measures the rates
of change in prices rather than price levels. The CPI is used both as an official measure of
price changes in the economy and is used by government, private sector and individuals to
facilitate economic decision making. It is also used as a proxy of the cost of living index for
purposes of adjusting income levels by businesses and labour. The index is computed on the
basis of a basket of goods and services which is representative of the consumption of a given
target population24
.
International standards classify the individual consumption expenditure items by households
into the following 12 major broad categories of goods and services:
G1. Food and Non-Alcoholic beverage
G2. Alcoholic beverage, Tobacco and Narcotics
G3. Clothing and Footwear
G4. Housing (housing, construction, rent, maintenance), water, gas, electricity and
other fuels
G5. Furniture, household appliances and goods for routine maintenance
G6. Health and Health services
G7. Transport
G8. Communication
G9. Recreation and Culture
G10. Education
G11. Restaurants and Hotels
G12. Miscellaneous Goods and Services
The number of expenditure items in the 12 broad categories for which prices are collected
monthly by RMC National Statistical Offices varies between 400 and 1,000 from one country
to another25
.
24
Some countries exclude diplomats, expatriates, and any other category of consumers whose consumption
habits or life styles are temporary in comparison to the target population. 25
Detailed data on prices of goods and services were collected from the following 26 RMCs with Field Offices:
Algeria, Angola, Burkina Faso, Cameroon, Chad, Congo DRC, Egypt, Ethiopia, Gabon, Ghana, Guinea, Kenya,
Madagascar, Malawi, Mali, Morocco, Mozambique, Nigeria, Senegal, Sierra Leone, Sudan, Tanzania, Uganda
and Zambia.
Annex 6
Explanatory Note on Inflation Rates used in the
2012-2014 Programme and Budget Document (PBD)
and Factors of 2012 Budget Increase
2/4
II. The Inflation Rate used in the PBD
The inflation rate for the PBD was computed on the basis of expenditure categories G3 to
G12 and the methodology is discussed below. The underlying number of expenditure items
used in the computation varies from a few hundred up to 1,000 in some countries.
1. Methodology for Computing the Correction Factor of Non-Institutional
Expenditure Component of Budget
Steps Used to Calculate the Inflation Rates
1. Determine an inflation rate for Temporary Relocation Agency (I_TRA) on the
basis of a list of expenditure categories provided for the Budget.
2. Determine, in the same way, an inflation rate for all Field Offices (I_FO).
3. Compute the global inflation rate as a weighted average of the two.
The Formula
Let B_FO and B_TRA respectively represent the budgets for Field Offices and the Temporary
Relocation Agency (Tunis). Côte d’Ivoire is included in Field Offices. Let I_Global be the
overall inflation rate. Then the global inflation rate is calculated as:
TRABFOB
TRATRAxIBFOFOxIBGlobalI
__
_____
(1)
Calculation of the Rate for Temporary Relocation Agency (I_TRA)
This inflation is calculated using monthly consumer price indices for expenditure items in the
CPI for Tunisia. A geometric mean of the indices is then calculated to determine the annual
global index.
For example, if IT2010 and IT2011 are the annual indices for 2010 and 2011 at TRA, then I_TRA
is calculated as:
2010
20102011_T
TT
I
IITRAI
(2)
The computation gives a rate of inflation of 4.0% for the budget at TRA (Tunisia).
Calculation of the Rate for Field Offices (I_FO)
The same methodology in section 3 is used to obtain the inflation rate for Field Offices.
Individual expenditure category indices are extracted from CPIs of each RMC where there is
an ADB Field Office. Then, an overall index for each expenditure item is obtained by
computing the arithmetic mean of the monthly indices for the expenditure item from each of
the RMCs. Having obtained the mean expenditure values for each budget item, annual indices
for 2010 and 2011 are computed as geometric means of the mean expenditure item indices.
Then the global rate of inflation for Field Offices is given by:
2010
20102011_FO
FOFO
I
IIFOI
(3)
Annex 6
Explanatory Note on Inflation Rates used in the
2012-2014 Programme and Budget Document (PBD)
and Factors of 2012 Budget Increase
3/4
The computation using effective expenditures (without institutional expenditures) gives a rate
of inflation of 7.84% for the Field Offices.
Calculation of the Bank’s Consolidated Budget Inflation
Given B_FO = UA 13.15 million and B_TRA = UA 100.58 million and by applying Formula
(1), we get an overall inflation rate of 4.4% for the Bank’s consolidated budget.
2. Distribution of inflation on the Bank’s budget
For the preparation of the 2012-14 PBD, the calculation of inflation was estimated at UA 4.37
million. Table 6.1 below shows the distribution of inflation on the Bank's budget.
Table 6.1: Distribution of inflation on the Bank's budget
Sections
Inflation
(in UA)
Section 01 - Salaries -
Section 02 - Benefits -
Section 03 - Other Employee Expenses 530,811
Section 04 - Short Term Staff 66,582
Section 05 - Consultants 855,784
Section 06 - Staff Training 179,330
Section 07 - Official Missions 779,433
Section 08 - Accommodation / Office Occupancy 542,324
Section 09 - Equipment Rental, Repairs & Maintenance 327,908
Section 10 - Communication Expenses 348,413
Section 11 - Printing, Publishing & Reproduction 63,858
Section 12 - Office Supplies & Stationery 35,090
Section 13 - Library 27,297
Section 14 - Other Miscellaneous Expenses 610,768
Grand Total 4,367,596
III. The Impact of the Price and Volume Increase on the Budget
The concepts of "price increase" and "volume increase" are factors to increase the budget and,
according to our guiding principles, are defined respectively as follows:
1. Price increase: All factor that increase the cost of the expenditure while the volume
remains the same; for example, the salary base for the same number of staff changes
with different compensation packages (salary increase).
2. Volume increase: All increases due to an incremented number of elements; for
example, the opening of new Field Offices.
All increases in the proposed 2012 budget have been classified (see Table 2 below) under one
of the two above-mentioned clusters.
Annex 6
Explanatory Note on Inflation Rates used in the
2012-2014 Programme and Budget Document (PBD)
and Factors of 2012 Budget Increase
4/4
N.B: To obtain the inflation amount of UA 4.37 million, the inflation rate of 4.4% has been
applied to all the items in the budget except salaries and benefits.
Table 6.2: Factors of the 2012 Budget Increase
(in UA ‘000)
Cost items 2012 Proposed
budget*
% of Adjusted
2011 Approved
budget
“Adjusted” 2011 Approved Budget 286,479
2011 Baseline Budget (95% of 2011 Adjusted Budget) 272,155 -5.00%
Price Increase 8,461 2.95%
Inflation - on all other expenditures except salaries and benefits 4,368 1.52%
New Compensation Framework 4,093 1.43%
Volume Increase 17,266 6.03%
BCP 4,505
ICT Improvement 2,637
RRC 1,834
ERO 1,565
Political Risk Insurance 1,000
Special Country Initiatives (North Africa, Somalia, Sudan,
South Sudan, Zimbabwe)
900
Decentralization 791
Governance 537
Food Security 507
HEST 390
Operations Evaluation 354
Fiduciary Safeguard 350
Knowledge and Analytical Work 277
Improve work conditions 266
Fragile States 238
Improve Management of HR 212
Policy Outreach and Public Consultations 200
Information Disclosure 186
Climate Change 172
Gender 100
MTS 86
Risk Management 47
ADF/GCI commitment 41
ADOA 31
Quality Control of Boards & Institutional Support Activities 20
African Economic Outlook 18
Less Efficiency Gains (5,323) -1.86%
Grand Total 292,552 2.12%
* Figures may not add due to rounding
Annex 7
2012 – Planned Efficiencies and Measures with
Expected Savings in Administrative Expenses
1/1
Description
Savings
(in UA
’000)
Management's decision to keep the Global Budget envelope submitted to the Board
in the Framework Paper and to absorb the new requirements through trade-offs, cost
savings and efficiency gains efforts.
