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Coordination
Holding together workstreams that depend on one another: arbitrating sequences between components, keeping a common schedule with beneficiary ministries, and presenting one single account of the facts to partners and donors.
What changes for users: institutions connected, procedures that no longer require a journey, skills trained. And what is holding, when it is.
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A delivery unit, not another administration. It prepares, procures, supervises and accounts, within a framework where decisions belong to the supervising authorities and where co-financiers' prerogatives remain intact.
« Making digital a right, not a privilege: a structuring investment so that a growing number of Congolese women and men can connect, learn and build. »
International financing is only as useful as a team's ability to use it: preparing files that pass donor review, competing contracts without litigation, supervising sites scattered across a vast territory, and accounting for every step. That is the trade the Unit practises.
Holding together workstreams that depend on one another: arbitrating sequences between components, keeping a common schedule with beneficiary ministries, and presenting one single account of the facts to partners and donors.
Turning a plan into executable contracts: annual programming (AWPB), preparation of bidding documents, competition, award after no-objection, then monitoring delivery through to acceptance.
Checking that what is delivered matches what was specified, and that the structuring standards — interoperability, identity, cybersecurity — are met before acceptance, not observed afterwards.
Holding the expenditure chain end to end — designated account, justification of disbursements, accounting, periodic reports — so that an external auditor can reconstruct every transaction without after-the-fact reconstruction.
Publishing what is decided and measured, including delays, so that delivery stays contestable while it can still be corrected.
A manual validated by the three parties sets the rules before difficulties arise. The Unit applies it and, where a rule must change, does so through a traceable amendment — never by interpretation mid-delivery.
An information system prepares, computes and logs; it does not sign. Awarding a contract, accepting a deliverable or closing a grievance rests with identified people, accountable for their decision.
A no-objection is not a formality: it is a checkpoint that conditions the commitment of expenditure. Joint supervision and external audit are exercised during the project, not only at closure.
Every notice published, every award made public — including when the outcome is inconvenient.
Every grievance investigated, with a target handling time of 30 days.
Environmental and social instruments are consulted and disclosed before works, never regularised afterwards.
Access limited to what is strictly necessary and channels kept separate: data from the confidential channel travels nowhere else.
A cluster is judged by its dated deliverables, not by its org chart. Each carries a distinct responsibility, and a live file whose progress can be checked.
Arbitrates priorities between components and holds the relationship with beneficiary ministries and co-financiers.
Sets specifications and standards upstream, then verifies deliverables against them before acceptance.
Maintains the traceability of every expenditure, from designated account to supporting document, and prepares external audit review.
Translates a technical need into a defensible bidding document, and runs the competition through to award.
Documents the baseline before works, measures the gap afterwards, and handles the social and environmental effects of the worksite.
The same sequence applies to a fibre worksite, an IT platform or a training programme. It is its repeatability that makes it possible to run dozens of contracts in parallel without improvising each time.
Translating the manual into a dated plan (AWPB / PP), placing donor reviews on the schedule rather than discovering them en route.
Publishing a complete file first time round: a relaunch caused by a missing document costs a construction season.
Evaluating against the announced criteria, obtaining the no-objection, then committing — the order matters and admits no shortcut.
Checking on site and on record, handling neighbouring communities’ grievances as they arise, and refusing acceptance while a deliverable remains non-compliant.
Reporting progress province by province, publishing gaps against plan, and feeding the next review with what did not work.
A delivery team organised into five clusters, from national steering to liaison with the provinces. Each profile carries the person's remit, not a job title alone.
The vocabulary of donor-financed projects is technical out of necessity: each term refers to a precise procedure. Here is the translation.
Decisions rest with the governance bodies, contracts follow a written procedure, and any difficulty can be reported without going through us.
