Project completion report for public sector operations pcr i. basic data a. report data project name: rwanda east africa centre of excellence for biomedical engineering and e -health cebe project code: p-z1-ib0-025 country multi -countries sector: health environmental categorization 2-category 2 report type: date of report: 08.07.2024 mission: achievement mission 1 from: 30.10.2023 to: 03.11.2023 prepared by task manager: peter malinga alternate task manager : division manager : doroba chalwe hendrina ahhd1 b. responsible bank staff position at completion country manager doroba chalwe hendrina regional director nwabufo nnenna lily sector director phiri martha thumbiko task manager peter malinga alternate task managerc. project data project financing in uac financing sourceinstrument foreign currency local currency totala.d.f. project 5,630,.00 6,870,.00 12,500,.00t o t a l 5,630,.00 6,870,.00 12,500,.00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 2100150031998 03.10.2014 08.12.2014 25.05.2015 25.05.2015 27.12.2023 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 2100150031998 12,500,.00 12,500,.00 12,500,.00 0.00 12,500,.00 t o t a l 12,500,.00 12,500,.00 0.00 12,500,.00 disbursment status in uac at completion mission date loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 10,215,527.03 10,215,527.03 81.72 2,284,472.97 18.28 t o t a l 10,215,527.03 81.72 2,284,472.97 18.28 commitment status at completion mission date uac financing sourceinstrument planned amount uac committed amount ua percentage committed uncommitted amount ua percentage uncommitted adb group 12,500,.00 10,215,527.03 81.72 2,284,472.97 18.28 counterpart 0.00 0.00 0.00 0.00 100.00 co-financer 0.00 0.00 0.00 0.00 100.00 t o t a l 12,500,.00 10,215,527.03 81.72 2,284,472.97 18.28 executing and implementation agencies borrower government of rwandaguarantor government of rwandaexecuting agency ministry of educationii. project performance assessment a. relevance 1. relevance of project development objective rating narrative assessment 4 the east africa centre of excellence for biomedical engineering and e -health cebe project aimed at development of a relevant and highly skilled workforce in biomedical sciences. the biomedical sector faced a general shortage of qualified professionals t o serve the various health facilities, as depicted in the 2011 -2016 human resource for health hrh strategic plan and later the rwanda's five -year priority skills development programme 2013 -2018. investment in biomedical tertiary education is capital in tensive, thus, the project supported construction and equipment of cebe. the project also supported development of curricula for masters and professional programs and scholarships for staff and students. the project was designed in tandem with the then r wanda's vision 2020, the economic development and poverty reduction strategy edprs2 2013 -2018, the rwanda's science, technology and innovation sti policy; and 2011 -2016 human resource for strategic plan. the project was also aligned to the bank's eas t africa regional integration strategy paper risp 2011 -15 as well as the eac strategy plan 201112 -201516. the project's objective has remained fully aligned with several subsequent government and bank's strategies during its implementation including the rwandan government's national strategy for transformation nst 2017 - 2024; education sector strategy 2017 -2024; health sector strategy 2017 -2024 as well as the national strategy for health professions development 2020 - 2030. the project remai ned aligned to the bank's ten -year strategy 2013 -2022, extended to june 2023; jobs for youth in africa strategy 2016 -2025; skills for employment and productivity sepa action plan 2022 -2025, all of which emphasized developing employable skills and j ob creation. 2. relevance of project design rating narrative assessment 4 the east africa centres of excellence coe were designed as a regional project to establish a network of centres of excellence in the region, that included biomedical engineering and ehealth rwanda; cardiovascular sciences in tanzania; oncology in uganda; nephrology and urology in kenya. each of the centres of excellence had a specialization, but with three simila r components: establishment of a coe; support for regional integration in higher education and labour mobility; project implementation and coordination. the project had a strong implementation arrangement undertaken by the university of rwanda to support c ebe. the university of rwanda also had a full -fledged single project implementation unit spiu that managed the day -to-day operations of cebe. the eac remained active in organizing regional reviews and exchange meetings between the coes, but not fully o n national regional activities due to limitations in funding because component two of the project, which underscored a regional dimension was not clearly articulated by the concerned countries in terms of financial implementation modalities especially that each country had a stand -alone financing agreement with the bank. this could have been detailed out in the eac protocols in line with the regional coes. in this regard, which constrained cebe. however, at national level no changes to the project design to ok place, all the main activities have been sa tisfactorily implemented and the intermediate results achieved. the results based logical framework rblf of the project was revised during the mid-term review conducted in march 2021 due to impact of covid 1 9 and macroeconomic changes 3. lessons learned related to relevance key issues lessons learned target audience limited full -time academic staff to conduct training in biomedical engineeringdelivery of programs needs full time staff with biomedical engineering expertise. - staff from ur have been trained through the project at phd, post doc and masters degree levels who are becoming full -time faculty at cebe. this will build institutional capacity and contribute to the sustainability of cebe. - where there is still need for rare or scarce skills, memorandums of understanding and cooperation agreements with international training providers in the field of biomedical engineering will be used to attract individuals with the necessary expertise and technical professionalism. project design teams modality of implementing the regional integration in designing the projectwhen designing the project, the modality of implementing the regional integration component was not well -defined, and a list of activities that are cross cutting to the region were not well specified and funding secured from the regional envelope, nor was the eac secretariat fully involved in supervision and coordination. going forward, in designing new regional projects like cebe, joint negotiations of projects with regional components is imperative to ensure adequate allocation of resources to regional activities. institutional arrangements should consider regional aspects to fac ilitate supervision, coordination, and the supportive harmonizing policies and standards to attain the objective of regional integration. project design teams b. effectiveness 1. progress towards the project's development objective project purpose comments the objective of the project is to contribute to development of a relevant and highly skilled workforce in biomedical science s to meet the east african community's eac immediate labour market needs and to support the implementation of eac's 'free' labour market protocols. in rwanda, the project's phase 1 will support creation of a network of centers of excellence coes in biomedical engineering and e -health at the university of rwanda ur. the project's components include: i est ablishment of a centr es of excellence in biomedical engineering and e -health cebe; ii support to eac regional integration agenda in higher education and implementation of eac labour mobility protocols; and project implementation. 2. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress towards target assesment core sector indicator yesno improved access to tertiary education in biomedical engineering and e -health sciences in rwanda number of students and faculty enrolled and completed 40 minimum of women nbr 33. 574. 525. 109.96 achievedlikely to be achieved scholarships staff capacity development students - completed - 10 masters graduated 3 for master biomedical engineering, and 8 for master in rehabilitation sciences and 1 post ph.d. males: 10 and female: 2 total: 12 persons -completed; 3 people trai ned on prosthetics lower and upper limb. males:2 and female: 1 -completed; 1 staff - biomedical devices energy male: 1 -completed; 5 no people already graduated in bachelor of prosthetics and orthotics males: 3 and female:2 -completed; 200 staff from the ministry of health trained in electronic medical record use and management -completed; healthcare technology management number of train ees: 43= male: 37 and female: 6 -completed; medical coding number of trainees: 33= male: 22 and female: 11 -completed; security, privacy and legal framework of health information systems number of trainees: 18=male: 16 and female: 2 -completed and tel emedicine applications number of trainees: 22= male 16 and female: 6 -complete. scholarships staff capacity development students - ongoing - post phd: 1 male; phd: 9=males:6; females: 3; master -first cohort: 72=males:41; females: 31; master -seco nd cohort: 60=males:35; females: 25. 13 males: 8, female 5 training - testing tools for biomedical lap equipment; 16 participants 10 males and 6 females training of operating the lab equipment of rehabilitation mobility sciences, installed by otto bock. SS 19 participants 12 males and 7 females training organized workshop to train 2023 biomedical engineers grandaunts to write publication papers SS 32 participants 17males and 15 females training organized workshop to train 2023 health informatics grandaunts to write publication papers SS training on how to equip users with the necessary skills and knowledge to operate, maintain, and troubleshoot the newly delivered 3d printer: 15 people 12 men and 3 women, in collaboration with humanity and incl usion 5 people already graduated in bachelor of prosthetics and orthotics men: 3 and woman:2 200 staff from the ministry of health trained in electronic medical record use and management during this reported quarter, the trainings of the adv anced professional courses started. cebe has organized four advanced professional trainings. the outputs of the trainings are: SS healthcare technology management number of trainees: 43 male: 37 and female: 6 SS medical coding number of trainees : 33 male: 22 and female: 11 SS security, privacy and legal framework of health information systems number of trainees: 18. male: 16 and female: 2 SS telemedicine applications number of trainees: 22 male: 16 and female: 6 SS 3 people trained on prosthetics lower and upper limb. 2 males and 1 female SS 1 staff - biomedical devices ener gy. 16 participants 10 males and 6 females training of operating the lab equipment of rehabilitation mobility sciences, installed by ottobock. [women] -number of students and faculty enrolled and completed 40 minimum of women nbr 14. 268. 210. 129.59 achievedlikely to be achieved biomedical engineering, rehabilitation sciences e -training programs accredited master program in bme developed and approved - cohort 1 - started jan 2021 and is going to be completed in december 2022. - 33 students - 14 females and 19 males - masters thesis to start in november 2022 - budget for supervision has been incorporated i n the revised budget - 1 , usd per student - cohort 2 - 5th july 2022 to finish november 2023 30 students - 13 females and 17 males master program in e -health revised and approved cohort 1 - started in jan. 2021 and is going in december 2022 43 st udents - 18 females and 25 male thesis in november 2022 comment cohort 2 - 30 students supported by ur sweden collaboration cebe is supporting payments of lecturers and training space and facilities master program in rehabilitation mobility scienc es developed and approved cohort 1 - 40 students - 30 sponsored. 12 female and 18 male 5th july 2022 to finish november 2023 no cebe's contribution to published research in biomedical sciences 0. 46. 35. 131.43 achievedlikely to be achieved cebe's contribution of eac region to published research in biomedical sciences: number of publications in biomedical sciences supported by cebe: 21 publications indeed the 2 newly publications are from the phd candidate supported by the cebe project. no biomedical engineering and 0. 3. 3. 100.00 achievedlikely to be achieved no ehealth training programs accredited nbrcompleted. improved access to specialized biomedical engineering and e -health services in rwanda number of graduates employed 0. 100. 50. 200.00 achievedlikely to be achieved up to now, all the graduates already have a job. no number of items repaired installed or designed by cebe beneficiaries and teachers 50. 24. 60. - 260.00 achievedlikely to be achieved the building has been completed and the equipment has been installed for the workshops. no increased stock of skilled professionals in biomedical engineering and ehealth for the regional labour market number of new market entrants in biomedical engineering and e -health having graduated from cebe nbr 0. 0. 120. 0.00 achievedlikely to be achieved the potential market is available. no of growth in the biomedical engineering and ehealth jobs 0. 0. 10. 0.00 achievedlikely to be achieved the health sector is growing and the skills in that domain still needed. no retention rates 0. 0. 60. 