5,323
Consultants: (i) reduction in the use of consultants following recent increases in
regular staff; (ii) putting in place a monitoring system to limit consultants’ contracts
duration; and (iii) effective negotiations to offer reduced rates to consultants.
685
Operations: (i) closing aged and non-performing operations; (ii) move from task
fragmentation to consolidation; (iii) mobilize additional resources from trust funds;
(iv) using more sector budget support; (v) reduced work on agriculture; and (vi)
reduced project completion reports due to reduction in backlog.
.
830
Decentralization: Increasing delegation of lending and non-lending activities
(preparation, supervision, completion, ESWs, dialogue, conferences, etc.) to field
based staff including those in the pilot Regional Resource Centres.
234
Leveraging on IT, and Communications: (i) reduction in annual leased line fees
following the migration of Leased Lines (LL) to Multi-Protocol Label Switching
(MPLS); (ii) online subscriptions for publications and suspension as much as
possible of physical resources spending (books, newspapers and magazines); (iii)
internal design and editing of brochures and publications; (iv) deployment and
upgrade of Taleo as online recruitment system; and (v) telephone costs reduction as
a result of deploying GSM gateway telephoning facilities to make calls to mobile
phones in Tunisia.
463
Missions: (i) on-time booking of missions and combining trips to multiple
destinations; (ii) reduced ticket costs as a result of better negotiations with airlines;
and (iii) reduction in waivers for more expensive routes.
1,018
Public Relations and Promotional Items: (i) publicity spots to be replaced by
winning partnerships with cost sharing; (ii) cancellation of wall calendars; (iii)
replacement of paper greeting cards with electronic version; (iv) reduction in the
quantity of diaries; (v) creation of database for photographs of Bank events and
projects to reduce photographs and albums production; and (vi) reduction in the
number of media to invite and reinforced selection criteria for newsmen to invite.
300
Meetings and Conferences: (i) prioritization of attendance at meetings and
conferences; (ii) implementation of the Bank Events Management centralization; and
(iii) streamlined management of Annual Meetings Invitations and Events.
115
Total 8,968
Annex 8
Costs of Decentralization from 2009 to 2012
1/1
Original Budget (in UA million)
Item 2009 2010 2011 20121
Workload 2.42 2.54 2.69 2.10
Missions 2.18 1.84 2.00 1.72
Consultancy 0.24 0.69 0.68 0.38
STS - 0.01 0.02 -
General Expenses 9.95 10.82 10.66 16.59
o/w
Staff Training 1.28 1.18 0.72 0.60
Accommodation & Office Occupancy 3.86 4.11 4.32 5.04
Equipment Rental, Repairs & Maintenance 0.67 0.76 0.91 0.60
Communication Expenses (including
Satellite costs) 1.52 1.28 1.78 2.12
Salaries & Benefits 26.51 24.82 28.64 33.84
FO based Staff2 26.51 24.82 26.31 31.55
TRA based Staff3 - - 2.33 2.29
Total Administrative Budget 38.89 38.18 42.00 52.53
Share of total ADB Administrative Budget 15.37% 14.46% 14.53% 17.96%
Share of total Operations Budget4 24.40% 23.56% 23.60% 28.44%
Capital Investment Budget5
Section 16 - Office Equipment 0.18 - - 0.93
Section 17 - Office Furniture 0.42 - 0.53 2.12
Section 19 - IT & Communication 1.76 0.21 2.06 3.39
Section 20 - Buildings & Civil Works 2.82 8.05 9.76 4.91
Section 23 - Other Projects 0.77 0.64 1.75 0.70
Total Capital Budget 5.95 8.90 14.10 12.05
Share of total ADB Capital Budget 32.08% 30.91% 35.22% 58.50%
1 BCP related costs for South Africa Field Office - ZAFO (UA 1.9 million) are not included – ringfenced subject to later Board
approval (possibly in February 2012). 2 FO based staff include staff and positions in the two Regional Departments (OREA and ORSA) being relocated, from
January 1st, to Nairobi and Pretoria. Budget for staff from Sector and General Services yet to be identified, and will be moved
and added later. 3 TRA-based Staff ► twenty-six staff whose work programmes include specific Field Offices' related work, e.g. HR FO
Compensation Officer, FO Security Coordinator, FO Audit Coordinator, etc. 4 Operations defined as ORVP, OIVP, OSVP, ECON, and 100% Operational Units outside Operations Complexes
(OPEV, GECL1, GECL2, OPSC, CRMU, FFMA2, FTRY4, FFCO3 and ORQR). 5 Capital investment figures represent the annual approvals.
Annex 9
Annex 9A: 2012-2014 Budget Proposals by Complexes (in UA million)
1/4
2011 Adjusted 2012 Proposed Budget
Staff Costs Workload Overhead Total Staff Costs Workload Overhead Total
Increase in
amount
Increase
%
COMPLEXES BUDGET
Regional & Country Programs (ORVP)
29,18 5,59 17,96 52,72
31,00 4,92 18,88 54,80 2,08 3,94%
Regional Departments
16,33 1,79 3,37 21,49
17,65 2,08 3,38 23,11 1,62 7,55%
Field Offices
3,99 2,73 11,45 18,17
4,10 1,79 12,06 17,96 (0,21) -1,15%
Resource Mobilization (ORMU)
1,25 0,13 0,22 1,60
1,23 0,20 0,24 1,67 0,06 3,97%
Partnerships Unit (ORRU)
1,03 0,15 1,38 2,56
1,00 0,15 1,44 2,59 0,03 1,32%
Policy & Compliance (ORPC)
1,23 0,24 0,24 1,72
1,19 0,13 0,42 1,73 0,02 0,95%
Procurement & Fiduciary Services (ORPF) 5,34 0,54 1,30 7,18
5,82 0,58 1,33 7,73 0,55 7,66%
Sector Operations (OSVP)
19,98 7,79 4,91 32,69
