The World Bank Burkina Faso Digital Transformation Project (P177022) Project Information Document (PID) Concept Stage | Date Prepared/Updated: 07-Apr-2022 | Report No: PIDC33061 Dec 23, 2021 Page 1 of 11 The World Bank Burkina Faso Digital Transformation Project (P177022) BASIC INFORMATION A. Basic Project Data OPS TABLE Country Project ID Parent Project ID (if any) Project Name Burkina Faso P177022 Burkina Faso Digital Transformation Project (P177022) Region Estimated Appraisal Date Estimated Board Date Practice Area (Lead) AFRICA WEST Nov 22, 2022 Feb 22, 2023 Digital Development Financing Instrument Borrower(s) Implementing Agency Investment Project Financing Ministry of Economy, Ministry of Digital Transition, Finance and Development Posts and Electronic Communications Proposed Development Objective(s) To expand access to broadband in unserved and underserved areas, improve the effectiveness of digitally enabled public services, and strengthen digital skills among the project beneficiaries. PROJECT FINANCING DATA (US$, Millions) SUMMARY-NewFin1 Total Project Cost 150.00 Total Financing 150.00 of which IBRD/IDA 150.00 Financing Gap 0.00 DETAILS -NewFinEnh1 World Bank Group Financing International Development Association (IDA) 150.00 IDA Credit 150.00 Environmental and Social Risk Classification Concept Review Decision Substantial Track II-The review did authorize the preparation to Dec 23, 2021 Page 2 of 11 The World Bank Burkina Faso Digital Transformation Project (P177022) continue Other Decision (as needed) B. Introduction and Context Country Context 1. Burkina Faso is a fragile conflict and violence (FCV)1 affected Sahelian country confronted with security, humanitarian, and social challenges. Following a revolution (2014), a failed coup (2015), and post-transition elections (2015), a rapidly deteriorating security situation led the Bank to add the country to the FCV list in FY20 with the attribute “medium-intensity conflict�. According to the World Bank’s Systematic Country Diagnostic (SCD, 2017), Burkina Faso’s show progress towards achieving the twin goals of eliminating extreme poverty and increasing shared prosperity can therefore be understood as the result of challenges in governance and two overarching constraints: (1) the failure to create enough productive jobs through structural transformation of the economy; and (2) insufficient growth in human and physical capital. In the past four years, violent conflict has grown dramatically, involving violent extremism that is increasingly intertwined with frustration over long-standing local tensions and self-defense dynamics. This growing insecurity has led the Government of Burkina Faso (GoBF) to face rising political and social discontent in 2021, after a period of relative political stability since 2015. Tensions culminated in the seizure of power by members of the army on January 23, 2022. As a result, the number of Internally Displaced Persons (IDPs) has increased from roughly 50,000 in January 2019 to over 1.7474 million as of January 31, 2022 (including 160,000 just after the coup)2. 2. The country underperforms on most living conditions dimensions, and poverty incidence, with 40.1 percent of the population living below the poverty line3, is associated with a low endowment in human capital. According to the UN’s Human Development Report 2020, Burkina Faso’s 2019 Human Development Index (HDI) of 0.452 is below the average of 0.513 for countries in the low human development group and below the average of 0.547 for countries in Sub-Saharan Africa. Burkina’s poor live predominantly in rural areas and are mainly farmers who depend on low- productivity agricultural production systems. The great majority of the urban poor are daily wage earners in the informal sector who are engaged in low-productivity activities without any contract or social protection. A 2020 United Nations University real-time survey of informal sector earners in Senegal, Burkina Faso, and Mali found that informality exacerbates the immediate effects of the COVID-19 pandemic on job loss, decrease in earnings, and difficulties for individuals to support their basic needs. Similar to many African nations, Burkina Faso has a relatively low unemployment rate on paper among youth ages 15 to 24 (7.6 percent in 2019, according to the International Labor Organization), 64.81% of the country’s population4 is under 25 years old, and the formal system of education and employment creation cannot keep up with most of this growing youth. Consequently, they work in the informal market, and many are underemployed or remain in poverty despite working