0.00 achievedlikely to be achieved data not yet available no rating narrative assessment 4 the general assessment of the project's results, two months before the end of project, is highly satisfactory and all activities as planned in the par are completing as expected. 3. output reporting output indicators most recent value end target progress towards target assessment core sector indicator yesno creation of one coe in biomedical engineering and e health in rwanda number of functional coe in biomedical engineering and e -health established nbr 1. 1. 100.00 on track the building was completed by the end of december 2022. no percentage of existing cebe and e health coes faculty vacancies filled 50 of jobs created for women in the centres - also in non- teaching positions nbr 16. 30. 50.00 on track once the cebe building is completed, the recruitment process will start for the new staff who will work for the center no support to eac regional integration in higher education and labour mobility number of biomedical engineering and e -health curricula harmonized within the eac nbr 3. 3. 100.00 on track the whole process for the program's validation was done in collaboration no with the eac experts from the member states. number of regional knowledge sharing forums in biomedical sciences held 3. 2. 150.00 on track once the cebe building is completed, the recruitment process will start for the new staff who will work for the center. no rating narrative assessment 4 the project outputs as mentioned in the results -based logical framework are mainly achieved. 4. development objective do rating do rating narrative assessment 4 the project development objective is to contribute to the development of a relevant and highly skilled workforce in biomedical sciences to meet the east african community's eac immediate labour market needs and to support the implementation of eac's 'fre e' labour market protocols. in rwanda, the project will create a centre of excellence coe in biomedical engineering and e -health within the university of rwanda. the project's components include i establishment of cebe through provision of physical inf rastructure including: buildings, external works, utilities, architectural design, and supervision services as well as contingency. coe infrastructure to house all project components: ehealth, scientific skills for rehabilitation and mobility sciences, bio -medical equipment management and maintenance; specialist equipment; scholarships; curricula design; programme start -up costs; and agreements with international institutions; ii support to eac regional integration agenda in higher education and implement ation of eac labour mobility protocols and project implementation to support the implementation of project activities. 5. assessment on the performance of gender equality in the operation comments the project's logical framework provided entry points to assess gender equality in line with the bank's gender strategy, girl s' education policy, and the university of rwanda's gender policy through the incorporation of gender -sensitive indicators and setting targets based on sex. gender responsive activities were carried out regularly; for example, when selecting students for post ph.d., ph.d. and master's programs following a call for applications, female candidates were given priority. this result ed in 4 females being part of 9 phd students selected. mbe: intake 1: 33 people 19 men and 14 women and intake 2: 32 19 men and 13 women. e -health master: intake 1: 44 26 men and 18 women people and intake 2: 29 people 18 men and 11 women. mrms: intake 1: 36 people 24 men and 12 women. in addition, during the design of the cebe building female toilets were specifically provided for. positive results accruing from gender mainstreaming include two female ph.d. candidates being recognized by cebe for bein g the first to complete their doctoral programs out of a total cohort of nine 5 males and 4 females. overall, the project experienced a lack of gender parity in accessing cebe activities. few female candidates persisted in the science domain, and only 37 .76 of females benefited from the cebe project activities. the target of cebe project logical framework for the female candidates' enrollment was 40. among the relevant lessons learned during project implementation, is the need to start with gender equal ity and women's empowerment awareness creation amongst the project team, partners, and all beneficiaries. it is also important that a staff member permanent or part -time be responsible for gender mainstreaming and that management bear the overall respons ibility. phase 2 will learn lessons from, build on and deepen the gender mainstreaming gains from this first phase of the project. a gender gap analysis will need to be undertaken early on to inform the design of response measures. 6. unanticipated or additional outcomes description type positiveor negative impact on project assessments international professional certification in biomedical sciences requirement structural negative high some of the courses especially internationally required professional certification in biomedical sciences required more specialized equipment, laboratories, workshops and space which may not be possible in the current cebe block. increased partnership with other universities in terms of training and research economic, social positive high increased partnership with other universities in terms of training and research grants generated from research work economic, social positive high grants generated from research work 7. beneficiaries description actual a planned b progress towards target of women category e.g. farmers, students student and faculty enrolled scholarship 196. 120. 163.33 37.50 student and faculty enrolled scholarship student and faculty complete scholarship 128. 120. 106.67 37.50 student and faculty complete scholarship practitioners -health sector scholarship 357. 400. 89.25 37.20 practitioners -health sector scholarship description actual a planned b 8. lessons learned related to effectiveness key issues lessons learned target audience deiay civil works implementation and training equipment supply due to covid -19implementation of civil works and supply of training equipment delayed due to the impact of covid -19 advance contracting procurement can be used for cebe phase 2 to enable the construction of the building and procurement of equipment to start at the ear ly stages of the project. usage of locally made products for the building to be considered e.g. classroom chairs, office furniture, doors, to mitigate disruption of the supply chain due to global epidemics. bank and borrower limited staff at the beginning of the projectlimited staff at the beginning of the project assemble a complete project team at the beginning of the project with the necessary expertise well before project initiation. bank and borrower project was designed within a regional context to enhance regional integration.project was designed within a regional context to enhance regional integration. regional scholarships were particularly missing, and this meant that training was concentrated on national staff only. include eac throughout the project design as well as im plementation and consider getting resources from the regional envelope of the bank. secure regional envelope resources to support regional integration. bank, eac and borrower c. efficiency 1. timeliness planned project duration in years actual implementation time in years ratio of planned and actual implementation time rating 4.6 8.4 0.55 2 narrative assessment the cebe project's time management faced several challenges, including the following: i the project team was formed late and only achieved project effectiveness by the end of may 2015. however, since july 2018, the project team has had only the project coordinator, causing a delay in the project's progress. after three years, the project ha d only reached a 3 disbursement rate; ii furthermore, the project appraisal report indicated that only two project staff members were assigned to this project, which further delayed the cebe implementation phase. this lack of personnel made it challenging to handle th e project's implementation, making it more complex; lack of experts in cebe project intervention areas at the national and r egional levels caused project delays and impacted time management; and the iv covid -19 pandemic and its work and travel restrictions delayed all project activities for nearly 18 months. the project activities were, however, successfully completed on 27 december 2023 and the results were assessed as satisfactory. 2. resource use efficiency median physical implementation of rlf outputs financed by all financiers commitment rate ratio of the median percentage physical implementation and commitment rate rating 100.00 81.72 1.22 4 narrative assessment after the latest payments were made by 30 april 2024, the project disbursement rate stood at ua 11,190,631.21 or 89.53. however, ua 1 ,309,368.8 of the project amount was not committed due to delayed procurement of the 3d printer. the amount due for c ancellation from the loan was ua 1,309,368.8. which was effected. planned project outputs been delivered and within the allocated project budget that was periodically reviewed and cleared by the bank. 3. cost benefit analysis economic rate of return at appraisal updated economic rate of return at completion ratio rating 0.00 0.00 0.00 na narrative assessment given the nature of the project, the design did not provide for a cost benefit analysis at appraisal and has, therefore, not been considered in this pcr. 4. implementation progress ip ip rating narrative assessment 4 the project has advanced in the following areas; as of november 3rd, 2023, the building has been completed with specialized training equipment and furniture installed. 5. lessons learned related to efficiency key issues lessons learned target audience accreditation of curricula developed by cebe faculty under the project is donethe accreditation of curricula developed by cebe faculty under the project is still done at national level yet the project was expected to serve regional needs. there is need for the curricula accreditation to be done by competent organs at regional leve l to make the academic programmes responsive to the biomedical labour market not only at the country but also regional level. executing agency afdb eac delay of procurement and delivery of some of the specialized training equipmentprocurement and delivery of some of the specialized training equipment was delayed and this affected the project performance. procurement of equipment should be well planned and done in good time in line with the project duration. some tenders were done almost three times without getting qualified bidders for example the 3d printer, which ended up not being procured and earmarked budget un -disbursed. in this regard, the procurement process for highly specialized equipment should have all technical specif ications prepared at the early stages of the project executing agency and ensure that only qualified suppliers who are accredited are hired and who have a proven track record of timely supplies. audit completion, first es audit in 2022 and second done in 2024the project only undertook the first es audit in 2022 and the second one was done in 2024. the es audits are included in the financing agreement and are mandatory. the execution agency should ensure that they comply with all statutory requirements in t he financing agreement. this was continuously reiterated during annual fiduciary clinics and project supervision missions and in this regard, the cebe piu was providing quarterly e s reports. executing agency afdb d. sustainability 1. financial sustainability rating narrative assessment 3 the project was funded by an adf loan of ua12,500, and government counterpart of ua 1,351,. at the closing of disbursements in april 2024, an amount of ua 1,309,368.8 could not be disbursed from the adf funding, due to the delayed procurement of a 3d printer as there was no competent bidder at the time of closure of the project. all the funding from the government counterpart was disbursed , which demonstrated commitment from the borrower. at the close of the project the university of rwanda made prov ision for om of the building by appointing a full -time staff to take on this responsibility and maintenance of equipment as well as paying of salari es of staff. it was observed that running cebe which has expensive training equipment would need significant recurrent expenditure for consumables, spares, operations and maintenance. located in kigali innovation city which is 17 km from the main univers ity of rwanda and the surrounding more densely populated urban areas, there will be need for transporting students to the new campus site regularly. these are all costs which would need to be added into the cebe phase 2 proposed operational budget. it is envisaged that cebe phase 2 will include income generation streams from biomedical and e -health services a s well as biomedical prototypes using its facilities and thus sustain running costs of the centre. 2. institutional sustainability and strengthening of capacities rating narrative assessment 3 1. the project was executed by the university of rwanda through its college of science and technology cst and the college of medicine and health sciences cmhs. the cebe piu was run by project staff under the university single project implementing unit spiu. all fiduciary procedures other than bank procedures were in line with the university's operations manuals. throughout the implementation, the capacity of cebe has been built to effectively undertake its fiduciary responsibilities. the cebe audit r eport 20222023 had a clean audit opinion which is testimony to these enhanced finance and procurement capacities. 