19,96 7,02 5,50 32,48 (0,21) -0,64%
Infrastructure, PS & Regional Integration (OIVP) 25,22 8,70 6,01 39,92
25,77 9,12 6,30 41,19 1,27 3,19%
Knowledge Management & Research (ECON) 7,49 2,53 4,94 14,96
7,45 1,96 5,22 14,63 (0,33) -2,22%
Financial Management (FNVP)
14,76 1,77 6,01 22,53
14,57 1,57 6,21 22,35 (0,18) -0,80%
Corporate Services (CSVP)
21,11 4,82 5,53 31,46
21,04 3,02 5,96 30,02 (1,44) -4,59%
Institutional Governance & Corporate Management (UPRST) 25,11 6,24 8,99 40,34
26,48 6,47 9,61 42,56 2,22 5,51%
Presidency & SAPR
1,72 0,59 0,65 2,97
1,67 0,58 0,62 2,88 (0,09) -3,18%
Comminication Unit (ERCU)
1,64 0,65 0,62 2,91
1,75 0,46 0,61 2,82 (0,10) -3,32%
Security Unit (SECU)
1,41 0,32 0,46 2,19
1,40 0,51 0,47 2,38 0,19 8,82%
Integrity & Anti-Corruption (IACD) 1,47 0,23 0,37 2,06
1,60 0,17 0,39 2,16 0,10 4,82%
Strategy Unit (STRG)
0,49 0,04 0,13 0,66
0,52 0,03 0,13 0,68 0,02 2,99%
Chief Operating Officer (COO*)
8,12 2,81 3,80 14,73
8,84 3,00 4,11 15,94 1,21 8,21%
Legal & Advisory Services (GECL) 4,21 0,73 1,15 6,09
4,48 0,87 1,31 6,67 0,58 9,56%
Office of the Auditor General (OAGL) 1,85 0,29 0,45 2,58
1,79 0,23 0,48 2,49 (0,09) -3,47%
General Secretariat (SEGL)
3,83 0,50 1,30 5,63
4,09 0,53 1,35 5,96 0,33 5,82%
Ombu (OMBU)
0,35 0,09 0,06 0,51
0,35 0,09 0,14 0,58 0,07 13,92%
Special Appropriation
25,87 - 2,61 28,48
29,33 - 2,11 31,45 2,97 10,41%
YP programme
6,26 - 2,61 8,87
4,95 - 2,11 7,07 (1,80) -20,30%
New compensation framework
- - - -
4,09 - - 4,09 4,09 -
Staff Retirement Plan
19,61 - - 19,61
20,28 - - 20,28 0,67 3,43%
Total Complexes Budget 168,72 37,43 56,96 263,11
175,60 34,09 59,78 269,48 6,37 2,42%
BOARDS and URBD
Boards of Governors
- - 3,40 3,40
- - 3,38 3,38 (0,02) -0,69%
Boards of Directors
10,00 1,54 1,59 13,13
9,77 1,55 1,38 12,70 (0,43) -3,29%
Operation Evaluation (OPEV)
2,64 1,53 0,70 4,87
2,54 1,83 0,71 5,08 0,21 4,25%
Compliance Review & Mediation (CRMU) 0,56 0,19 0,62 1,36
0,54 0,19 0,62 1,34 (0,02) -1,55%
Tribunal
0,26 0,25 0,08 0,59
0,25 0,23 0,09 0,57 (0,02) -3,48%
Total BOARDS and URBD 13,45 3,52 6,39 23,36
13,10 3,81 6,17 23,07 (0,29) -1,25%
GRAND TOTAL 182,17 40,95 63,35 286,47
188,70 37,90 65,95 292,55 6,08 2,12%
Provision for Aniaman and two EROs
2,66
2011 Approved Budget
289,14
3,41 1,18% (*) Includes COO Directorate, OPSC, COBS, COEO, ORQR, CCCC, PECOD, JPRO, USRO & ERO in Europe
Annex 9
Annex 9A: 2012-2014 Budget Proposals by Complexes (in UA million)
2/4
2012 Proposed Budget
2013 Proposed Budget
Staff Costs Workload Overhead Total
Increase in
amount Staff Costs Workload Overhead Total
Increase in
amount
Increase
%
COMPLEXES BUDGET
Regional & Country Programs (ORVP)
31,00 4,92 18,88 54,80 2,08
31,47 5,31 20,34 57,12 2,32 4,23%
Regional Departments
17,65 2,08 3,38 23,11 1,62
17,92 2,22 3,50 23,64 0,53 2,30%
Field Offices
4,10 1,79 12,06 17,96 (0,21)
4,17 1,94 13,24 19,34 1,38 7,69%
Resource Mobilization (ORMU)
1,23 0,20 0,24 1,67 0,06
1,25 0,21 0,25 1,71 0,04 2,68%
Partnerships Unit (ORRU)
1,00 0,15 1,44 2,59 0,03
1,02 0,16 1,50 2,68 0,09 3,48%
Policy & Compliance (ORPC)
1,19 0,13 0,42 1,73 0,02
1,20 0,14 0,44 1,78 0,05 2,62%
Procurement & Fiduciary Services (ORPF) 5,82 0,58 1,33 7,73 0,55
5,91 0,63 1,42 7,96 0,22 2,90%
Sector Operations (OSVP)
19,96 7,02 5,50 32,48 (0,21)
20,27 7,02 5,79 33,07 0,59 1,83%
Infrastructure, PS & Regional Integration (OIVP) 25,77 9,12 6,30 41,19 1,27
26,69 9,78 6,52 42,99 1,79 4,35%
Knowledge Management & Research (ECON) 7,45 1,96 5,22 14,63 (0,33)
7,56 2,42 5,40 15,39 0,76 5,16%
Financial Management (FNVP)
14,57 1,57 6,21 22,35 (0,18)
14,79 1,59 6,48 22,86 0,51 2,29%
Corporate Services (CSVP)
21,04 3,02 5,96 30,02 (1,44)
21,36 3,19 5,72 30,26 0,24 0,81%
Institutional Governance & Corporate Management (UPRST) 26,48 6,47 9,61 42,56 2,22
27,30 6,66 10,12 44,09 1,53 3,58%
Presidency & SAPR
1,67 0,58 0,62 2,88 (0,09)
1,70 0,61 0,65 2,95 0,08 2,65%
Comminication Unit (ERCU)
1,75 0,46 0,61 2,82 (0,10)
1,78 0,48 0,59 2,85 0,03 1,16%
Security Unit (SECU)
1,40 0,51 0,47 2,38 0,19
1,42 0,53 0,49 2,44 0,06 2,60%
Integrity & Anti-Corruption (IACD) 1,60 0,17 0,39 2,16 0,10
1,62 0,18 0,41 2,21 0,05 2,16%
Strategy Unit (STRG)
0,52 0,03 0,13 0,68 0,02
0,52 0,04 0,14 0,70 0,01 2,07%
Chief Operating Officer (COO*)
8,84 3,00 4,11 15,94 1,21
9,39 3,04 4,38 16,81 0,87 5,43%
Legal & Advisory Services (GECL) 4,48 0,87 1,31 6,67 0,58
4,55 0,91 1,42 6,88 0,21 3,15%
Office of the Auditor General (OAGL) 1,79 0,23 0,48 2,49 (0,09)
1,81 0,24 0,61 2,66 0,17 6,62%
General Secretariat (SEGL)
4,09 0,53 1,35 5,96 0,33
4,15 0,55 1,37 6,07 0,11 1,90%
Ombu (OMBU)
0,35 0,09 0,14 0,58 0,07
0,36 0,10 0,07 0,52 (0,06) -10,27%
Special Appropriation
29,33 - 2,11 31,45 2,97
29,51 - 2,19 31,70 0,26 0,81%
YP programme
4,95 - 2,11 7,07 (1,80)
5,03 - 2,19 7,22 0,16 2,22%
New compensation framework
4,09 - - 4,09 4,09
4,09 - - 4,09 - 0,00%
Staff Retirement Plan
20,28 - - 20,28 0,67
20,38 - - 20,38 0,10 0,49%
Total Complexes Budget 175,60 34,09 59,78 269,48 6,37
178,95 35,96 62,57 277,48 8,00 2,97%
BOARDS and URBD
Boards of Governors
- - 3,38 3,38 (0,02)
- - 3,53 3,53 0,15 4,40%
Boards of Directors
9,77 1,55 1,38 12,70 (0,43)
9,92 1,62 1,44 12,97 0,27 2,16%
Operation Evaluation (OPEV)
2,54 1,83 0,71 5,08 0,21
2,58 1,91 0,72 5,21 0,13 2,54%