due to low wages and the lack of a social safety net. 1 https://thedocs.worldbank.org/en/doc/d8626e8da91e89ca049877b4614b4527-0090012021/related/FCSList-FY22.pdf 2 https://www.humanitarianresponse.info/fr/operations/burkina-faso 3 https://www.worldbank.org/en/country/burkinafaso/overview#1 4 https://www.indexmundi.com/burkina_faso/demographics_profile.html Dec 23, 2021 Page 3 of 11 The World Bank Burkina Faso Digital Transformation Project (P177022) Sectoral and Institutional Context 1. The Government of Burkina Faso (GoBF) is strongly committed to advancing digital transformation, the main reference point of which is the National Strategy for the Development of the Digital Economy (SN@DEN), whose implementation period is 2018-2027. Strategic governance is ensured by the Comité de Pilotage Stratégique de l'Economie Numérique et des Postes (CPSENP). Adopted with the aim of applying legislative and regulatory frameworks, the strategy defines as a prerequisite, significant investment in the realization of Information and Communication Technology (ICT) infrastructure, data centers, and digital transformation to make people’s access to digital more inclusive. In terms of specific objectives, this strategy aims, among other things, to (i) deploy a broadband infrastructure throughout the country, (ii) make ICTs a lever for transforming public administration and development sectors, (iii) integrate ICTs into the education system, and (iv) develop a fair and inclusive digital economy. 2. Good progress has been made in legal and regulatory environment to enable the development of digital transformation in the country, but there remain some gaps to address. Since the enactment of the Telecommunications Law in 1998, and the alignment to WAEMU/ECOWAS directives and regulations in 2006/2007 Burkina Faso has put in place an institutional and legal framework that supported the developments in ICT and e- government. All 3 major telecoms operators active in Burkina Faso benefit from global licenses (allowing for fixed and mobile operations), mobile licenses are technology neutral, Sonabel (electricity company) and Sitarail (railway operator) have a wholesale license allowing them to market the excess capacity of their fiber optics networks. In November 2021, 3 decrees related to infrastructure sharing to facilitate fiber-optic deployments have been validated by the Council of Ministers. The first decree creates the General Referential for the deployment of optical fiber electronic communications infrastructures (RGD-FO) in Burkina Faso. The adoption of this decree makes it possible to plan and monitor the deployment of broadband fiber-optic infrastructure on national territory. The second decree aims to consider the needs of optical fiber electronic communications networks in the construction of new public utility infrastructure. The third decree defines the general terms and conditions for sharing electronic communications infrastructures. It requires each operator to draw up a provisional annual deployment plan indicating the route of the deployments of wired networks and the plans for setting up and modifying radio sites. Burkina Faso is one of the twenty countries in Africa with a comprehensive data protection law currently in effect and being enforced by a regulator. The law on personal data protection was recently updated in March 2021. Nevertheless, legal and regulatory gaps remain in such critical areas as cybersecurity, interoperability, and access to open data. A few years ago, the GoBF with support from the WB-funded eBurkina project (P155645) issued a National Cybersecurity Strategy 2019 – 2023 that contains a strategy on cybercrime within its framework and led to the creation of the BF-CIRT (Burkina Faso‘s Computer Incident Response Team). Revisions of the legal and regulatory framework for the digital sector and improvement to the capacity to enforce them will be critical to ensure that digital tools can be used safely to foster trust and maximize their development impact. As for institutions in charge of ICT, the Ministry of Digital Economy and Posts (MDENP) is in charge of ICT Policy; there is an independent sector regulator (ARCEP), a cybersecurity agency (ANSSI), and an ICT Agency (ANPTIC) in charge of the main IT infrastructure and ICT projects of the Government including the WB-funded eBurkina project (P155645). Dec 23, 2021 Page 4 of 11 The World Bank Burkina Faso Digital Transformation Project (P177022) Need to increase broadband internet access and uptake as a prerequisite for inclusive digital transformation. 