2. the project has enabled 19 trainees all of who are ur staff with 9 of them trained at phd level. this goes a long way in the management of academic programmes at the centre. ur's contribution to retain and sustain the trained staff is continued payment of their salaries and benefits. cebe has a full time director and deputy director to continue to manage the coe. 3. cebe has been able t o conduct and publish 40 research publications in e -health, biomedical engineering and rehabilitation and mobility. this includes 13 research grant proposals that have attracted funding ranging from usd 150, to usd1.75 million from nih, sida, ncst, fin land, erasmus, vlir, bmgf. 3. ownership and sustainability of partnerships rating narrative assessment 3 cebe is located within the kigali innovation city, which is government owned land, but is under the university of rwanda which was the implementing agency.. the university nominated a director and deputy director who are both experienced professors who hav e contributed to curricula development of the three master's degree programmes and provided oversight of the cebe building construction to meet training needs. the deputy vice chancellor finance has been involved in all key decisions, and dialogue with the bank. the permanent secretary, ministry of education, chaired all cebe project steering committee meetings to provide strategic leadership to the project.furthermore, the ministry of education and the university of rwanda have made a bankable case for the cebe phase 2. the ministry of finance and economic planning has already made a formal request to the bank for a second phase of cebe amounting to ua 18 mi llion approx. 24 million usd. cebe has signed numerous memoranda of understanding mous with reputable international organizations, such as universities and research centres like from nih, sida, ncst, finland, erasmus, vlir, bmgf. through these partn erships and linkages, there have been grant proposals that have been funded. 4. environmental and social sustainability rating narrative assessment 3 the management of cebe project has implemented the esmp in a satisfactory way. the big challenge encountered was that some activities of the esmp were to be implemented by another institution called kigali innovation city kic, which was not yet operation al during construction of cebe building. kic started its activities when the construction of cebe campus was almost completed. therefore some installations in cebe's building are provisional these include: wastewater management system, rainwater managemen t system, the roads traffic, electricity and internet facilities and social amenities for students and staff, they will be connected kic's installation of kic. ur has appointed a professional hse officer who will implement the corrective action plan deduct ed from the completion es audit of the project and who will follow up imp lementation of esmp activities by kic. 5. lessons learned related to sustainability key issues lessons learned target audience consumables for expensive training equipment were procured but limited budgetconsumables for the expensive training equipment were procured but budget was limited. this is important for sustainable om. budget earmarked for training equipment should detail out the required consumables and maintenance costs. project design team adjustments that are needed for building and furniture to be more sustainablethe stone pebbles placed on the bituminous felt roof -waterproofing should be removed and replaced by protective concrete tiles to avoid retention of water on the roof, which will eventually ingress into the slab and cause roof leakages. the lower ground floor which houses the mobility medicine workshops will require a vehicleheavy forklift entrance to replace and repair machines and equipment. \there is need for greater adherence to the environmental safeguards in the cebe phase 2 buildings. there sh ould be consideration to procure furniture made in rwanda especially for staff offices, training rooms, laboratories and workshops that is more cost effective and with equally good standard. project design team cebe doesn't have an ohs policy and nor an ohs planur is in the process of developing ohs policy and plans for all campuses including cebe campus ur cebe campus didn't have an ehs officer to manage ehs aspects of the new campusur has appointed an ehs officer and should confirm that position on the organizational structure of cebe ur cebe environmental and social safeguards activities were not adequately consideredat the beginning of the project, environmental and social safeguards activities were not adequately considered, esmp was almost ignored. toward the end of the project cebe management was satisfactorily implementing the esmp, addressing some mistakes done in the past. in future, ur and cebe to implement esmp and other esia's plans such as sep, grm,... from the beginning of the project. ur cebe 3 laboratories in cebe fully operational, safety precautionthere are 3 laboratories in cebe, which should be fully operational very soon. there are safety precautions to be considered each laboratory to ensure sustainability. cebe will ensure that each laboratory operates in a safe and sustainable way, by comply ing with international and national standards of each laboratory. guidelines and procedures of each laboratory will be drafted and implemented. cebe . performance of stakeholders 1. bank performance rating narrative assessment by the borrower on the bank's performance 3 the bank funded cebe project, like the other similar projects in kenya, tanzania, uganda and burundi, as an eac regional operation targeting resilient biomedical engineering. biomedical services are a vital component of effective health care delivery but y et not enough attention is given to the critical role of biomedical engineering in maintaining the equipment that keeps patients well served. rwanda's choice for the cebe project was strategic because of medical technologies that require extensive trainin g, ongoing preventive maintenance and a reliable supply of specialized parts and accessories. most of the biomedical equipment ends up in wasting ways due to lack of in -country capacity to maintain them. the design and implementation of the project did no t fully consider the imperatives of regional integration, and this is a critical area for improvement in the second phase. despite the challenges of delayed start of construction and the impact of covid 19, the bank has consistency supported all implementa tion activities since 2014 till 2023, which were way beyond the 2020 when the project end was planned. the bank supervision team has significantly contributed by addressing issues related to project design, procurement, finance, and me and mitigating the negative impact of covid -19 to comply with bank procedures and policies, among others. comments by the bank on its own performance since its inception, task management of the project changed four times, albeit there was no lapse by the bank in terms of oversight and backstopping. financially, running a small operation from 2014 to 2023 rather than five years means that much more resou rces were spent in management than in investment. the presence of the country office corw in rwanda significantly reduced the pressure on management , but still lessons have been profiled and recommendation that projects with this ticket size should be m anaged with pro -active procurement planning and effective contract management to ensure value for money. key issues lessons learned target audience extensions of the project time meant excessive stress on personnel timeextensions of the project time meant excessive stress on personnel time of the bank for a long period. the borrower also suffered high management costs including payment of commitment charges on the loan. the other cost to factor here is the delayed release of benefits to the beneficiaries. lessons learned projects of this magnitude should have stricter operational timelines and less project extensions. that will reduce stress on resources and improve the portfolio rating. it also reduces on the co st of the loan -on the govt. side.extensions of the execution time for construction and supervisionstronger contract management on the part of the executing agency is recommended. the bank will be stricter with the justifications for extension even those at no cost.change of task managers four timeschange of task managers four times meant that there could have been loss of institutional memory on the project, leading to loss of time in implementation. the bank will take this into consideration including having co -task managers fully accountable to manage transition between substantive task managers. regional project was designed without adequate involvementregional project was designed without adequate involvement of the eac and without a budget for their involvement as well as for training of eac students who are non -nationals of the borrowing rmc. eac to be involved throughout the project design cycle an d also during implementation and supervision of the project. also, there should have provision for the training of eac students who are non -nationals of the borrower rmc.2. borrower performance rating narrative assessment on the borrower performance by the bank 3 the ministry of finance and economic planning took lead in supporting this initiative as it was considered strategic to the country and the region. the loan was signed on 8th december 2014. the university of rwanda ur - centre of excellence in biomedical engineering and e -health cebe and supervision firm signed a contract on 1st september 2016 for consulting services for the regional centre of excellence in biomedical engineering and e health cebe complex for the university of rwanda to be located a t nyarugenge campus grounds, in the college of science and technology cst in kigali rwanda. it should be noted that a government decision to relocate the campus to kigali innovation city kic was made in a cabinet meeting on 26th may 2017. with this ch ange of site, it became necessary for a topographical and geotechnical survey of the new site to be done by supervision firm. after a series of meetings and negotiations on 12th february 2019 an addendum no.1 to the initial contract was finally concluded a nd signed between ur-cebe and the supervision firm, other new timelines, deliverables and payment modalities were agreed on for the design phase. however, despite the delays, the cebe building was successfully completed in december 2023. the university nominated a director and deputy director who are both experienced professors who have contributed to curriculum development of the three masters degree programs and provided oversight of the cebe building construction to meet training needs. the deputy vic e chancellor finance has been involved in all key decisions, dialogue with the bank. the permanent secretary, ministry of education chaired all cebe project steering committee meetings to provide strategic leadership and implementation oversight of the pr oject. the university of rwanda as executing agency was consistent in project management although it started only with a project coordinator, the full team of professionals was hired subsequently and was involved throughout implementation including direc tor and deputy director both professors in medical sciences, project coordinator planner, a financial management specialist, site engineer and procurement specialist. overall, the borrower and implementing agency executed the project satisfactorily. borrowe own performance the project started with some snags especially due to a change of site which required additional workload yet there was limited staffing in the piu and staff turnover of accountants and procurement, but the project came back on t rack in 2019 when construction started. unfortunately, in 2020 and 2021 the project progress got affected by impact of covid 19. consequently, due to the aforementioned the project was red -flagged till 2022 when implementation improved especially with the construction and equipment of the cebe got on track and was completed in time. key issues lessons learned target audience delay in commencement of construction.the borrower to adhere to the project timelines including undertaking advance procurement to mitigate snags during project execution. government decisions to change sites after financing agreement have been signed need to consider the impact on the timing of the project. executing agency 3. performance of other stakeholders rating narrative assessment on the borrower performance by the bank 3 despite the impact of covid -19, the overall performance of the contractor and service providers was satisfactory. the building was c ompleted, and all equipment provided by 23 december 2023. key issues lessons learned target audience major delays of main contractor for the construction of the cebe buildingthe main contractor for the construction of the cebe building had major delays in completing the works. selection of contractors for civil works requires strict evaluation of previous contract management records as part of the tender evaluation. the exec uting agency should be more meticulous in contract negotiations and management. executing agency delays by some suppliers of training equipmentdelays by some suppliers of training equipment executing agency iv. summary of key lessons learned and recommendations 1. key lessons learned key issues key