Compliance Review & Mediation (CRMU) 0,54 0,19 0,62 1,34 (0,02)
0,55 0,20 0,66 1,40 0,06 4,24%
Tribunal
0,25 0,23 0,09 0,57 (0,02)
0,26 0,25 0,09 0,59 0,02 3,05%
Total BOARDS and URBD 13,10 3,81 6,17 23,07 (0,29)
13,29 3,98 6,43 23,70 0,63 2,71%
GRAND TOTAL 188,70 37,90 65,95 292,55 6,08
192,24 39,94 68,99 301,17 8,62 2,95%
(*) Includes COO Directorate, OPSC, COBS, COEO, ORQR, CCCC, PECOD, JPRO, USRO & ERO in Europe
Annex 9
Annex 9A: 2012-2014 Budget Proposals by Complexes (in UA million)
3/4
2013 Proposed Budget
2014 Proposed Budget
Staff Costs Workload Overhead Total
Increase in
amount Staff Costs Workload Overhead Total
Increase in
amount
Increase
%
COMPLEXES BUDGET
Regional & Country Programs (ORVP)
31,47 5,31 20,34 57,12 2,32
31,47 5,60 21,40 58,47 1,35 2,4%
Regional Departments
17,92 2,22 3,50 23,64 0,53
17,92 2,34 3,65 23,91 0,27 1,2%
Field Offices
4,17 1,94 13,24 19,34 1,38
4,17 2,05 13,89 20,11 0,76 4,0%
Resource Mobilization (ORMU)
1,25 0,21 0,25 1,71 0,04
1,25 0,22 0,26 1,74 0,02 1,4%
Partnerships Unit (ORRU)
1,02 0,16 1,50 2,68 0,09
1,02 0,17 1,66 2,85 0,17 6,3%
Policy & Compliance (ORPC)
1,20 0,14 0,44 1,78 0,05
1,20 0,14 0,46 1,81 0,03 1,5%
Procurement & Fiduciary Services (ORPF)
5,91 0,63 1,42 7,96 0,22
5,91 0,66 1,48 8,05 0,10 1,2%
Sector Operations (OSVP)
20,27 7,02 5,79 33,07 0,59
20,27 7,02 6,01 33,30 0,23 0,7%
Infrastructure, PS & Regional Integration (OIVP)
26,69 9,78 6,52 42,99 1,79
26,69 10,43 6,75 43,87 0,89 2,1%
Knowledge Management & Research (ECON)
7,56 2,42 5,40 15,39 0,76
7,56 2,41 5,64 15,62 0,23 1,5%
Financial Management (FNVP)
14,79 1,59 6,48 22,86 0,51
14,79 1,64 6,78 23,21 0,35 1,5%
Corporate Services (CSVP)
21,36 3,19 5,72 30,26 0,24
21,36 3,31 5,97 30,64 0,38 1,3%
Institutional Governance & Corporate Management (UPRST)
27,30 6,66 10,12 44,09 1,53
27,32 6,96 10,40 44,67 0,59 1,3%
Presidency & SAPR
1,70 0,61 0,65 2,95 0,08
1,70 0,63 0,67 3,01 0,06 1,9%
Comminication Unit (ERCU)
1,78 0,48 0,59 2,85 0,03
1,78 0,50 0,62 2,90 0,05 1,7%
Security Unit (SECU)
1,42 0,53 0,49 2,44 0,06
1,42 0,56 0,51 2,49 0,05 1,8%
Integrity & Anti-Corruption (IACD)
1,62 0,18 0,41 2,21 0,05
1,62 0,19 0,42 2,23 0,03 1,2%
Strategy Unit (STRG)
0,52 0,04 0,14 0,70 0,01
0,52 0,04 0,14 0,70 0,01 1,1%
Chief Operating Officer (COO*)
9,39 3,04 4,38 16,81 0,87
9,41 3,17 4,54 17,12 0,31 1,9%
Legal & Advisory Services (GECL)
4,55 0,91 1,42 6,88 0,21
4,55 0,95 1,35 6,85 (0,03) -0,4%
Office of the Auditor General (OAGL)
1,81 0,24 0,61 2,66 0,17
1,81 0,25 0,63 2,69 0,03 1,2%
General Secretariat (SEGL)
4,15 0,55 1,37 6,07 0,11
4,15 0,57 1,43 6,16 0,08 1,4%
Ombu (OMBU)
0,36 0,10 0,07 0,52 (0,06)
0,36 0,10 0,07 0,53 0,01 1,4%
Special Appropriation
29,51 - 2,19 31,70 0,26
29,51 - 2,29 31,79 0,09 0,3%
YP programme
5,03 - 2,19 7,22 0,16
5,03 - 2,29 7,32 0,09 1,3%
New compensation framework
4,09 - - 4,09 -
4,09 - - 4,09 - 0,0%
Staff Retirement Plan
20,38 - - 20,38 0,10
20,38 - - 20,38 - 0,0%
0,0%
Total Complexes Budget
178,95 35,96 62,57 277,48 8,00
178,96 37,37 65,24 281,58 4,10 1,5%
BOARDS and URBD
Boards of Governors
- - 3,53 3,53 0,15
- - 3,68 3,68 0,16 4,4%
Boards of Directors
9,92 1,62 1,44 12,97 0,27
9,92 1,69 1,50 13,11 0,13 1,0%
Operation Evaluation (OPEV)
2,58 1,91 0,72 5,21 0,13
2,58 2,00 0,78 5,35 0,14 2,8%
Compliance Review & Mediation (CRMU)
0,55 0,20 0,66 1,40 0,06
0,55 0,21 0,70 1,45 0,05 3,8%
Tribunal
0,26 0,25 0,09 0,59 0,02
0,26 0,26 0,09 0,61 0,01 2,5%
0,0%
Total BOARDS and URBD
13,29 3,98 6,43 23,70 0,63
13,29 4,15 6,76 24,20 0,50 2,1%
GRAND TOTAL
192,24 39,94 68,99 301,17 8,62
192,26 41,52 72,00 305,78 4,60 1,5% (*) Includes COO Directorate, OPSC, COBS, COEO, ORQR, CCCC, PECOD, JPRO, USRO & ERO in Europe
Annex 9
Annex 9B: 2012-2014 Budget Proposals by Category of Expenses (in UA million)
4/4
Major Components
2011
Adjusted* Budget
2012
Budget
Increase
over
Baseline
Increase
%
Contribution
to the
Increase
2013
Budget
Increase
over 2012
Increase
%
Contribution
to the
Increase
2014
Budget
Increase
over 2013
Increase
%
Contribution
to the
Increase
(a) (b) (c=b-a) (d=c/a) (e=c/∑a)
(f) (g=f-b) (h=g/b) (i=g/∑b)
(j) (k=j-f) (l=k/f) (m=k/∑f)
Direct Operating Expenses 226.98
229.21 2.22 0.98% 0.78%
235.07 5.87 2.56% 2.01%
236.85 1.78 0.76% 0.59%
Staff Related Cost of which 182.78
189.17 6.39 3.49% 2.23%
192.73 3.56 1.88% 1.22%
192.76 0.04 0.02% 0.01%
Salaries 108.96 112.92 3.96 3.64%
113.48 0.56 0.49% 113.49 0.01 0.01%
Benefits 73.82 76.24 2.42 3.28%
79.25 3.01 3.94% 79.28 0.03 0.03%
Workload 44.20
40.04 (4.16) -9.42% -1.45%
42.34 2.30 5.76% 0.79%
44.09 1.74 4.12% 0.58%
Consultants 21.13 17.44 (3.69) -17.45%
17.95 0.51 2.94% 18.62 0.66 3.70%
Short Term Staff 1.69 0.78 (0.90) -53.43%
0.82 0.03 4.40% 0.86 0.04 4.40%
Business Travel 19.95 20.92 0.97 4.84%
22.47 1.55 7.39% 23.41 0.94 4.19%
Other Direct Expenses 1.44 0.89 (0.54) -37.68%
1.11 0.21 23.52% 1.21 0.10 9.23%
Support Cost 46.27
49.74 3.47 7.49% 1.21%
52.01 2.28 4.58% 0.78%
54.22 2.20 4.23% 0.73%
Human Resource Management 15.96 13.32 (2.65) -16.59%
13.90 0.58 4.38% 14.51 0.61 4.38%
Facility Management 19.54 23.93 4.40 22.51%
25.26 1.32 5.53% 26.28 1.03 4.07%
IT & Treasury Information System Mgt. 7.90 9.73 1.83 23.16%
10.05 0.32 3.32% 10.49 0.44 4.38%
Other Overhead (Publishing,