3. Implementation of the SN@DEN has resulted in significant progress in deploying a broadband infrastructure throughout the country for the first and middle mile5 with (i) the construction of more than 8,000 km of optical fiber, including nearly 3,000 km built by the GoBF6, connecting to all 6 neighboring countries (Ghana, Mali, Niger, Benin, Togo, and Côte d'Ivoire) and providing the highest fiber connectivity of administrative capitals amongst G5 Sahel countries; (ii) the acquisition of a total of international bandwidth capacity of nearly 70 Gbps for the country; (iii) and the realization of two international bandwidth open access infrastructures called virtual landing points (PAV) in Ouagadougou and Bobo-Dioulasso. Established with support of the recently closed World Bank WARCIP Burkina Faso project (P122402), the virtual landing points have considerably reduced the cost of international bandwidth (by a factor of 6 between 2018 and 2021), however, the cost per Mbps remains 3 times higher at US$30) than those in neighboring countries like Cote d’Ivoire or Ghana with direct access to submarine cables. Following a competitive process, private operator Telecel has been awarded in 2021 the operation, maintenance, and commercialization of the total 3 000 km GoBF fiber optic network through a Public Private Partnership (PPP), whereby the fiber optic infrastructure is managed according to “open access� principles, enabling any licensed operator to purchase wholesale capacity on the network on equal non-discriminatory terms. 4. However, mobile broadband networks (3G and 4G) cover only two-thirds of the population, and adoption is lagging in the areas already covered. Between 2019 and 2021, whilst 3G network coverage by population has stayed stable at 65%, 4G network coverage by population has increased from 10 percent to 41.21 percent. However, according to the Global System for Mobile Communication Association (GSMA)7, the number of unique mobile broadband subscriptions per 100 inhabitants in Burkina Faso projected at 26 percent in 2021 is behind Mali and Mauritania. Mobile broadband affordability remains a critical issue, as mobile broadband 1 GB accounts for 3.76 percent of GNI per capita, though Burkina is the best performing landlocked country in the G5 Sahel.8 The Covid-19 pandemic has brought to the forefront a critical need to address broadband accessibility, affordability and quality constraints and close existing digital infrastructure gaps. Increasing broadband internet access remains necessary, particularly in rural and remote areas of the country where private sector operators face high additional costs and suffer from security risks. For example, in some regions, these operators have to electrify their mobile network themselves given the lack of any electricity network, while the security situation can also impede the deployment of their equipment. The Universal Service Fund (USF) has been activated but lacks transparency in its governance. Mobile operators in Burkina Faso have coverage obligations in their license, but a total of 1,000 localities have been left out from this coverage obligation, leaving it to the Universal Service Fund (USF) or other catalytic public funding to ensure coverage for these localities. The USF plans to cover only half of these localities within the next 10 years. 5 The broadband network value chain to develop universal, affordable and good quality internet comprises of four broad segments. The first mile is where the internet enters the country. The middle mile is where the Internet passes through the country. The last mile is where the Internet reaches the end-users. (https://broadbandcommission.org/wp-content/uploads/2021/09/WGDigitalMoonshotforAfrica_Report2020-1.pdf) 6 The GoBF finalized mid-2021 the deployment of the first phase of its National Fiber Optic Backbone project. With this addition of 2 000 km of fiber optic, the GoBF now owns over 3 000 km of fiber optic backbone, including 650 km deployed through the G-Cloud project and 300 km deployed through the WARCIP Burkina Faso project. 7 GSMA, as 2021-Q2. 8 Average price data from Cable.co.uk 2020 and monthly GNI per capita from World Development Indicators 2020. Dec 23, 2021 Page 5 of 11 The World Bank Burkina Faso Digital Transformation Project (P177022) Need to go beyond establishing the ICT foundations of transforming public administration to foster broader adoption of citizen-centric digital public services. The GoBF has put in place key building blocks in the past decade in terms of digital government frameworks and public platforms, in line with the SN@DEN 2018-2027 and National Strategy for the Modernization of Public Administration (SNMAP, 2021-2025). Burkina Faso has thus progressed from 185th to 164th out of 193 countries in the UN e-government ranking from 2016 to 2020. 