lessons learned target audience 2. key recommendations with particular emphasis on ensuring sustainability of project benefits key issue key recommendation responsible deadline regional integration * partner with national ministries of education and health in eac countries to promote the program within universities and colleges. * organize regional career fairs or information sessions to raise awareness among potential students. * develop targeted outreach programmes to encourage women and underrepresented groups to pursue careers in these fields. * consider offering joint research projects or collaborative workshops to foster regional exchange. borrower afdb eac 31.12.2026 procurement advanced procurement: get clearance from the bank to begin working on terms of reference, specificities and other item technology transfer: include clauses in contracts that require international suppliers to provide training programs for local staff on e quipment operation and maintenance. life-cycle costs: evaluate bids not just on initial purchase price, but also on factors like maintenance costs, availability of spare parts, and long -term technical support from the supplier. executing agency afdb 31.12.2025 finance cancellation of the undisbursed balance executing agency afdb 30.06.2024 v. overall pcr rating dimensions and criteria rating dimension a: relevance 4 relevance of project development objective ii.a.1 4 relevance of project design ii.a.2 4 dimension b: effectiveness 4 outcome rating ii.b.2 4 outcome rating ii.b.3 4 development objective do ii.b.4 4 dimension c: efficiency 3 timeliness ii.c.1 2 resource use efficiency ii.c.2 4 cost -benefit analysis ii.c.3 na implementation progress ip ii.c.4 4 dimension d: sustainability 3 financial sustainability ii.d.1 3 institutional sustainability and strengthening of capacities ii.d.2 3 ownership and sustainability of partnerships ii.d.3 3 environmental and social sustainability ii.d.4 3 average of the dimension ratings 4 overall project completion rating highly satisfactory 08.07.2024 -11:50:33 -prd

1 i. basic data a report data report date 10 october 2023 b responsible bank staff positions at approval at completion regional director m. el azizi m. el azizi country manager y. fal m. blomberg sector director s. nalletamby l. m. drammeh sector manager s. kilonzo l. m. drammeh task manager a. tarsim, principal financial sector development officer, rdgn.1 i. mahamoud houssein, principal financial sector development officer, pifd.1rdgn alternate task managerpcr team leaderi. mahamoud houssein, principal financial sector development officer, pifd.1rdgn pcr team members c project data project name: tunisia - support to smes to improve access to non-bank financing investia entreprises project code: g-tn-h00--001 grant from the multi-donor trust fund for countries in transition tft project type: grant sector: finance sector country: tunisia environmental categori sation three. processing milestones - bank-approved financing only adddelete rows depending on the number of financing sources key events bank -approved financing only disbursement and closing dates bank-approved financing only date approved: 0812 2017 cancelled amounts : eur 1,298,280.19 original scheduled disbursement date for the first tranche: 3010 2019 project completion report - tunisia: support to smes to improve access to non-bank financing 'investia entreprises' african development bank group 2 date signed: 12052018 original closing date : 31122020 date of entry into force: 11012019 date of grant publication on jort.revised if applicable disbursement deadline : 31032022 revised if applicable closing date: 31 032022 financing source instrument disbursed amount eur percentage disbursed : disbursed amount usd: percentage undisbursed : financing sourceinstrument: grant from the multi-donor trust fund for countries in transition tft 2,119, 32.95total grant budget : 2,119, 32.95co-financiers and other external partners: the british embassy donor cancelled part of the gbp 750, grant due to delays in project implementation. executing and implementing agency ies: ministry of finance, through the directorate general for financial affairs, equipment and material dgafem. d management review and comments report reviewed by name date reviewed comments country manager m. blomberg regional director m. el azizidivision manager l. m. drammehsector director a. attout ii. project performance assessment a relevance 1. relevance of project development objective rating* narrative assessment 3 the african development bank awarded the tunisian government a gbp 2.5 million grant, equivalent to eur 2.838 million, from the resources of the multi-donor trust fund for countries in transition in north africa known as the 'transition fund' or tft to finance a programme designed to facilitate access by tunisian small and medium -sized enterprises to financing from capital markets and venture capital operators. * for all ratings in the pcr , use the following scale: 4 highly satisfactory, 3 satisfactory, 2 unsatisfactory, 1 highly unsatisfactory 3 2. relevance of project design rating* narrative assessment 3 the innovative project to support smes in improving their access to non -bank financing is part of an overarching strategy initiated by the tunis stock exchange bvmt. the aim is to expand the capital market and strengthen its development by promoting a collaborative approach.it is for this reason that the african development bank awarded the tunisian government a grant of gbp 2.5 million eur 2.838 million from the resources of the multi -donor trust fund for countries in transition in north africa known as the 'transition fund' or tft for short to finance a programme designed to facilitate tunisian smes' access to financing from capital markets and venture capital operators. the main partners in the investia-enterprises project are the ministry of finance implementing agenc y, the financial market council cmf, the tunisian association of capital investors atic, the tunis stock exchange and the association of stock exchange intermediaries aib. 3. lessons learned related to relevance key issues lessons learned target audience alignment with project objectives the project should contribute to the achievement of all the afdb's high 5s, particularly 'industrialise africa ' and 'feed africa', as the beneficiary smes should include those operating in the industrial and agricultural or agri-food sectors. these two sectors are not well represented at the bvmt despite their importance to the tunisian economy and their growth potential. the project is particularly relevant to the flagship access to capital for smes initiative under the bank's industrialise africa strategy. the proposal is also fully consistent with the bank's 2014-2019 financial sector development strategy, which focuses on the financial sector to improve the depth and expansion of the real private sector and increase economic inclusion. specifically, by addressing the capacity weaknesses of beneficiary smes, the project will improve access to financial services for partially served or unserved businesses, which is the first pillar of the bank 's financial sector strategy. the project aligns perfectly with the two pillars of the 2017-2021 country strategy paper for tunisia , namely: i industrialisation and the development of value chains ; and ii improving the quality of life of people living in priority regions. by strengthening the capacity of smes operating in various value chains, the project will make it easier for these businesses to access financ ing and consequently grow. this will positively impact tunisia's ability to develop its local industry and integrate into global value chains. similarly, by promoting the growth of smes, the project will help to create much -needed jobs, thereby improving the livelihoods of young dgafem bank government smes 4 b effectiveness 1. progress towards the project development objective comments the project aimed to set up a national programme targeting a group of promising smes with the potential to grow and create jobs provided that these smes address their weak capacities. specifically, the programme was to work in an initial phase with three cohorts of around 40 smes each one cohort per quarter for three consecutive quarters, following the process described in the project document. the bvmt's strategy includes promoting the capital market and greater openness to the national economic environment. in recent years, the bvmt has launched several internal and external initiatives strengthening governance and information systems training, awareness -raising, regulations, tax incentives, international cooperation, etc.. the project experience d significant delays at start -up. two major obstacles were identified: the risk of conflict of interest and fiscal risk. the measures to mitigate these risks added considerable complexity to the implementation process. to minimise the risk of conflict of interest the bvmt supervises coaching and then decides on access to the capital market for the same company, it was necessary to broaden the stakeholders beyond the bvmt. therefore, the project involved the other players in the financial sector ministry of finance, cmf, maic, aib, central bank. in addition, to reduce the fiscal risk, the bvmt could not be the beneficiary of the subsidy. otherwise, 20 of the amount would have to be paid as tax. therefore, the grant was redirected to the ministry of finance, which then assumed fiduciary responsibility. in september 2020, the afdb prepared a brief proposal for restructuring the investia enterprise project to accelerate implementation, overcome current obstacles, and reduce operational risks. the document also supports an internal review of the project by the british embassy in tunis between august and september 2020. the data contained in this note is dated september 2020 and presents the context of the project, the activities carried out by the different stakeholders in the previous periods and the implementation status of planned activities. finally, the note proposed restructuring the project's activities with a revised timetable and budget. despite all these initiatives, the british embassy funder in tunisia decided to cancel gbp 750, of the grant due to delays in project implementation. tunisian job seekers. the uk's support was necessary to carry out these activities in the context of budgetary constraints and a shortage of resources needed to support smes .5 2. outcome reporting 3. output reporting outcome indicators baseline value end-target c expected value at project completion achievement at completion progress towards target realised narrative assessment key sector indicator yesno outcome 1: improvement of the competitiveness of smes, enabling them to create jobs. outcome 1.1: average growth rate in sales of beneficiary smes relative to national gdp growth four percent in 2020 relative to a national gdp growth rate of 2 in 2022 0 0 the negative impact of covid-19 was detrimental to the economic activity of smes, with some losing between 50 and 80 of their business. the program objectives were too ambitious. smes cannot contribute up to 40 of the program's cost. no outcome 1.2:amount raised by beneficiary smes on the stock market tnd 40 million in 2022 0 0 outcome 2: improvement of the depth and expansion of the local capital market outcome 2.1: number of beneficiary smes issuing bonds on the local market 10 smes in 2022 0 0 outcome 2.2: number of beneficiary smes listed on the stock exchange: 10 smes in 2022 0 0 rating see ipr methodology * 26 output indicators -target: expected value at completion most recent value 2022 at completion achieved at completion achieved narrative assessment core sector indicator yesno component 1: communication activities, collection, and pre-selection of applications from smes. 1.1. conduct of basic checks for smes number of smes benefiting from a diagnostic assessment : 21 smes in 2022 21 0 financial information of smes not available no 1.2 smes benefiting from detailed due diligence and preparation for the registration process; sme capacity-building on the management and collection of funds; extensive communication campaign on non-bank financing number of smes registered on the website based on turnover and number of employees : 350 smes in 2022 65 18.6 number of smes registered on the website is 240 out of 350, i.e. 68.5. number of diagnostic reports delivered by 3003 2022: 65 out of 350, i.e. 18.6. no number of smes shortlisted based on the questionnaire: 240 smes 65 27 number of d7 reports delivered by 30032022: 65 out of 240, i.e. 27. no number of smes based on scoring after site visits: 150 sme 65 43 number of d8 reports delivered by 30032022: 65 out of 150, i.e. 43.3. number of d8 bis reports delivered: zero out of 30, i.e. 0; number of data rooms organised: 0 no number of smes selected to proceed to component 2: 120 61 51 number of smes selected: 61 out of 120, i.e. 50.8; the contract ended on 30032022 no number of non-bank financing events organized for smes 03 100 organisation of a national event 31102019 and two regional events as planned, but with a month's delay. no component 2: diagnosis and support for smes number of agreements signed between the two consortia and enterprises. 