Reproduction, etc) 2.87 2.76 (0.11) -3.86%
2.81 0.05 1.68% 2.93 0.12 4.40%
Other Institutional General Expenses 13.22
13.61 0.39 2.96% 0.14%
14.09 0.48 3.52% 0.16%
14.71 0.62 4.40% 0.21%
Meeting Bank Business 6.31 7.02 0.71 11.30%
7.26 0.25 3.49% 7.58 0.32 4.40%
Audit, Legal & Advisory Service Fees 0.97 0.77 (0.20) -20.64%
0.81 0.03 4.40% 0.84 0.04 4.40%
Indirect Borrowing Expenses & Hedging
Premium 0.96 0.88 (0.09) -8.97%
0.91 0.04 4.40% 0.95 0.04 4.40%
RMC Training & Other Institutional
Expenses 4.97 4.94 (0.03) -0.70%
5.10 0.16 3.26% 5.33 0.22 4.40%
TOTAL REFERENCE BUDGET 286.47
292.55 6.08 2.12% 2.12%
301.17 8.62 2.95% 2.95%
305.78 4.60 1.53% 1.53%
(*) 2011 Approved Budget (UA 289.14 million) = 2011 Adjusted (UA 286.47 million) + Provision for Aniaman (UA 2.05 million) + Provision for two EROs (UA 0.61 million)
Annex 10
List of Institutional KPIs and 2012-2014 Yearly Targets
1/3
Indicators Unit Baseline
Targets 2012-2014
2012 2013 2014
I - Development Financing Operations
Total Bank Group Financing (1) UA million 5,520 5,725 5,625 5,525
ADB Public Lending UA million 2,490 2,324 2,260 2,193
ADB Private Lending UA million 1,110 1,276 1,340 1,407
ADF Financing UA million 1,900 2,100 2,000 1,900
NTF Financing UA million 20 25 25 25
Bank Group Financing Leverage
Capacity
ADB Private Sector Arranged
Financing (Syndication) UA million 400 250 375 625
ADB Private Sector Engagement with
LIC (2)
% 30% 30% 30% 30%
PS Co-financing Project Investments UA million 6,700 6,700 7,000 7,200
ADB Private Sector Trade Financing UA million 125 375 700
II - Operational Strategy Papers
RISPs Number 1 1 0 0
CSPs and Related Documents (3) Number 31 27 21 9
CPPRs Number 5 9 12 15
ESWs and Related Papers Number 44 40 42 47
CPPRs prepared by FOs % 25% 40% 50% 60%
Policies papers Number 4 4 3 3
III - Economic Knowledge Products
Publication (Books, WPs, Briefs,
Flagships, Bank Annual Report)
Number
130 142 149 157
Support for Results Measurement and
Development Effectiveness in Bank
Operations (ADOA, Statistical
Support)
Number
54 167 175 184
Capacity Development and Knowledge
Sharing (Training, Statistical Capacity
Building, Conferences, Seminars,
Eminent Speakers)
Number
268 229 240 252
IV - Disbursements
Bank Group Amount UA million 3,397 3,048 3,637 4,131
ADB Public Amount UA million 1,322 1,224 1,661 2,150
ADB Private Amount UA million 574 640 720 750
ADF Amount (4) UA million 1,497 1,175 1,245 1,216
NTF Amount (4) UA million 4.3 9 11 15
Bank Group Ratio (Investment only) % 30% 30% 30% 30%
ADB Public Disbursement Ratio % 20% 20% 20% 20%
ADB Private Disbursement Ratio % 50% 50% 50% 50%
ADF Disbursement Ratio % 20% 20% 20% 20%
V - Portfolio Management
Projects at Risk % 40% 35% 35% 30%
Operations Supervised Twice a Year % 50% 60% 60% 65%
Supervisions Led by Field Offices % 20% 35% 35% 40%
Projects Managed by Field Offices % 20% 25% 25% 30%
New Projects with Core Sector
Indicators (CSIs) % 75% 75% 75% 75%
Impaired Loan Ratio (Non-Sovereign
only) % <5% <5% <5% <5%
Annex 10
List of Institutional KPIs and 2012-2014 Yearly Targets
2/3
Indicators Unit Baseline
Targets 2012-2014
2012 2013 2014
VI - Process Efficiency
Lapse of Time between Approval and
First Disbursement Months 11 11 11 11
Lapse of Time for Procurement (Goods
and Works) Months 8 8 8 8
Lapse of Time for Procurement
(Services)
Months 10 10 10 10
Timely PCR Coverage % 85% 90% 90% 90%
Efficiency in disclosing information on
the website
Days
4 4 4 4
Efficiency Ratio (Cost to Income) –
ADB only (5)
%
30%
30% 30% 30%
VII - Cross-cutting Areas
Gender Mainstreaming in Operations
(6) % 100% 100% 100% 100%
Projects accessing Climate Finance (7) Number 3 9 9 9
VIII - Human Resources (PL)
Field Based (8) % 30% 32% 35% 37%
Gender Balance % 27% 29% 30% 31%
Staff Age Diversity (9) % 40% 48% 49% 50%
Staff Premature Attrition Rate (10) % 11% 1.50% 1.40% 1.30%
Staff Attrition Rate (11) % 1.60% 5% 5.50% 6%
Vacancy Rate - PL at post and offers
made and positions committed % 18%
8%
10%
10%
Vacancy Rate - staff at post % 13% 10% 12% 13%
IX - Budget and Expenses
Administrative Budget Implementation % 95% 95% 95% 95%
Field Offices Expenses % 17% 18% 20% 20%
Operations (12) Expenses % 60% 60% 60% 60%
Fixed Costs Ratio % 87% 87% 87% 87%
New untied trust funds
(bilateral/multilateral) UA million 100 80 90 100
% of Bank Operational Consultancy
committed by Trust Funds % 55% 55% 55% 55%
Capital Budget Implementation % 33% 33% 33% 33%
X - Implementation of Institutional
Commitments (13)
GCI-VI Commitments Number N/A 5 NA NA
ADF-XII Commitments Number N/A 11 NA NA
(1) Excluding HIPC and ADB special assistance SRF, NTF & Other Grants.
(2) Expressed as percentage of ADB PS Total Lending.
(3) CSPs and related documents are RBCSPs, Joint Assessment Strategy Papers, Interim Review Strategy Papers, Mid-
Term Review CSPs, Updated CSPs and Completion Reports.
(4) ADF and NTF disbursement targets are extracted from the Financial Projections Report 3Q2011 - ALCO.
(5) % of operating costs over total revenues where operating costs = Employees expenses (salaries & benefits) + General
Administrative expenses + Amortisation of fixed assets and total revenues = Net interest income + Net fees and
commissions + Market related revenues.