5. Under the eBurkina project, the GoBF developed key e-Government frameworks9 and deployed a Guichet Virtuel Unique de l’Administration Publique10 (online one-stop-shop portal) and piloted several digital applications (see Table 1 and Table 2), including open data initiatives11. Under the WB-Global Procurement Partnership Trust Fund project (P176026), the GoBF is also piloting the set-up of an electronic management system for the public procurement procedure in three sectoral ministries (from procurement planning to final handover certification, including monitoring of contract management), decentralized to the contracting authorities and interfaced with the existing Integrated Financial Management and Information System12. However, low adoption and usage of new digital public platforms across government agencies is reported, pointing to a need to step up change management within the public administration to accelerate the effective adoption and regular usage. At the start of eBurkina project’s implementation. A 2020 diagnostic13 revealed that only 28.3 percent of the Ministries and government agencies have a functional IT department14, and 37 percent do not have a decree on the organization, allocation, and operation of IT departments. A training plan for the Administration's IT staff was developed within the framework of the e- Burkina project. According to SIGASPE15 data, as of December 13, 2021, there were approximately 380 civil servants with an IT function (ranging from network systems to software engineering) out of 170,000 civil servants. At the same time, there is a shortage in specific profiles, such as the IT security professionals, which are less present in the public administration (only 3 percent of the total IT workforce, i.e., a dozen persons). Finally, the GoBF is setting up a unique digital identity under the ongoing West Africa Unique Identification for Regional Integration and Inclusion (WURI) Burkina Faso project (P161329) to facilitate access to services for people, especially women and the poorest segments of society. 6. The number of citizen-centric digital government services and platforms remains limited, and only very few allow online transactions or are easily accessible. The online government ‘one-stop-shop' portal for digital government services is mainly informational, where administrative procedures, official documents, directory of institutions are 9 RGI (General Interoperability Framework), RGS (General Security Framework) and SMQ (Quality Management System) 10 The one-stop-shop is a platform that has enabled the description of all the procedures of the administration to be put online and the digitization of five (05) procedures of the administration, including application for a certificate of employment, application for technical approval in computer science, authorization to teach at the post-primary and secondary levels, application for a criminal record, application for a certificate of nationality. 11 Notably, Burkina Faso recently renewed its membership in the Open Government Partnership in November 2021 for a new 2-year program with nine commitments. For details about the nine commitments, see here: https://www.opengovpartnership.org/wp- content/uploads/2021/12/Burkina-Faso_Action-Plan_2021-2023_FR.pdf. The last National Action Plan 2019-2021 was evaluated and found to be satisfactory despite the difficult security context, the COVID-19 pandemic, and the scarcity of resources. The achievements that are related to this Action Plan include the systematization of online registration for all competitive exams at the Bac level and above, the implementation of a system for recording and processing complaints within ministerial departments, and a CivicTech initiative enabling citizen participation in the development and implementation of the state budget. 12 This pilot should be expanded across the entire Contracting Authorities. This expansion of the e-Global Public Procurement (e-GP) system will have two elements: physical development of the scope of e-GP and the enhancement of e-GP features. 13 Diagnostic report on the digital maturity of public administrations in Burkina Faso, Technical Secretariat of Analysis and Strategic Studies (STAES), 2020. 14 Ministries with IT development plans include: Ministry of Finance, Ministry of Health, Ministry of Agriculture, Ministry of Water and Sanitation, Court of Auditors, Public Procurement Regulatory Authority. 