21 out of 60 35 number of agreements signed with smes 21, i.e. 35 number of smes assigned to the consortium: 30 out of 60 no 7 number of smes that paid their contributions.21 out of 60 35 only 21 smes have paid their contributions to the program. no number of in -depth diagnostics prepared and delivered with the synthesis21 35 no number of business plans prepared and delivered 21 out of 60 35 no number of financial assessments prepared 6 0 no sme was interested in a stock market listing no number of smes for which prospectusesreference documents were prepared 6 0 no number of beneficiary smes listed on the stock exchange according to the afdb 's logical framework 6 0 no number of beneficiary smes issuing bonds on the local market according to the afdb's logical framework 6 0 no amount raised in the stock market by beneficiary smes according to the afdb logical framework nc 0 no component 3: project management ratingnarrative assessment 2 operating guide 1 100 component three of the project, entitled project management, made provision for a permanent individual consultant to act as coordinator to facilitate the management of the project , specifically monitoring and evaluation . the 18-month contract was signed on 29082019 , ending on 28022021.monthly project reports on project activities 18 100 bi-monthly analytical reports on the differences between forecasts and achievements of project activities 9 100 8 do rating derived from updated ipr * development objective do rating1 narrative assessment 2 the aim of the project was to respond to tunisia 's major challenges and constraints pertaining to the reduction of youth unemployment and regional disparities by supporting business creation. unfortunately, this objective will not be achieved due to the limited number of smes participating in the programme. 4. beneficiaries add rows as needed actual a planned b progress towards target * realized ab2 women category e.g. farmers, students the private sector, particularly the brvm and smes, are the direct beneficiaries of the programme. smes: in-depth diagnostic assessment of 120 selected smes; preparation of business plans for all selected smes . assessment of 6 smes . preparation of a prospectus for 24 smes . na smes of all categories, including smes in the agricultural value chain. 1 for operations using the old sap supervision report and rating system, the pcr do rating will be calculated using the eer methodology. 2 the achievement rate is to be taken as a qualitative indication of whether results are in line with forecasts 100 or not percentage below 100.quarterly administrative, budgetary, and financial monitoring reports. 6 100 however, the duration of the assignment was shortened to 17 months following the suspension of the contract by the client from 18032020 to 17042020 due to covid-19. quarterly reports o n the project's financial statements 6 100 mid-term report 1 100 final project closure report 1 100 the consultant delivered all the reports as stipulated in the service contract .9 5. unanticipated or additional outcomes add rows as needed description type e.g. gender, climate change, social aspect, others positive or negative impact on project high, medium, low unfavourable international economic conditions: the pandemic has slowed the economy since 2020, and some smes benefited from support after the covid-19 crisis. as a result, there have been delays in implementing some project activities--the uk's cancellation of the gbp 750, grant impacted project implementation . pandemic cancellation of grant mitigated negative delay in project implementation impact on financial resources 6. lessons learned relative to effectiveness add rows as needed key issues lessons learned target audience reviewing the terms and conditions for financial contributions from smes the programme costs borne by smes have prove n to be beyond the financial means of most of the smes selected during the covid period. sme optimising procurement timescales procurement procedures must be followed, as only one service provider should be selected for each contract. the decision to select two service providers for component 2 delayed the start of the project. the contract for component 1 was split into two parts part 1: communication plan, organisation of the national event, web portal ; and part 2 recruitment, pre-selection and selection of smes, which had the effect of reducing the number of bidders qualified for both parts at the same time and eliminating most of them those who had not achieved the minimum score to retain one who had passed only the first part. splitting the overall contract into two independent contracts could have increased the chances of having bidders who qualified separately for one or the other of the two parts of which there are many in tunisia and other countries. compliance with the experts' qualifications, as required by the rfp, should have been a disqualifying criterion, particularly regarding the project manager position. bank, project manager implementing agency project coordination staff. 10 improving the project's geographical coverage the project was launched in four regions of the country: tunis, sfax, sousse and nabeul. other areas, rightly considered to be regional economic hubs, could have been scheduled gabes, bizerte, zaghouan, tozeur in order to reach as many smes as possible and communicate about the project. executing agency, tunisian authorities; brvm c efficiency 1. timeliness planned project duration - years a as per par actual implementation time - years b from effectiveness for first disb. ratio of planned and actual implementation time ab rating* 36 months 46 months 36 months 2 narrative assessment the planned duration of the investia project was 36 months, over 2018, 2019 and 2020 . the programme encountered several challenges leading to delays: - change of implementing agency. bvmt, a private limited company, was not selected as the executing agency. it was subsequently replaced by the ministry of finance, resulting in a delay of approximately 12 months. - a 13-month interruption in the component 1 procurement process from 23082017 to 03102018. the contract was signed on 25062019. - an interruption of the procurement process for the two consortia of component 2 for 20 months from 23082017 to 26042019. - the selection process for component 2 was significantly delayed, and the two contracts were signed on 17112020, mainly due to the selection of two consortia for a single contract. 2. resource use efficiency median physical implementation of rlf outputs financed by all financiers a see ii.b.3 commitment rate b ratio of the median percentage physical implementation and commitment rate ab rating* 100 100 32.95 2 narrative assessment 32.95 of these resources have been used. it should be noted that 30 of the activities of the 3hp group in component 1 have been completed. component 2 is 100 paid out of 21 files processed.11 3. cost-benefit analysis economic rate of return at appraisal updated economic rate of return at completion rating* na na na narrative assessmentna 4. implementation progress ip3 ip rating derived from updated ipr * narrative comments commenting specifically on those ip items that were rated unsatisfactory or highly unsatisfactory, as per the last ipr. 2 with such a low disbursement rate 32.96 and the delays that led to the uk cancelling gbp 750,, the project 's progress cannot be given a good rating. an unfavourable opinion will , therefore, be given as to whether the project is on schedule. despite constant support from the bank, it was not possible to save the gbp 750, pledged by british cooperation. 5. lessons learned related to efficiency key issues lessons learned target audience improved choice of institutional anchoring. the choice of institutional anchoring for grant -financed projects and programmes should have been given more consideration at the project design stage to comply with the bank 's requirements and avoid project start-up delays. governments, the bank project manager optimise the project implementation period. suspending the component 1 contract would have been more appropriate during covid-19 restrictions. the bank, project manager 12 d sustainability 1. financial sustainability rating* narrative assessment na 2. institutional sustainability and strengthening of capacities rating* narrative assessment 2 the programme was poorly designed from the outset , leading to the setting of overambitious indicators. the bond market is dominated by banks and few smes issue bonds. smes are not interested in the stock market, given the low liquidity. 3. ownership and sustainability of partnerships rating* narrative assessment 2 some smes experienced challenges in providing service providers with the documents needed to carry out in -depth diagnostics. smes misunderstood the project objective. they were under the impression that the purpose of the project was to subsidise them directly by providing them with working capital. 4. environmental and social sustainability rating* narrative assessment 3 the project is classified under category 3. 13 5. lessons learned related to sustainability key issues lessons learned target audience capacity-building the capacity-building activities were not finalised and consequently did not allow the targeted smes to benefit from an in-depth diagnosis for the 120 smes selected or from developing a business plan for all the selected smes.sme ongoing approach had the project been implemented to completion, a continuous approach would have enabled the consolidation of achievements and made it possible to capitalise on the project 's output for further development. government bank tft a relevance 1. bank performance rating* narrative assessment by the borrower on the bank 's performance, as well as any other aspects of the project both quantitative and qualitative. 2 the program was designed in consultation with the tunisian government to determine sme needs that are in line with tft objectives. however, this consultation had to be extended to smes to learn more about their interest in the programme. the bank undertook actions to convince the british partners to give the investia project a better chance, but these efforts did not produce the expected results. comments to be inserted by the bank on its own performance both quantitative and qualitative. see guidance note on issues to cover. overall, the performance is rated satisfactory . key issues related to bank performance, max 5, add row s as needed lessons learned 2. borrower performance rating* narrative assessment on the borrower performance to be inserted by the bank both quantitative and qualitative, depending on available information. 2 the grant agreement was signed on time, but the project was not implemented on schedule , leading to requests for extension . the delays were due , among other things, to a lack of experience in managing projects governed by afdb procedures. project coordination was satisfactory . . performance of stakeholders14 key issues related to borrower performance lessons learned ownership and inclusion. there was a lack of ownership and inclusion of the project. program monitoring and supervision. the bank provided the necessary support and monitoring to the implementing agency and partners such as bmvt. 3. performance of other stakeholders rating* narrative assessment on the performance of other stakeholders, including co -financiers, contractors, and service providers 2 the change in the executing agency had an impact on project implementation. the bvmt, a private limited company, was not selected as the executing agency. subsequently, the ministry of finance replaced it . the technical capacity of the consortium to implement component 1 was average. local consultants were poorly mobilised 02 experts with diverse qualifications were mobilised for the sme pre-selection and selection phases. 1. key lessons learned key issues key lessons learned target audience institutional anchoring from the outset, the programme 's institutional affiliation needed to be established. the institutional anchoring of the programme to the bvmt and then to the ministry of finance led to a significant delay in its implementation. government bvmt tunisia's stock exchange bank afdb support with procedures the bank's support to the stock exchange and the ministry in facilitating procurement procedures and guidelines was unsatisfactory. government bvmt tunisia's stock exchange bank lack of banks banks are the main financial partners of smes in tunisia. they should have been involved in the design of the programme to understand better the constraints faced by smes and assess the risks. government bvmt bank 15 2. key recommendations with emphasis on ensuring the sustainability of project benefits key issues key recommendations responsibility deadline project design should reflect the needs of smes. non-bank financing is an attractive idea. most smes in tunisia are family -owned, so they are unlikely to open up their capital. currently, bank financing is best suited to smes in tunisia, especially in response to post-covid cash flow challenges. government bank post-project activities v overall pcr rating dimensions and criteria rating* dimension a: relevance 2 relevance of project development objective ii.a.1 2 relevance of project design ii.a.2 2 dimension b: effectiveness 2 outcomes ii.b.2 2 outputs ii.b.3 2 development objective do ii.b.4 2 dimension c: efficiency 2 timeliness ii.c.1 2 resource use efficiency ii.c.2 2 cost-benefit analysis ii.c.3 na implementation progress ip ii.c.4 2 dimension d: sustainability 2.3 financial sustainability ii.d.1 na institutional sustainability and strengthening of capacities ii.d.2 2 ownership and sustainability of partnerships ii.d.3 2 environmental and social sustainability ii.d.4 3 overall project completion rating 2.075