(6) % of new projects and new RBCSPs which identify at least one gender equality outcome indicator in the logframe.
(7) Number of newly approved projects accessing Climate Finance Instruments (like CDM, Green Development Fund,
etc.).
Annex 10
List of Institutional KPIs and 2012-2014 Yearly Targets
3/3
(8) Considered as % of Operational PL staff (PL staff in the three Operations Complexes + ECON PL staff + PL staff in
100% Operational Units outside Operations Complexes (ADB/BD/IF/99/330)).
(9) % of PL staff less than 45 years of age (excluding Board Officers).
(10) % of PL Staff resignations in the first three years of contract in comparison to total PL Staff at post during the same
period.
(11) PL staff leaving the Bank in comparison to total PL staff at post (excl. Elected Staff) during the same period.
(12) Operations defined as ORVP, OIVP, OSVP, ECON, and 100% Operational Units outside Operations Complexes
(OPEV, GECL.1, GECL.2, OPSC, CRMU, FFMA.2, FTRY.4 , FFCO.3, FFCO.4, CCCC, PECOD and ORQR).
(13) Commitments agreed during GCI and ADF negotiation process. COO will oversee implementation.
Annex 11
Assumptions & Allocation of Administrative Expenses and
Detailed Operational & Net Income Estimates 2011-2014
1/4
Annex 11A: Assumptions and Allocation of Administrative Expenses
The underlying assumptions of the Bank Group’s net income estimates for 2011-2014 are
summarised as follows:
Lending Programme:
The lending assumptions are summarized in Table 11A-1 and are consistent with the Bank’s
Medium Term Strategy. ADB approvals for 2012 are projected to be around UA 3.60 billion,
while ADF and NTF are UA 2.01 billion and UA 25.00 million respectively.
Table 11A-1: Projected Bank Group Lending
(in UA million)
2011 2012 2013 2014
ADB
Public Sector 2,490 2,324 2,260 2,193
Private Sector 1,110 1,276 1,340 1,407
Total 3,600 3,600 3,600 3,600
ADF 1,900 2,100 2,000 1,900
NTF 20 25 25 25
Disbursements:
Disbursement forecasts are based on historical disbursement profiles for new commitments
and specific schedules for existing signed loans adjusted to take into account information on
the execution of projects.
Rates of Return:
The rate of return on ADB and ADF investments for each year is the weighted average return
on the held-to-maturity investment portfolio and the trading investment portfolio. For 2011,
net income projections take into account valuation gains/losses on the investment portfolio,
impairment on the HTM portfolio, as well as unrealized gains/losses related to the fair
valuation of borrowings and derivatives as of 30 September 2011, and are assumed to remain
unchanged until the year end.
The financial projections for ADF incorporate the estimated foregone income effect of the
Multilateral Debt Relief Initiative (MDRI), debt cancellation initiative, but assume continued
special purpose reporting. The share of grants in ADF operations is assumed to remain at 35%
through the period.
Financial Charges:
Financial charges include projected charges on existing borrowings, computed on the basis of
outstanding balances and contractual borrowing rates, as well as projected charges on new
borrowings. The average cost of new borrowings is assumed to remain constant at LIBOR
flat.
Annex 11
Assumptions & Allocation of Administrative Expenses and
Detailed Operational & Net Income Estimates 2011-2014
2/4
Provisioning:
Provisioning for loan losses for ADB and NTF shall be calculated according to the revised
IAS 39 implemented in 2005. ADF presents special purpose financial statements and is not
subject to provisioning. Provisions estimates for ADB assume that borrowers in default status
as at 31 August 2011 will remain in that status throughout the period 2012-2014.
Cost Sharing:
Based on projections of each institution’s operational activities and relative size, the cost-
sharing formula for joint expenditures is contained in Table 11A-2 below. The cost sharing of
expenses between the institutions of the Bank Group is based on the revised cost sharing
approved by the Board of Directors on 9 November 201026
.
Table 11A-2: Bank Group Cost Sharing Formula
2011 2012 2013 2014
ADB 28.00% 28.28% 28.11% 28.07%
ADF 70.45% 70.18% 70.34% 70.38%
NTF 1.55% 1.54% 1.55% 1.55%
Allocation of Administrative Expenses for 2011:
The Bank Group’s budgeted Administrative Expenses amount to UA 289.14 million, UA
292.55 million, UA 301.17 million and UA 305.78 million for 2011, 2012, 2013 and 2014
respectively. In 2012, UA 193.45 million shall be classified as operational expenses, UA
83.20 million as non-operational expenses and UA 15.91 million as direct expenses.27
Using the cost-sharing formula approved in 2010, these expenses are shared among the three
institutions as indicated above. The allocation of the 2011 Bank Group Administrative
Expenses by institution is provided in Table 11A-3 hereunder.
Table 11A-3: Allocation of Bank Group Administrative Expenses for 2012
(UA million)
BUDGET PART Total
Budget ADB ADF NTF(*)
Total Bank Group Administrative Expenses Budget 292.55
Less Direct Administrative Expenses 16.06
Sub-Total 276.49 78.19 194.03 4.27
Shared Depreciation 4.68 1.32 3.29 0.07
Total Shareable Expenses 281.17 79.51 197.32 4.34
Plus Direct Expenses:
Direct Administrative Expenses 15.96 15.81 0.15 0.00
Non-Shareable Depreciation (ADB only) 0.10 0.10 0.00 0.00
Total Administrative Expenses 297.23 95.42 197.47 4.34
(*) In the event that the share of actual Bank Group Administrative Expenditure attributable to NTF exceeds 20% of NTF gross income, the
excess is borne by ADB.
26
ADB/BD/WP/2010/62/Rev.3/Add.1 27
These are expenses relating to: (i) borrowing (UA 1.00 million), depreciation of building (UA 0.10 million),
trust funds management fees (UA 0.93 million) and private sector expenses (UA 13.88 million) that are charged
directly to the ADB.