15 SIGASPE is the software for administrative and payroll management of state personnel Dec 23, 2021 Page 6 of 11 The World Bank Burkina Faso Digital Transformation Project (P177022) made available to the public. Although there is a catalog of 492 administrative procedures to be digitized (Decree Nº2018-0690/PRESPM/MFPTPS/MDENP), only close to twenty administrative procedures are digitized today16, and even if they exist, there is still a persistence of red tape and poor organizational performance. Citizen-centric public administrative procedures that are today digitized and most used include: (i) civil service entrance registration and competitions via �e-concours�; (ii) declaration and payment of taxes17; (iii) applications for scholarships and loans in public and private universities via Campus Faso; (iv) special import authorization and the certificate of origin of the goods, (v) payment of utility bills (SONABEL, ONEA), etc. The constraints to digital government services‘ development are mostly: the resistance to the adoption of digital technology, the lack of political support for e-government initiatives, the limited enabling environment (digital platforms for interoperability, electronic signature, digital ID, and payments), the lack of IT specialists in the public service to manage digital projects, and the very high cost of implementing reliable, efficient and secure government IT infrastructure (IT network, data infrastructure and hosting environment, IT equipment, etc.).It was also reported that the portal is not reaching a satisfactory usage rate due to a lack of awareness among the population. Furthermore, in the design and implementation of digital government services, user experience has been disregarded, including the accessibility for Persons with Disabilities (PwDs), which is particularly challenging as service design does not accommodate different access needs. Need to nurture digital innovation and skills adoption and boost opportunities for youth employment 7. Similar to neighboring countries in the sub-region, the demand18 for foundational skills in Burkina Faso is expected to increase across all sectors and to account for 70 percent of the total demand for digital skills by 2030. Foundational skills are generally entry-level skills required to make rudimentary use of digital devices and applications. These skills are equivalent to having a general secondary education. Foundational digital skills enable individuals to access and engage with digital technology, while higher-order skills enable them to use technology for task-oriented purposes and specific ICT occupations and professions, depending on the sector. While the importance of digital skills has been recognized by the African Union in 2020, there has been less of a focus across countries on the scale of the demand for these skills and the models that can be used to build capacity including among youth that are out of school. The data, from the United Nations' World Population Prospects 2019, is an important reminder of Africa’s youthful population including in Burkina Faso where the medium age was 17.6 years old in 2020. It is crucial to ensure practical training and to nurture digital adoption and innovation that lead to youth employment and that stimulate rapid economic growth. In Burkina Faso, several national projects aimed to strengthen digital skills including ECOWAS/UNESCO Project19 to Support the Development of Information and Communication Technologies, (PADTICE) in 2013, the Virtual University Creation Project in 2016, and eBurkina in 2017. In addition, one of the national plan components for developing higher education (2014-2023) focuses on the integration of ICTs in higher education. Overall, there is a need for a holistic approach that focuses on boosting employability, ensures cohesion among many fragmented programs and builds upon eBurkina achievements from equipping laboratories of higher education schools of computer science to establishing incubation and job placement capabilities. Such holistic approach requires synergistic partnerships between government and the private sector (including the digital skills 16 According to a recent study, only 21% of the public administrations have set up tele-procedures. The total number of digital government services currently offered is unknown, as MDAs lack a centralized monitoring system to track digital government services and related usage. 17 This system has allowed the General Directorate of (DGI) to continue collecting the collection of taxes during COVID-19 pandemic. 