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}K- #xxP7krP# REGIONAL ECONOMIC DEVELOPMENT SERVICES OFFICE  }K-; FOR WEST AND CENTRAL AFRICA (REDSO/WCA) ă  }KX- FY 1997 Development Fund for Africa : qhhCqhhC(#p(#m $14,368,774 ă  }K- Introduction.  d(#/As USAID prepares for the start of the twentyfirst century, West Africa presents the United States  d(#with new challenges and the need for a creative and flexible foreign assistance program to meet them.  d(#NThe regions rapidly growing population of over 260 million faces both change and potential while  d(#remaining in one of the most desperately poor parts of the world. The countries, subregions, and  d(#people in the West Africa region confront a range of possibilities that has civil collapse at one extreme  d(#and sustainable development at the other. U.S. interests in the region are twofold. First, the United  d(#{States has an important stake in the region's success as many of the regions problems, including  d(#conflict prevention, the struggle towards democratization, threats to the ecosystem, threats to human  d(#\health and population growth, are global concerns. Second, U.S. firms have important investments in  d(#mining, energy, and telecommunications in the region. As USAIDs assistance in the West Africa region  d(# evolves in the late 1990s, it must be creative and flexible to deal with both the variation in conditions in the region and the changing American political priorities for foreign assistance.  }K- The Development Challenge.  d(#0Throughout the economic and political changes in West Africa since independence of the former  d(#colonies, countries in West Africa have generally shared the experience of poor internal and sub d(#regional economic growth. There are many reasons for this generally poor performance including civil  d(#=disturbances, generally poor education and inappropriate health practices, ineffective governments and  d(#=immature private sector institutions, weak program planning and management, and a shortage of trained  d(#zprofessional and technical personnel. Despite major investments in road infrastructure, reductions in  d(#tariff barriers, progress on regional integration, and recent democratic elections, the region has  d(#.consistently underperformed in comparison with other developing regions of the world. These political  d(#jand economic trends will be reversed only when new sources of economic growth are established and  d(#political institutions promote economic growth. Likely sources of growth will be more diversified  d(#mining/energy development and broadbased agricultural growth linked to West African regional trade.  d(#These resources will then provide the investments necessary for improving health, education, and environmental management by decentralized government and a stronger private sector.  d(#USAID has learned from experience in the region that many of the most serious development problems  d(#in West Africa have regional dimensions that should be faced on a regional basis. For example,  d(#demographic profiles for all countries in the Sahelian zones and in the coastal zones are similar,  d(#indicating the utility of regional approaches to family planning. HIV/AIDS has become a regional  d(#>problem owing to the heavy interregional and seasonal migration of workers. Consequently, during  d(#FY 1995 USAID launched its first strategic objective designed from the beginning with a regional perspective: a $60 million program in family health and AIDS prevention.  d(#.During FY 1996 and FY 1997, USAID will be considering how to address other regional problems within  d(#an overall strategic plan in West Africa because many other crucial sustainable development problems  d(#have important regional dimensions. For example, much of the failure of West Africa to achieve  d(#sustainable development can be attributed to the effects of small, cloistered economies which have a  d(#high level of effective economic protection. This has prevented the development of regional trade, and  d(#also, because of its effect in limiting market potential, discouraged foreign private investment. In  d(#addition to increased cooperation in integrating their economies, West African countries need to  d(#\promote integration through improved regional communications and transportation, including road, rail  d(#\and air networks. Desertification problems (advancing desert) are similar across the Sahel. Coastal  d(#wetlands and the Congo Basin are divided among more than a dozen countries, and their ecosystems"h)0*0*0*z+"  d(#^can be preserved only in a regional context. These are the kinds of issues that USAID will be considering for possible consolidation into a West Africa regional framework.  }KX- Other Donors.  }K- d(#/ A large number of multinational and bilateral donors are working in West Africa. The biggest are the  d(#World Bank, the African Development Bank, the United Nations Agencies, the European Union, and the  d(#French. In addition there are networks of other development agencies, Western and African, working  d(#zin the region. USAID's staff collaborate directly with many of these donors in providing assistance to  d(#lthe client posts. REDSO also works directly with such donors as the European Union, Germany,  d(#Canada, France, United Nations Agencies and the World Bank in furtherance of REDSO's strategic objective in family health and AIDS.  }K( - FY 1997 Program.  