Annex 11
Assumptions & Allocation of Administrative Expenses and
Detailed Operational & Net Income Estimates 2011-2014
3/4
Annex 11B: Detailed Operational and Net Income Estimates 2011-2014
(in UA million)
2011 2012 2013 2014
ADB ADF NTF Total ADB ADF NTF Total ADB ADF NTF Total ADB ADF NTF Total
Loan Income 301.32 60.00 1.80 363.12 327.06 74.11 3.03 404.20 361.76 80.47 3.07 445.30 401.29 88.55 3.12 492.97
Interest Income on Investments 162.21 79.52 0.46 242.19 183.86 90.68 0.45 274.99 202.18 94.67 0.45 297.31 223.78 118.05 0.42 342.25
Other Income 23.80 23.80 23.84 23.84 23.84 23.84 23.84 23.84
Total Income 487.33 139.52 2.26 629.11 534.76 164.79 3.48 703.03 587.79 175.15 3.52 766.45 648.91 206.60 3.55 859.06
Financial Charges 205.04 0.02 205.05 253.66 0.02 253.68 265.78 0.02 265.80 287.78 0.02 287.80
Provision for Loan Losses 13.00 0.01 13.01 13.00 0.02 13.02 13.00 0.01 13.01 13.00
13.00
Total Operational Expenses 218.04 0.03 218.06 266.66 0.04 266.70 278.78 0.03 278.81 300.78 0.02 300.80
Operational Income 269.29 139.52 2.23 411.05 268.10 164.79 3.44 436.33 309.01 175.15 3.49 487.64 348.13 206.60 3.53 558.26
Share of Administrative Expenses 92.31 196.38 0.45 289.14 94.43 197.42 0.70 292.55 96.76 203.71 0.70 301.17 98.24 206.83 0.71 305.78
Depreciation 4.68 4.68 4.68 4.68 4.68 4.68 4.68 4.68
Total Admin. Expenditures 96.99 196.38 0.45 293.82 99.11 197.42 0.70 297.23 101.44 203.71 0.70 305.85 102.92 206.83 0.71 310.46
Sundry (gain) expenses (2.66) (2.66)
Provisions for impairment on treasury investments 3.13 3.13
Unrealized gain (loss) on fair-valued borrowings and related derivatives 1.59 1.59
Unrealized gain (loss) on derivatives on non fair-valued borrowings and others 16.80 16.80
Unrealised gain (loss) on macro-hedge swaps 6.81 6.81
Net realized and unrealized losses on investments (5.20) (5.20)
Translation gains/(losses) (28.38) (28.38)
ADF discount on accelerated encashment (29.40) (29.40) (29.40) (29.40) (32.20) (32.20) (30.00) (30.00)
Total Non-Operational Gains/(Losses) (7.91) (29.40) (37.31) (29.40) (29.40) (32.20) (32.20) (30.00) (30.00)
Net Income / (Deficit) 164.39 (86.26) 1.78 79.92 168.99 (62.03) 2.74 109.70 207.57 (60.76) 2.79 149.59 245.21 (30.23) 2.82 217.80
Allocable Income 167.57 168.99 207.57
245.21
Annex 11
Assumptions & Allocation of Administrative Expenses and
Detailed Operational & Net Income Estimates 2011-2014
4/4
Chart 11B: Bank Group 2012 Operational Budget
and Net Income Estimates
99.11
197.42
0.70
297.23
268.10
164.79
3.44
436.33
168.99
(62.03)
2.74
109.70
-100
-
100
200
300
400
500
ADB ADF NTF Total
UA
Mill
ion
Operational Income Total Admin. Expenditures Net Income
Note: ADF and Total Net Income includes a loss made on discount on accelerated encashment of UA 29.4 Million
Annex 12
2012-2014 Proposed Capital Budget
1/5
Annex 12A: Proposed Budget by Type of Investment
(in UA thousand)
Investment Type
2011 Budget Proposed Budgets Total Proposed
Budget
2012 Proposed Budget by location
Approved Revised 2012 2013 2014 2012-2014 TRA HQ FO ERO IT
(a) (b) (c) (d) (e) (f)=(c)+(d)+(e) (g) (h) (i) (j) (k)
Section 16 - Office Equipment 400 400 1,080 350 50 1,480 400 1,080
Section 17 - Office Furniture 1,027 1,027 3,120 850 500 4,470 1,000 3,370 100
Section 19 - IT & Communications Equipment 8,626 8,626 10,431 3,400 1,655 15,486 15,486
Section 20 - Buildings & Civil Works 28,714 28,714 5,210 17,300 500 23,010 300 9,000 13,410 300
Section 23 - Other Projects 1,250 1,250 750 400 500 1,650 50 1,600
Total 40,016 40,016 20,591 22,300 3,205 46,096 1,750 9,000 19,460 400 15,486
Percentages 4% 20% 42% 1% 34%
Annex 12
2012-2014 Proposed Capital Budget
2/5
Annex 12B: Detailed 2012-2014 Proposed Investment Programme
(in UA)
Projects
Location
2011
Approved
Budget
Overall
Budget
Proposed 3-Years Rolling Budget
2012 Proposal
2013
Proposal
2014
Proposal
Total
proposed
(2012-
2014)
budget HQ TRA FO
E.R.O
. IT
TOTAL
2012
Section 16 - Office Equipment
400,000 1,580,000
150,000 930,000
1,080,000 350,000 50,000 1,480,000
100835-CGSP1-TRA Photocopy & reproduction machine TRA 900,000
100915-CGSP1-FO Office Equipment FO 150,000
100919-CGSP1-FO Office Equipment B 5 FO 30,000
100921-CGSP1-TRA Office Equipment TRA 150,000 250,000
101121-CGSP1-TRA UPS & Accessories
100,000 100,000 100,000
100,000
101122-CGSP1-TRA Simultaneous Interpretation equipment TRA 150,000 150,000 150,000 150,000 150,000 300,000
1N0097-CGSP1-FO Technical Equipment RRCs FO 800,000 800,000
800,000
1N0102-CGSP1-FO Office equipment FO 100,000 100,000 100,000 50,000 250,000
1N0115-CGSP1-FO Office Equipment SSFO FO 30,000 30,000 30,000
Section 17 - Office Furniture
1,026,658 2,246,658 1,000,000 2,120,000 3,120,000 850,000 500,000 4,470,000
100914-CGSP1-FO Office Furniture FO
270,000
100916-CGSP1-TRA Office Furniture TRA 500,000 1,300,000
100923-CGSP1-FO Office Furniture B 5 FO
150,000
101091-CGSP1-E.R.O. Furniture (Ext Rep Office) E.R.O 176,658 176,658 100,000
100,000
101092-CGSP1-FO Office furniture FO 350,000 350,000 800,000 800,000 750,000 500,000 2,050,000
1N0096-CGSP1-FO Furniture RRCs FO 1,200,000 1,200,000 1,200,000
1N0114-CGSP1-FO Furniture SSFO FO 120,000 120,000 120,000
1N0117-CGSP1-TRA Office furniture TRA
1,000,000
1,000,000 1,000,000
Section 19 - IT & Communications Equipment
8,625,870 22,580,987 10,431,000 10,431,000 3,350,000 1,655,000 15,436,000
100611-CIMM0 - TRA Software and Training IT
448,306
100928-SAP Functional Upgrade IT 1,500,000 4,900,000 500,000 500,000 500,000
100929-Surveillance &Verification Software-OAGL IT 25,000 126,282
100931-Internet/Intranet IT 60,000 269,103 50,000 50,000 50,000
100932-CIMM0 - Enhancement of E-Recruitment & NPO IT 50,000 299,108 50,000 50,000 50,000
100933-General Bank Software IT
40,000 64,000 64,000 64,000
100934-Security Enhancement IT 50,000 500,000
100936-CIMM0 - Loan Disbursement & Portfolio Mngmt IT
105,177
Annex 12
2012-2014 Proposed Capital Budget
3/5
Projects
Location
2011
Approved
Budget
Overall
Budget
Proposed 3-Years Rolling Budget
2012 Proposal
2013
Proposal
2014
Proposal
Total
proposed
(2012-
2014)
budget HQ TRA FO
E.R.O
. IT
TOTAL
2012
100939-Telecom (PABX & VSAT) Enhancement IT
1,214,634
100940-Special Depts Hardware & Software acq IT 150,000 366,561 150,000 150,000 - - 150,000
100941-Broadband Integrated Telecommunications IT 823,640
100942-ADB Corporate Conference Services IT 130,682
100944-Deployment of IT Equipment IT 700,000 2,383,656 800,000 800,000 800,000 800,000 2,400,000