18 Digital Skills in Sub-Saharan Africa, IFC, 2019 https://www.ifc.org/wps/wcm/connect/industry_ext_content/ifc_external_corporate_site/education/publications/digital+skills+in+sub- saharan+africa 19 UNESCO Dakar annual report 2015: Burkina Faso, Cabo Verde, Gambia, Guinea-Bissau, Mali, Niger, Senegal. 2016. https://unesdoc.unesco.org/ark:/48223/pf0000245991/PDF/245991eng.pdf.multi Dec 23, 2021 Page 7 of 11 The World Bank Burkina Faso Digital Transformation Project (P177022) training providers20), as well as a cohesive action plan that improves the skills matching process and increases the employment opportunities, especially for those youth out of the school system. 8. Through the Burkina Startup Program (launched in 2017) and with the support of the eBurkina project, the GoBF has sought to foster the development of a digital innovation culture and a digital entrepreneurship ecosystem. Numerous research studies21 have determined that digital entrepreneurship strongly contributes to reducing poverty, creating employability paths, and improving livelihoods. Moreover, Entrepreneurship Support Organizations, such as incubators, accelerators, and centers of excellence, have proven to be a crucial engine of economic growth and a key driver of the digital transformation of a nation across the region. Burkina Faso ranks 22 129th among 137 countries when it comes to its entrepreneurship ecosystem. There is a nascent and active digital innovation ecosystem as evidenced by an increasing number of incubators (KeoLID, Sira-labs, Incub@uo, Wakalab, and Beogolab) and techhubs (Forum des Startups, Concours de détection de jeunes talents en TIC). Recent progress includes the launch in 2020 of KeoLID, the first incubator in Ouagadougou, and the second Sira Labs located in Bobo Dioulasso, with the support of the eBurkina project. Both incubators are fully operational, with thus far more than 2,596 visitors in Ouagadougou and 1,086 in Bobo Dioulasso. Regarding Tech hubs activities23, GoBF, together with the Virtual University of Burkina Faso and the National Technology Agency, organized a hackathon to help find digital solutions to the emerging risks that COVID-19 poses to the country and its people. The aim was to develop new applications to help with information sharing, surveillance, and fake news detection during the pandemic. In June 2020, the first health COVID-19 hackathon organized by the WHO was also held in Burkina Faso and focused on finding local creative solutions for managing the pandemic and addressing critical gaps in SSA. That same year, the Ministry of Development of the Digital Economy and Posts (MDENP), through the General Directorate of Development of the Digital Industry, launched a platform called Platinum. The latter aims to be the database of all digital projects in Burkina Faso, classifying projects by sector of activity and by source. This could become an important source of information for investors who want to build a pipeline of projects, and public and private stakeholders, who seek to develop partnerships. Relationship to CPF 14. The proposed project is aligned with Burkina Faso’s World Bank Group (WBG) Country Partnership Framework (CPF) FY18-23. By harnessing digital technologies and skills to improve the efficiency of government services and to support the entrepreneurship ecosystem, the operation supports the CPF’s first area of focus: Accelerate sustainable private-sector-led growth for job creation. By expanding critical connectivity infrastructure to increase the capillarity of the national fiber optic backbone to reach more 2nd and 3rd layer “administrative� capitals (see Figure 1: Overview of “administrative� capitals connected by fiber optic in G5 Sahel countries) and boosting the digital transformation in priority sectors, the project will facilitate access to markets and increase productive opportunities, thereby contributing to the CPF’s second area of focus – Investing in human capital and social protection systems. Lastly, by leveraging digital technologies to improve public service delivery in critical HD sectors, empower women, expand social protection, and connect workers to jobs, it will help Build resilience, the CPS’s third area of focus. 20 ESI, EPO, UABEN, IBAM, UO-UFR SEA, ESTA, IST, ISGE, ST Koudougou, ST Ouahigouya, ST Dédougou, ESMT Antenne Ouaga, UO3S, ESPK KAYA, ESCO-IGES, ISPSA-D, etc. 21 Youth Employment Programs Improve Labor Market Outcomes? A Systematic Review. Kluve and Al. 2006. 