Sccd: k.m african development bank reference no: p-eg-aag-010language: english task managers: bara alayaalessandro pietri original:english project summary note cairo three a for international investments s.a.e. and its subsidiaries [egypt, rdgn] july 2024 african development bank project summary - cairo 3a. project description the provision of a senior corporate loan to cairo three a for international investments s.a.e. and its subsidiaries the group or cairo 3a to enhance grain processing and storage capacities, increase the production of high -value poultry products, and expand the processing capacity for corn derivatives. this project underscores the bank's commitment to improving food security and advancing the pr ocessing of higher value -added agribusiness products in egypt. clientsponsor since its establishment in 1981, the group has developed a distinct self -sustainable and tightly interlocked agri -food platform to maximize synergies through poultry and staple food value chain integration, while building a diversified portfolio of product s. cairo 3a caters to a wide range of consumer segments. the group evolved substantially through a series of acquisitions and greenfield projects, mainly contributing to egypt's food security. the group is managed by a team, with a strong expertise in the trading and processing of agri commodities. cost structure, financing plan the group investment program is to be funded by a mix of external debt, and internally generated funds. the debt portion will be in the form of a loan from the afdb and other local commercial banks. envisaged bank's role a corporate loan of up to usd 27 million with a 7 -year tenor, including a 2 -year grace period to finance part of the group's investment program.implementation arrangements the loan is being granted at a corporate level to cairo 3a, backed by the group's consolidated balance sheet and its subsidiaries. the group will invest the proceeds across its subsidiaries . over the last four decades, the group has demonstrated successful project implementation through sourcing and trading primary inputs both nationally and internationally, building strong commercial partnerships with major multinationals, developing extensiv e distribution and production capacities to support small players in various value chains, and executing and developing operations across targeted value chains. market egypt has a large and growing population, currently estimated at over 114 million in 2024, making it the most populous arabic -speaking country in the world. the annual population growth rate is around 1.57, and projections indicate it will continue to ris e, reaching approximately 160 million by 2050. the country's grain production significantly lags its food needs, necessitating substantial imports. in 2023, egypt produced 8.87 million metric tons of wheat, down 6.63 from the previous year. this shortfall has led egypt to consistently be the world's leading importer of wheat. the rapidly growing population exerts pressure on the country's traditional farmlands along the nile valley and delta, exacerbating the need for imports. since february 2022, egypt's food security has faced increased pressure due to disruptions in wheat imports from the black sea region, from where it sources 85 of its imported wheat mainly from russia and ukraine. in response, the government aims to enh ance self -sufficiency by supp orting domestic production, diversifying its supplier base, and encouraging private sector efforts to import essential grains like corn and whe at. strategic alignment this proposal is fully aligned with the overarching ten year strategy of the bank 2024 -2033, the private sector development strategy 2021 -2025, notably for financing firms that can anchor value chains in key sectors, the agricultural transformation fe ed africa strategy 2016 -2025 and egypt's structural reform program for the period 2021 -2026 that aims to foster the development of the agribusiness sector. the transaction is also fully aligned with both pillars of the approved 2022 -2026 csp to foster productivity i development of a robust private sector to foster growth and job creation ii building resilience to achieve food and water security in the agricultural sector. it is also consistent with the bank's strategic priorities high 5s for indust rialization, and the improvement of the quality of life for africans by modernizing food processing, providing affordable good quality nutrition, msmes development and job creation.development outcomes the cairo three a project is set to deliver substantial development outcomes and impacts. it aims to create a significant number of full -time equivalent jobs, reflecting an increase in the current workforce. the project is also expected to boost government revenues over the loan period. in terms of climate impact, the project includes measures to align with iso 14064 standards for greenhouse gas emissions, targeting a notable reduction in co2 emissions from high -energy -intensive industrial activities. furthermore, the projec t will support domestic value addition and foster stronger interlinkages with smes and smallholder farmers, contributing significantly to egypt's economic resilience and food security.additionality and complementarity the group's efforts to consolidate the poultry value chain and enhance grain storage capacity require access to long -term finance, a critical factor identified as a major impediment to agricultural transformation in africa. securing competitive financing t ailored to the agricultural sector's needs at a reasonable cost is essential. this transaction will i provide long -term hard currency financing to support value chain integration; ii enhance food quality standards and biosecurity norms; improve t he company's environmental and social safeguards system; and iv complement the efforts of the bank and the government to bridge the country's food security gap.

Project completion report for public sector operations pcr i. basic data a. report data project name: ethiopia -drought resilience sustainable livelihood program in the horn of africa phase i project code: p-z1-aaz-013 country multi -countries sector: more than one agricultural sub -sector environmental categorization 2-category 2 report type: date of report: 08.07.2024 mission: achievement mission 1 from: 25.04.2024 to: 25.04.2024 prepared by task manager: mohamud hussein egeh alternate task manager : division manager : sanginga cigoho pascal ahai4 b. responsible bank staff position at completion country manager sanginga cigoho pascal regional director nwabufo nnenna lily sector director fregene martin task manager mohamud hussein egeh alternate task managerc. project data project financing in uac financing sourceinstrument foreign currency local currency totala.d.f. project 6,485,940.46 23,514,059.54 30,,.00government project 0.00 3,,.00 3,,.00t o t a l 6,485,940.46 26,514,059.54 33,,.00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 2100150028344 19.12.2012 23.02.2013 07.08.2013 17.12.2013 31.12.2023 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 2100150028344 30,,.00 30,,.00 30,,.00 0.00 30,,.00 t o t a l 30,,.00 30,,.00 0.00 30,,.00 disbursment status in uac at completion mission date loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 29,276,200.07 29,276,200.07 97.59 723,799.93 2.41 t o t a l 29,276,200.07 97.59 723,799.93 2.41 commitment status at completion mission date uac financing sourceinstrument planned amount uac committed amount ua percentage committed uncommitted amount ua percentage uncommitted adb group 30,,.00 29,276,200.07 97.59 723,799.93 2.41 counterpart 3,,.00 0.00 0.00 3,,.00 100.00 co-financer 0.00 0.00 0.00 0.00 100.00 t o t a l 33,,.00 29,276,200.07 88.72 3,723,799.93 11.28 executing and implementation agencies borrower government of ethiopia multinationalguarantor government of ethiopia multinationalexecuting agency ministry of agricultureii. project performance assessment a. relevance 1. relevance of project development objective rating narrative assessment 4 following the severe drought of 2010 - 2011 in the horn of africa hoa region, the bank developed q the drought resilience and sustainable livelihoods program drslp, a multi -phased, multi -national investment program designed to address the negative impact of recurrent drought in the hoa. ethiopia -drslp i was among the 1st generation of investment oper ations approved by the bank in 2012 under the drslp. the objective of the ethiopia drslp i was to improve livelihoods and resilience of the pastoral communities. the objective of the project was aligned with a igad drought disaster resilience and sustai nability initiative iddrsi strategy; b ethiopia country programming paper, which was developed to end drought emergencies, increase resilience to drought, and build sustainability in the pastoral regions, c bank group regional integration strategy pape r risp for eastern africa 2011 - 2015, d bank's medium term strategy 2008 -2012, e its agriculture sector strategy 2010 -2014 and f ethiopia country stratgey paper 2011 -2015. the project purpose was also well aligned with beneficiary needs who wre suffering from frequent droughts and other climatic shocks. project's development objective was clearly focused on intended outcomes and no inconsistencies priorities was observed. during the implementation period, the development objective remained f ully aligned with above strategies and priorities as well as with the bank's feed africa strategy 2016 - 2025, the strategy for addressing fragility and building resilience in africa 2014 -2019 extended to 2021, 2022 -2026, the bank's ten year strategy 2013 - 2022 extended to 2023, priority areas and sectors of the ethiopia country strategy papers, 2016 -2022 and 2023 -2027 and the goe ten -year development plan tydp, 2021 -2030. 2. relevance of project design rating narrative assessment 3 the eastern and southeastern lowland parts of ethiopia suffer from reduced, unpredictable rainfall patterns with frequent droughts, which adversely affect the natural resource base and dependent pastoral and agro -pastoral production systems. the project de sign sought to build the resilience of these drought -prone communities in the face of food insecurity, poverty, and environmental degradation through interventions that address water, pasture, market, animal health and capacity building using integrated ap proach. the project design generally remained sound, throughout the implementation process, was consistently conducive to achieving the project results without change to its scope and implementation arrangements. however, due to significant initial impleme ntation delays, the project took about 10 years to complete. these interventions have resulted in significant improvement in the resilient capacity of the target communities with visible difference between project and non -project woredas districts in a far and somali regions. water access to close proximity and improved forage availability during dry season and acess to livestock markets are some of the major outcomes of the project. additionally, the human and logistical capacity building enhanced the i mplementation capacity of local community organizations and government enetities. furthermore, the drslp has played a critical role in creating a common resilience coordination platform for stakeholders engaged in drought resilience initiatives in the country.the government of ethiopia and benefiacry communities highly valued the achievements of the drslp and recognized the need to continue with similar interventions. as a result, the ongoing program to build resilience for food and nutrition security brefons in the hoa was designed as a follow -up to the drslp building on the progress, leveraging the lessons learnt, and consolidating the benefits realized under drslp. 3. lessons learned related to relevance key issues lessons learned target audience more time allocated for community consultation during project designthe pastoral context is characterized with a complex ecosystem including socio -cultural traditions that need extensive and adequate consultations and understanding during the design of a project bank and moa water development and fodder banks are critical for resilience of pastoral com munitiesimproving water access and forage availability fodder banks have resulted in significantly impacful interventions for resilience building of pastoral communities and should be the focus of future drought resilience initiatives bank and moa remoteness, inaccessibility, and harsh climate in project areasflexibility in procurement to allow use of government entities suc as ethiopian construction design and supervision works corporation ecdswc, should be considered during the project design. bank and moa need for more coordination synergy among stakeholders in resilience initiativegood number of standalone resilience building internevtions by government and its development partners such as afdb, wb, ifad, gizkfw, un agencies, ngos, etc., are being implemented with weak coordination and collaboration. thus, more effective coordinati on is needed among dps enaged in pastoral development moa sustainability of livestock health servicesdue to their remoteness, most districts in pastoral conexts suffer from limited capacity of public services. therefore more preparation time should be spent in understanding the pastoral context in these remote districts during project design on the other hand, an increasing number of animal health graduates are coming back to their village seeking jobs. this is an opportunity to encourage these graduates to enagage in animal health delivery systems using arrangement. moa and regional govrnments b. effectiveness 1. progress towards the project's development objective project purpose comments the project development objective was to improve livelihoods and resilience of the pastoral communities in view of recurrent climatic crises. the project comprised three components, namely: component 1 - natural resources management: construction and reha bilitation of water related infrastructures, rehabilitation and man agement of community based rangelands, fodder development, and soil and water conservation. overall progress 100 target achieved; component 2 - market and livestock infrastructure: devel opment of feeder roads, livestock market centres, and animal health services. overall progress 99 target achieved and component 3 - strengthening and building community and institutional capacity: human and institutional capacity building to strengthen o perational capabilities at federal and regional state levels. overall progress of 98. the project successfully contributed to strengthen the resilient capacity of the pastoral communites with development of water infra structure, pasture development, liv estock market and animal helath infrastrcutures and engaging resource poor women and youth in alternative livelihood options. the activities were successfully implemented, as each of them was designed to achieve have a high level of impact on the livelihoo ds of the beneficiaries, subsequently achieving the desired results. however, during the implementation, a few challenges had been observed such as initial start -up delays in the feasibility study on water works. despite initial delays, the project has ach ieved its target development objective through delivery of target outputs and outcomes. 2. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress towards target assesment core sector indicator yesno increased water availability and accessibility in the afar and somali regions number of people and livestock accessing water 20. 30. 30. 100.00 achievedlikely to be achieved target achieved no increased pasture and forage availability in afar and somali regions improved availability of pasture and fodder luh 5. 2.500 3. 125.00 achievedlikely to be achieved target achieved no developed rural feeder roads to improve market access for livestock input delivery and marketing as well as access to animal health services in the afar and somali regions developed and improved rural feeder roads and improved connectivity for livestock input delivery and marketing 10. 20. 20. 100.00 achievedlikely to be achieved target achieved no access to improved animal health services 10. 20. 20. 100.00 achievedlikely to be achieved target achieved no a sustained well -developed human and institutional capacity at federal and regional levels percentage of personnel capable of handling pastoral livestock production systems trained in the country increased 0. 45.600 30. 152.00 achievedlikely to be achieved target exceeded. 409,089 people 1,352,522.00 livestock with access to water. no percentage of community members' in two regions that improved their capacities. 0. 50. 50. 100.00 achievedlikely to be achieved target achieved no rating narrative assessment 4 all target outcomes of the project aimed at improving livelihoods and resilience of the pastoral communities were met 3. output reporting output indicators most recent value end target progress towards target assessment core sector indicator yesno nrm component report on water feasibility study 100. 100. 100.00 on track completed no number of rehabilitated water schemes nbr 41. 41. 100.00 on track completed no rangeland area rehabilitated and improved ha 1,352. 800. 169.00 on track nocompleted. target exceeded establish pastoral training center ptcs nbr 21. 23. 91.30 on track completed no community based pasture seed multiplication fodder development ha 508. 508. 100.00 on track completed with slightly below target output no livestock infrastructure development length of improved feeder roads constructed km 67.600 73.400 92.10 on track completed with slightly below target output no number of standard livestock market centers lmcs builtrehabilitated nbr 10. 10. 100.00 on track completed no number of existing livestock market centers rehabilitated upgraded nbr 3. 3. 100.00 on track completed no number of permanent vet. clinics pvcs built nbr 3. 3. 100.00 on track completed no number of animal health posts ahps established nbr 24. 24. 100.00 on track completed no strengthening building community institution capacity number of pastoralists and agro -pastoralists trained in pasture, rangeland mgmt., water mgmt.; alternative livelihoods nbr 7,510. 7,510. 100.00 on track completed no number of federal, regional and woreda staff trained nbr 409. 497. 82.29 on track completed with slightly below target output no regional and woreda sms staff attended msc. training nbr 37. 38. 97.37 not on track off track: staff shown no interest for local training no community members cahws trained to handle basic animal health services at village level. nbr 420. 390. 107.69 on track completed. target exceeded no community based alternative livelihood group formed certified nbr 3,309. 2,771. 119.42 on track completed no report on baseline studies for the project nbr 1. 1. 100.00 on track completed no rating narrative assessment 3 satisfactory. out of the expected 16 ouput 13 targets were fully achieved or exceeded. overall, the performance in terms of achieving the expected outputs is rated satisfactory. 4. development objective do rating do rating narrative assessment 3 do is rated satisfactory as the outcomes and outputs are rated as highly satisfactory, and satisfactory, respectively. 5. assessment on the performance of gender equality in the operation comments 6. unanticipated or additional outcomes description type positiveor negative impact on project assessments the bank financed drslp i pioneered the development of similar projects in ethio drought and climate change positive high the bank financed drslp i pioneered the development of similar projects in ethiopia. for instance, auc's special emergency assistance funds seaf for the purchase and distribution of animal feeds for drought victims in pastoral regions of ethiopia. the ba nk support to drslp i also prompted other development partners kfw and wb who preferred the implementation modality and capacity of the existing piu to handle drought relisience and climate change related projects. to this effect, the wb financed drive p roject on derisking and livestock market are interventions that are complemtnary to the drslp i operations. following the demonstrated successful institutional positive high7. beneficiaries description actual a planned b progress towards target of women category e.g. farmers, students pastoralists and agro -pastoralists 7,520. 7,512. 100.11 45.00 pastoralists and agro -pastoralists federal, regional and woreda staff train 374. 387. 96.64 45.00 federal, regional and woreda staff train regional and district government staff 19. 33. 57.58 58.00 regional and district government staff community animal health workers trained 19. 33. 57.58 50.00 community animal health workers trained asset -poor pastoral agro -pastral commu 3,309. 2,771. 119.42 67.00 asset -poor pastoral agro -pastral commu description actual a planned b 8. lessons learned related to effectiveness key issues lessons learned target audience maintaining well established and experienced piushaving an experienced and well established piu has proven to be an effective mechanism for managing effectively the implementation of drought resilience projects in ethioipa. the piu established for the managing drslp i ethiopia project in 2013 has also been managing similar drslp ii, wb llrp, dr ive, and kfw projects. government bankdps recurent drought and cc induced shockswater development in selected few locations means attracting human and livestock population from distance locations causing overgazing and undermining the sustainability of infrastructure. thus, more investment is needed on water and pasture development to address wide and underprivileged pastoral areas bank and government inadequate operationalization and maintaintenace of some of the livestockmore effort needed on building human and institutional capacity of local government to manage investments in infrastructure and where possible adopt a arrangement where private sector has comparative advantage government and the bank c. efficiency 1. timeliness planned project duration in years actual implementation time in years ratio of planned and actual implementation time rating 4.0 10.4 0.38 1 narrative assessment the long implementation time of the project was due to delays in staff recruitment and the long time taken to complete the feasibility studies of water works which constituted almost half of the total project costs. the borrower signed a contract w ith a consultancy firm to carry out feasibility study, design and preparation of tender documents for various multipurpose water infrastructures for the drslp i project through a competitive process. however, the consulting firm on several occasions requested for extension, and in spite of the extensions, the consultant could not provide the required services as per the contract. the contract was finally terminated by the executing agency ea due to long delays and poor contract performance a s well as quality pro blems associated with the deliverables. given the remoteness, inaccessibility, harsh climate and security issues in some of the project areas, it became very difficult to attract participation from qualified private sector consulta nts and the bank gave it s no for the direct contracting of ethiopian construction design and supervision works corporation ecdswc for the consultancy services feasibility study, design, preparation of contract documents, and construction supervision. as a result, significant time elapsed for site identification, prioritization, detailed feasibility studies and preparation of tender documents which were only completed in 2019. it, therefore, took about 10 years to complete the project. so, its efficiency in terms of timeliness is unsatisfactory. 2. resource use efficiency median physical implementation of rlf outputs financed by all financiers commitment rate ratio of the median percentage physical implementation and commitment rate rating 100.00 88.72 1.13 4 narrative assessment 11 out of 15 outputs were achieved fully or exceeded. the median value of all the outputs was 100. 108 of the loan resources were committed and disbursed. thus, the ratio of the median percentage of physical implementation of the project outputs and com mitment rate is 1. the efficiency of resource utilisation is, therefore, rated as highly satisfactory. 3. cost benefit analysis economic rate of return at appraisal updated economic rate of return at completion ratio rating 24.00 26.50 1.10 4 narrative assessment the economic analysis in the appraisal report indicates the project to yield about 24 economic rate of return. at completion , the economic rate of return is 26.5 as a result of increase in project benefits including increase in yields of range and pa sture products, improved resilience of pastoral production system and improved livelihoods and rural income. in addition, many of the project outputs exceeded the targets resulting in 2.5 increase in the economic rate of return. the ratio of the err -completio n and the anticipated err -appraisal is 1.10, therefore, rated as highly satisfactory. 4. implementation progress ip ip rating narrative assessment 4 except very few, most of physical targets are completed and operational. most of the implementation criteria also rated as satisfactory. 5. lessons learned related to efficiency key issues lessons learned target audience implementation delays due to lack of feasibility studies and designsfeasibility studies and technical designs of water and other infrastructures should be completed before project approval. bank and government too many project outpus which were difficult and costly to manageto limit the number of outputs as much as possible in future projects. bank and government d. sustainability 1. financial sustainability rating narrative assessment 3 towards the consolidation and completion stage of the project, efforts have been made to handover completed infrastructures, including ensuring the allocation of public resources for operating and maintenance of established facitlies. moreover, self fundin g mechanisms and modalities tariffs, user fees, etc. have been put in place to ensure the continued flow of benefits after project completion. however, there were cases of inadequate operationalization and maintaintenace of some of the livestock nfrastru ctures, in the somalia regional state. more human and institutional capacity building will help local government to manage investments in infrastructure and where possible adopt a arrangement where private sector has comparative advantage. realising th e impact of the project on the national economy, the ethiopian government has given high priority for development of the lowland pastoral and agro -pastoral areas of ethiopia. accordingly, increasing resource is being mobilized from its own budget and devel opment partners towards improving situations in pastoral and agro -pastoral regions. to this effect and seeing the outcomes of the drslp project, government in collaboration with development partners also continued investment in overcoming drought and clim ate change induced shocks through afdb and wb financed projects, ua 27.25 million of brefons and usd 115 million worth of drive projects, respectively. the same piu that served for drslp in moa continued as implementing entitiy. 