100945-P8 FILENET Plateform DARMS Migration IT 50,000 135,000 50,000 50,000 50,000
100946-Server Consolidation Project IT 420,000 920,755 580,000 580,000 580,000
100947-ADB Client Desktop Automatic Backup IT 30,000 277,113
100948-CAD system IT 700,000
101031-SAP Functional Upgrade - UA budgeting IT 300,000
101052-Information Security Protection Program IT 200,000
101058-Implementation of Outsourcing IT 250,000
101059-Storage Area Networking IT 1,000,000
101060-Infrastructure Improvements IT 150,000 950,000
101071-Network Resilience & Security Enhancement IT
800,101 660,000 660,000 660,000
101093-FFMA2- Project Risk & Rating Assessment phase 2 IT 200,000 200,000
101094-Broadband Integrat Comm Bits Phase II IT 300,000 300,000 450,000 450,000 450,000
101095-IT IP PBX Installation & Enhancement IT 650,000 650,000 400,000 400,000 400,000
101096-Video Conference Equipment Enhancement IT 360,000 360,000 350,000 350,000 350,000
101097-Collaboration Tool - Sharepoint IT 600,000 600,000 500,000
500,000
101098-Business Process Management IT 100,000 100,000 70,000 70,000 70,000
101099-ICT Provisioning for New Building in Tunis IT 440,000 440,000 50,000
50,000
101100-Information Security Projects IT 470,000 470,000
101101-BCP System & Automatic Alert Notification IT 300,000 300,000
101102-ICT Provisioning Field Office Expansion IT 414,150 414,150 1,845,000 1,845,000 485,000 200,000 2,530,000
101103-Enhancing Corporate Procurement Process IT 200,000 200,000
101104-Portfolio & Project Management System IT 100,000 100,000 50,000 50,000 50,000
101105-African Economic Outlook IT 250,000 250,000 130,000
130,000
101106-Summit Risk Modules IT 182,212 182,212
101107-Misys Learning Suite IT 90,000 90,000
101108-E-Learning For Staff & RMCs IT 100,000 100,000
101109-Medigate Project IT 70,000 70,000 50,000 50,000 50,000
101110-Hardware Risk Dashboard IT 300,000 300,000
Annex 12
2012-2014 Proposed Capital Budget
4/5
Projects
Location
2011
Approved
Budget
Overall
Budget
Proposed 3-Years Rolling Budget
2012 Proposal
2013
Proposal
2014
Proposal
Total
proposed
(2012-
2014)
budget HQ TRA FO
E.R.O
. IT
TOTAL
2012
101111-Development Results & Management System IT 150,000 150,000 150,000
150,000
101112-CIMM0-E.R.O. - IT equipments IT 164,508 164,508
1N0026-101060 Infrastructure Improvement IT 250,000 250,000 250,000
1N0072-Risk Reporting Tools IT 160,000 160,000 100,000 40,000 300,000
1N0078-NumeriX Credit Valuation Adjustment (CVA) IT 150,000 150,000 150,000 100,000 400,000
1N0079-NumeriX Market Risk Module IT 210,000 210,000 100,000 90,000 400,000
1N0080-Upgrade of Risk Analysis Tools IT 400,000 400,000 140,000 80,000 620,000
1N0081-Night batch scheduler tool IT 50,000 50,000 20,000 20,000 90,000
1N0082-Integrated Risk Assessment Platform IT 180,000 180,000 60,000 60,000 300,000
1N0083-Portfolio Risk Monitoring Tools IT 35,000 35,000 35,000 35,000 105,000
1N0084-Financial Analyzer System IT 40,000 40,000 40,000 40,000 120,000
1N0085-Sector Dataming System IT 60,000 60,000 40,000 40,000 140,000
1N0104-CIMM2 - Web Centre Services IT 250,000 250,000 250,000
1N0105-Entreprise Information Management IT 1,150,000 1,150,000 300,000 150,000 1,600,000
1N0111-FTRY- Back-Office & Cash Mgt Reconciliation IT 297,000 297,000 297,000
1N0122-Equity Funds Management IT 450,000 450,000 50,000
500,000
1N0123-Operational Risk Management Tool IT 160,000 160,000 160,000
1N0131-Two-Factor Authentication Project -Phase 2 IT 150,000 150,000 150,000
1N0133-Risk Management and Compliance IT 120,000 120,000 120,000
1N0134-Endpoint Security & Data Loss Prevention IT 200,000 200,000 200,000
400,000
Section 20 - Building and Civil Works
28,713,669 69,876,669
300,000 4,910,000
5,210,000 17,300,000 500,000 23,010,000
100911-CGSP1-FO Office Building Outfitting FO 568,000
100913-CGSP1-TRA Electrical Works and Cabling TRA 250,000
100917-CGSP1-TRA Building Fire Security TRA 140,000
100918-CGSP1-TRA Office Building Outfitting TRA 200,000 600,000 100,000 100,000 100,000
100920-CGSP1-TRA Heating and AC systems TRA 320,000 150,000 150,000 150,000
100922-CGSP1-Outfitting New Field offices/ NPO FO 300,000
100925-CGSP1- Construction of NGFO office FO 4,575,000
100959-SECU0-FO Security equipment Batch 5 FO 360,000 585,000 200,000 200,000 200,000
100991-CGSP1 - PRISA (Projet de Rénovation de Siège
Abidjan l HQ 15,000,000 41,000,000
6,000,000 6,000,000
101051-SECU0 ATR Security Equipment TRA 100,000 285,000 50,000 50,000
50,000
101055-HQ-Rehabilitation Villas and Cité BAD HQ 300,000 500,000
3,000,000 3,000,000
Annex 12
2012-2014 Proposed Capital Budget
5/5
Projects
Location
2011
Approved
Budget
Overall
Budget
Proposed 3-Years Rolling Budget
2012 Proposal
2013
Proposal
2014
Proposal
Total
proposed
(2012-
2014)
budget HQ TRA FO
E.R.O
. IT
TOTAL
2012
101056-CGSP1- Construction of AOFO office FO
8,000,000
101113-CGSP1-TRA Office space expansion TRA 2,360,000 2,360,000
101114-CGSP1-FO Outfitting expansion FO 750,000 750,000 1,200,000 1,200,000 500,000 1,700,000
101115-CGSP1-FO Construction of ZMFO FO 4,000,000 4,000,000
101116-CGSP1-FO Construction of SN, MG and GAFO FO 3,900,000 3,900,000
101117-Fragile States FO 750,000 750,000
101118-CGSP1-E.R.O. Outfitting & Installation E.R.O 358,669 358,669 300,000
300,000
101119-Services for CHRM TRA 190,000 190,000
101123-CGSP1-Electrical and AC enhancements HQ 60,000 60,000
101124-SECU0 - Security Equip. External Offices E.R.O 140,000 140,000
101125-SECU0- Security Equip. FOs in Fragile States FO 140,000 140,000
101126-SECU0- Security Equip. Enhancement in EROs FO 105,000 105,000
1N0027-FO-Building Construction - Phase1 FO 8,000,000
8,000,000
1N0075-CGSP1-FO Outfitting RRCs FO 2,950,000 2,950,000 2,950,000
1N0113-CGSP1-FO Outfitting South Sudan Office FO 260,000 260,000 260,000
1N0118-CGSP1-FO Study Acquisition of premises FO 300,000 300,000 300,000
Section 23 - Other Projects
1,250,000 1,976,000
50,000 700,000 750,000 400,000 500,000 1,650,000
100912-CGSP1-FO Vehicles FO 500,000 936,000
100924-CGSP1-Vehicles for New FO and NPO FO
80,000
100958-SECU0-Security Warden/Cores System TRA 210,000 420,000 50,000 50,000
50,000
101120-CGSP3-TRA Acquisition of vehicles TRA 40,000 40,000
101127-Generators for Inter PL FO 500,000 500,000
1N0076-CGSP1-FO Vehicles FO 600,000 600,000 400,000 500,000 1,500,000
1N0116-CGSP1-FO Vehicles SSFO FO 100,000 100,000 100,000
Grand Total
40,016,197 98,260,314 1,500,000 8,660,000
10,431,000 20,591,000 22,250,000 3,205,000 46,046,000