22 Global Entrepreneurship Index (GEI) 2018 23 Virtual University of Burkina Faso. (2020). Hackathon en ligne «Riposte digitale au COVID-19». Available at: https://uv.bf/hackathon_covid19/[Accessed 20 Dec 2021]. Dec 23, 2021 Page 8 of 11 The World Bank Burkina Faso Digital Transformation Project (P177022) 15. The proposed project will seek synergies with ongoing WB projects and initiatives. The project is a follow-on project to the eGovernment project, closing in 2022, and to the now closed West Africa Regional Communications Infrastructure Project (WARCIP 1B - P122402). The proposed project will establish the digital foundations on which existing and future sectoral projects in the Burkina portfolio can build to develop appropriate digital solutions to maximize their impact. In particular, the project will directly complement existing operations in Finance, Competitiveness and Innovation (Financial Inclusion Support Project, P164786; Entrepreneurship, Skills and Technology Project, P177005), Governance (Economic Governance, GovTech, and Citizen Engagement project, P155121), Social Protection (WURI Burkina Faso project, P161329), Education (Higher Education Sector Project P164293; Education Access and Quality Improvement Project, P148062, and its Additional Financing) and Agriculture. C. Proposed Development Objective(s) The Project Development Objective (PDO) is to expand access to broadband in unserved and underserved areas, improve the effectiveness of digitally enabled public services, and strengthen digital skills among the project beneficiaries. Key Results (From PCN) 16. The proposed PDO-level results indicators for the project would include: Expand access to broadband • Number of people provided with new or enhanced access to broadband, by rural/urban. Improve the effectiveness of digitally enabled public services • Availability of digital government services: New digitally enabled public services made available online to citizens and businesses (number) Strengthen digital skills • Number of individuals (including civil servants, citizens, and businesses) who earned certifications in foundational, intermediate, advanced or specialized digital skills throughout the project’s activities implementation (number) (of which, % female; of which % reside in rural areas). D. Concept Description 17. The Burkina Digital Transformation Project proposes four integrated and mutually reinforcing components, with a fifth component dedicated to contingent response to future emergencies. Component 1 (Expanding Digital Connectivity for Digital Inclusion) will help improve access to affordable and high-quality internet by unlocking critical investments in the middle- and last-mile. Component 2 (Strengthening Foundations for Digitizing Service Delivery at scale) will establish further technological foundations and capabilities to digitize public administration and service delivery through, inter alia, strengthened data hosting and management infrastructure, and deployed shared digital platforms (interoperability, signature, and certification platform, digital payment platform). Component 3 (Strengthening digital literacy, digital skills and digital entrepreneurship to boost the adoption of digital services) will focus on both the supply and demand side to boost the adoption of digital services provided by the public and private sector in Burkina Faso. Component 4 (Project Management) will support counterpart’s capacity in citizen Dec 23, 2021 Page 9 of 11 The World Bank Burkina Faso Digital Transformation Project (P177022) engagement, project management, communications, and monitoring and evaluation (M&E). Component 5 (Contingent Emergency Response Component, CERC) would help to respond to eligible crises or emergencies that could arise during implementation. Table 2 summarizes the component structure. Legal Operational Policies Triggered? Projects on International Waterways OP 7.50 No Projects in Disputed Areas OP 7.60 No Summary of Screening of Environmental and Social Risks and Impacts . . CONTACT POINT World Bank Tounwende Alain Sawadogo, Amina Debissa Denboba Senior Digital Development Specialist Borrower/Client/Recipient Ministry of Economy, Finance and Development Implementing Agencies Ministry of Digital Transition, Posts and Electronic Communications Kisito TRAORE Secretary-General kisito.traore@tic.gov.bf Dec 23, 2021 Page 10 of 11 The World Bank Burkina Faso Digital Transformation Project (P177022) FOR MORE INFORMATION CONTACT The World Bank 1818 H Street, NW Washington, D.C. 20433 Telephone: (202) 473-1000 Web: http://www.worldbank.org/projects APPROVAL Task Team Leader(s): Tounwende Alain Sawadogo, Amina Debissa Denboba Approved By APPROVALTBL Practice Manager/Manager: Country Director: Kofi Nouve 04-May-2022 Dec 23, 2021 Page 11 of 11