d(#The USAID program has begun a transition in two ways, both of which reflect the changing nature of U.S. development assistance in the West Africa region:  d(#1. USAID has historically supported the development objectives of USAIDs bilateral posts in the West  d(#/Africa region. At one time USAID provided direct support to 24 client posts. By the end of FY 1996,  d(#/however, there will be only 10 USAIDs in this region. During FY 1997, REDSO/WCA will continue its  d(#technical support to the remaining bilateral posts. In the spirit of USAIDs reengineering, the staff will  d(#participate as virtual members of client post teams. At the same time, REDSO will continue ensuring  d(#{that the activities transferred from close-out posts to REDSO/WCA are effectively managed to full  d(#completion. Finally REDSO will oversee activities in those bilateral posts, such as Nigeria, that are reduced to a very small size.  d(#2. There is a growing realization that for USAID to continue to be an effective donor in the West Africa  d(#region, new regional approaches for solving regional problems must be developed. As a result, the  d(#Africa Bureau gave REDSO/WCA the responsibility for leading the effort to develop a strategy for West  d(#Africa. REDSO/WCA has begun this process, which will involve close collaboration with USAID/W,  d(#client posts in the West Africa region, potential partners, customers, and stakeholders, and it will continue to be a major priority through the second quarter of FY 1997.  d(#REDSO/WCA is well positioned to lead the transition to promoting sustainable development through  d(#regionally designed and implemented program activities. The strategic objective in family health and  d(#AIDS is an important first step in developing other regional solutions to regional development problems.  d(#There are other development problems and constraints that can be dealt with cost effectively on a  d(#]regional basis. For example, additional development interventions in health and population can be  d(#mdelivered regionally, environmental problems cross national boundaries, many democracy and  d(#governance issues are common to the region, regional trade expansion is crucial to improved economic  d(#performance, and more attention to infrastructure will allow improved communication within the region.  d(#.REDSO/WCA's regional strategy is to provide specialized developmental and essential support services  d(#to the USAID bilateral field posts in West Africa so that they are better able to formulate strategies,  d(#design approaches, implement activities, judge the results and report the impacts. The second element  d(#of the strategy is to assist the USAID bilateral field posts in West Africa that have been selected for  d(#.closure with the necessary specialized services to provide for a timely and controlled ending of activity  d(#and departure of staff, followed by the transfer of residual responsibilities to REDSO/WCA for completion.  d(#!REDSO/WCAs Strategic Support Objective 1 is Technical and Management Support Services to  d(#Bilateral Field Posts. REDSO/WCA provides a range of development assistance to the West Africa  d(#{region that includes humanitarian objectives in the short term and promoting sustainable economic"h)0*0*0*z+"  d(#development and democratic governance in the long run. REDSO currently provides technical assistance  }K-to 11 USAID posts in West AfricaX01Í ÍX0Í Ítu }K -1#Xp7=X#X` hp x (#%'0*,.8135@8:extending life expectancy, reducing infant mortality rates and stabilizing the incidence of HIV/AIDS in  d(#Nthe region. From 1985 to 1991, infant mortality decreased 10% and child mortality 15% in USAID d(#assisted countries. During this same period immunization rates almost doubled, and the use of oral  d(#rehydration therapy increased from 10% to 40%. While achievements in family planning have been  d(#more modest, there are encouraging recent signs of progress with urban areas increasing their  d(#Lcontraceptive prevalence to around 10% or above. Likewise, condom use to prevent the spread of HIV is increasing throughout the region.  }K- d(#Description: REDSO/WCAs strategic objective in family health and AIDS provides a new response to  d(#jthe challenges facing USAIDs assistance program in West and Central Africa. It incorporates a regional  d(#response, funded through U.S. Private Voluntary Organizations, involving close collaboration with  d(#=active bilateral posts and other development partners. It addresses health and family planning problems  d(#=that are transnational, have significant regional impact, and if not solved would jeopardize the outcomes  d(#/of bilateral programs of USAID and other donors. The program is designed to extract best practices  d(#that have evolved from USAID's bilateral projects throughout the 24country region and to replicate  d(#these practices using established regional institutions in partnership with nongovernmental  d(#/organizations. USAID focuses on four activity areas: improving integrated family planning, HIV/AIDS  d(#and maternal and child health services; improving regional networking and costeffectiveness in  d(#{Information, Education and Communication; strengthening skills and use of African institutions and  d(#expertise; and improved regional networking and data analysis for decisionmaking through operations research.  }K#- d(#Host Country and Other Donors: France, the World Bank, the European Union, Canada, Germany,  d(#United Nations International Children Emergency Fund, United Nations Family Planning Association, and  d(#Mthe World Health Organization provide extensive support in health and family planning throughout the  d(#kregion. Donor leveraging and complementary programming are a major emphasis under this strategic  d(#lobjective. Activities undertaken will be with full concurrence of host country governments and in keeping with national strategies and plans. "(0*0*0**"Ԍ }K- SBeneficiaries:` ` Children under five years and sexually active adults and adolescents are major beneficiaries. Others are African institutions.  }KX- d(#Principal Contractors, Grantees, or Agencies: USAID implements activities through four U.S. PVOs:  d(#JSI Research and Training, Johns Hopkins University, Tulane University, the Johns Hopkins Program  d(#in International Education and Gynecology/Obstetrics), and 14 African partner institutions and local NGOs.  }K@-Major Results Indicators:  Baseline    ) Target9@U }K-ԍTo be determined.9   }K-To be developed hhCq TBDpp  ) TBD (#(# X` hp x (#%'0*,.8135@8: