Guinea - Support to Local Governance Project

Overview & Synopsis

Ratings for the Support to Local Governance Project for Guinea were as follows: outcomes were satisfactory, the risk to development outcome was satisfactory, the Bank performance was satisfactory, and the monitoring and evaluation quality was also substantial. Some lessons learned included: the project’s failure to deploy an integrated digital PFM system highlights the need for greater market flexibility and realistic sequencing. PAGL initially relied on a single software provider, whose withdrawal and subsequent transfer of licensing rights created procurement and cost challenges. At the same time, diagnostic assessments revealed that many LGs lacked even basic accounting systems, with some still operating on paper. In response, the project adopted a phased approach: deploying IT equipment, developing an Excel-based interim tool, and delivering foundational training. While full digitalization was not achieved, this approach proved more realistic and helped improve financial reporting and transparency at the local level. The project highlighted a recurrent challenge in decentralization efforts; the disconnect between infrastructure delivery and the availability of qualified personnel and resources to operate and maintain it. The transition to a Local Public Function is a positive step toward empowering LGs to manage services. However, this shift has often occurred without corresponding financial resources. In response, World Bank teams across the Governance, Health, and Education sectors have been working together to propose concrete solutions and assistance to the GoG on operationalizing this transfer. Similarly, LDAs and local committees play a central role in the annual local development planning cycle, including the facilitation of CEM processes. To ensure continuity, LDAs should be formally integrated into the local public service, and dedicated budget lines should be allocated to sustain committee operations.