2. institutional sustainability and strengthening of capacities rating narrative assessment 3 the project significantly contributed to strengthening the capacity of the implementing agency, minsitry of agriculture and regional bureaus. the entities responsible for implementing drslp have continued to implement afdb and wb and other dps such as kfw financed projects as earlier mentioned. the logistical support field and office equipment, transport facilities, etc. and capacity building and training activities also made significant contribution that enabled the moa and implementing entities at regio nal and district levels to execute their mandates satisfactorily. nevertheless, there were cases of inadequate operationalization and maintaintenace of some of the livestock nfrastructures, especially in the somalia and afar regional states where efforts i n human and institutional capacity building should continue to help local government to manage investments in infrastructure. overall, the project was critical in strengthening the institutional capacities of these instittutions. 3. ownership and sustainability of partnerships rating narrative assessment 3 at initial stage, the project experience inadequate sense of ownership by some regional and district levels mainly due to weak participation during the project design which was done hastily. it was after various rounds of discussions and guidance from the bank in 2018 that the project has shown significant ownership improvement. since then, the piu in moa has been strengthened with more competent staff, and the national project steering committee became very active in providing strategic guidance. furthermo re, the regional and local government officials have shown increased sense of ownership and commitment that accelerated the implementation pace of the project on the ground. building on the weak participative lessons on drslp project, during the prepara tion of the bank financed brefons project, the project activities were identified and planned at grassroots level with the participation of the communities, which has resulted strong ownership of the community. the water points, market centers, animal heal th posts, and feeder roads were constructed in the interests of the communities and addressed their long time development needs. capacity development training provided in various subjects to the established committee and associations has improved their cap acity to implement and manage the project, which in turn ensured the sustainability of project results. subsequent similar operations financed parnerts such as wb llrp, drive and kfw were manged by the the piu established for drslp i ethiopia project in dicating strong partnerships and effective involvement of relevant stakeholders. 4. environmental and social sustainability rating narrative assessment 3 the drslp project is ranked environmental category ii and had positive impact on addressing resilienece to environmental shocks. the ea satisfactorily complied with the environmental social safeguards specified in the appraisal. esmp was prepared which g uided the environmental auditing. as part of the federal piu, an environmentalist was recruited for the project on full time basis. he was involved in regular es compliance monitoring and reporting and conducting community awareness and sensitization trai ning. furthermore, the project provided capacity building support to concerned regional environment authorities to follow -up and monitoring esmp on the ground in a sustainable manner. additionally, regional environment authorities have confirmed alocation of funding to ensure the environmental and social sustainability of the operation. annual es audits were done and reports submitted mostly on time. additionally, final e s safeguards audit done and report submitted to the bank. 5. lessons learned related to sustainability key issues lessons learned target audience sufficient time for community enagagement during the preparationcommunity engagement right from project conception to completion helps government to improve efficiency, legitimacy and trasparency of their decision making. such engagement assures ownership and sustainable management of project interventions. bank and government . performance of stakeholders 1. bank performance rating narrative assessment by the borrower on the bank's performance 3 the bank played a leading role in pioneering the implementation of the drought resilience initiative in the the country and horn of africa at large; and inspired government and development partners to invest in resilience -building interventions. except for the interruption caused by covid -19, bank supervision missions, often led to constructive recommendations, were conducted regularly and the proximity of the bank's country office coet played important role in resolving problems encountered and for the i mprovement of the project performance. however, the turn -around to resolve procurement issues and disbursement delays have been the challenges encountered during project implementation. despite such shortcomings, the bank's performance is satisfactory. comments by the bank on its own performance the bank provided the necessary support during project implementation. at project launching, the bank provided training at national and regional levels to familiarize piu staff with the tools required to ensure that they had a good understanding of the p roject concept, implementation mechanism and fiduciary requirments. during implementation, the bank undertook field and desk supervision missions to closely monitor the effective implementation of planned project activities. the bank worked closely with ea to identify and resolve problems during the project implementation to respond to changin g circumstances. given the remoteness, inaccessibility, harsh climate and security issues in some of the project areas, it beca me very difficult to attract participation from qualified private sector consultants and the bank then allowed direct contractin g of ethiopian construction design and supervision works corporation ecdswc for the consultancy services feasibility study, design, preparation of contract documents, and construction supervision. this has resolved the delayed studies and resulted in completion of water works technical studies and preparation of tender documents in 2019. method. as a result, the bank was considered rigid in its procurement procedures. however, during mtr, critical implementation challenges, especially related t o such pro curement modality, was discussed and alternative and feasible arrangements were agreed that improved subsequent performance of the project. key issues lessons learned target audience quality at entrythe borrower needs to give more attention to speed -up fulfilling conditions for loan effectivenesslack of advance detailed feasibility studies and and design worksit is critical that the advance preparation is undertaken on detailed feasibility studies and design for proposed list of water and other infrastructures prior to ensure tendering could be launched immediately after commencement of the project. advance procurement method should also be considered.ownership and commitmentright from the launching of a project, the borrower needs to commit to ownership and accountability by providing strategic guidance on the project management and ensuring that project steering committees at all levels hold regular meetings to resolve imple mentation issues in timely manner.contract managementthe ea needs to regularly review performance of all project contracts and resolve issues to ensure that they are executed on a timely manner.2. borrower performance rating narrative assessment on the borrower performance by the bank 3 borrower performance by the bank: * there were some issues with the performance of the ea during dusring initial stages of the project including delayed fulfillment of some covenants and less familiarity with bank procedures. but its performance has significantly improved at later years which without a doubt warrants a satisfactory rating. * the borrower was responsive to the iss ues raised by the bank which contributed much in speeding up of the project implementation in the later years when feasibility studies were completed and with strong commitment at all levels, implementation of activities have been undertaken with much high er pace during the last five years resulting almost all of the planned outcomes and outputs delivered. * generally, audit reports and quarterly progress reports were submitted on regular manner and recommendations and feedbacks implemented. comments to be inserted by the borrower on its own performance: despite challenges encountered at commencement of the project mainly due to an unfamiliarity with the bank's rules and procedures, the government's commitment to the project was very high. the piu estab lished for the managing drslp i ethiopia project in 2013 was maintained to manage subsequent similar bank drslp ii, brefons, wb llrp, drive, and kfw financed operations. the bank provided all the necessary support to enable the ministry of agricultu re complete project implementation in a successful manner with all planned outcomes and outputs almost achieved. key issues lessons learned target audience 3. performance of other stakeholders rating narrative assessment on the borrower performance by the bank 3 although not held regularly, the project steering committee that constitutes interministrial membership has been instrumental in coordinating the efforts of all the concerned stakeholders.the pastoral task force under the redfs donor coordination platform was also instrumental in fostering policy dialogue, harmonization and alignment with similar projects financed by different donors, notably, the wb, ifad, giz, eu, usaid , kfw, etc. some of the contractors failed to comply with the initial timeline for delivering on their respective works contracts, consultant handling feasibility studies of ground water and good supplies for reasons such as covid -19 pandemic, performance related issues, etc. key issues lessons learned target audience the need for continuous stakeholder engagementsproject success and delivery of intended outputs are assured if all concerned stakeholders are fully committed and accountable to their performance. all project stakeholders contract managementea needs to have regular monitoring and supervision of works contracts and put in place the necessary tools to ensure contractors adhere to their obligations and become accountable for timely delivery of works. ea iv. summary of key lessons learned and recommendations 1. key lessons learned key issues key lessons learned target audience 2. key recommendations with particular emphasis on ensuring sustainability of project benefits key issue key recommendation responsible deadline owenrship and commitment of ea stakeholders providing strategic leadership and timely addreing challenges and problems encountered, assisting project coordinators in excusion of project activities, holding psc meetings regularly, institute accountability on regional governments commitment is esse ntial. it brings stakeholders together on the same page and works towards the same goal. bank and borrower 01.07.2024 community enagagement community engagement right from project conception to completion helps government to improve efficiency, legitimacy and trasparency of their decision making. such engagement asures belonging and sustainable management of project interventions. bank and borrower 01.07.2024 v. overall pcr rating dimensions and criteria rating dimension a: relevance 4 relevance of project development objective ii.a.1 4 relevance of project design ii.a.2 3 dimension b: effectiveness 3 outcome rating ii.b.2 4 outcome rating ii.b.3 3 development objective do ii.b.4 3 dimension c: efficiency 3 timeliness ii.c.1 1 resource use efficiency ii.c.2 4 cost -benefit analysis ii.c.3 4 implementation progress ip ii.c.4 4 dimension d: sustainability 3 financial sustainability ii.d.1 3 institutional sustainability and strengthening of capacities ii.d.2 3 ownership and sustainability of partnerships ii.d.3 3 environmental and social sustainability ii.d.4 3 average of the dimension ratings 3 overall project completion rating satisfactory 08.07.2024 -10:43:16 -prd

1 i basic data a report data report date date of report : june 2024 mission date if field mission desk supervision b responsible bank s taff k positions at approval at completion regional director n. nwabufo n. nwabufo country manager n. nwabufo n. nwabufo sector director a. coulibaly a. coulibaly sector manager a. coulibaly k.gebre -selassie task manager baboucarr k oma angelique umubyeyi alternate task manager pcr team leaderangelique umubyeyi pcr team membersangelique umubyeyi flavio a .soares da gama mosllem a. alamir ahmed btissam benkerroum elsa araya c project data project name: kenya: competitiveness and economic recovery support program cersp project code: 1: p-ke-k00-004 cersp i 2: p-ke-k00-010 cersp ii 3: p-ke-k00-012 cersp - supplemental financing instrument number s: 1: 220 5005 2: 220 5501 3. 2206208 project type: program based operation sector: multi -sector country: kenya environmental categorization 1 -3: 3 processing milestones - bank approved financing only adddelete rows depending on the number of financing sources key events bank approved financing only disbursement and closing dates bank approved financing only financing source instrument1: 220 5005 cersp i financing source instrument1: financing source instrument1: date approved: 1606202 1 cancelled amounts: na original disbursement deadline: project completion report for public sector operations pcrafrican development bank group 2 3006202 2 date signed: 2506202 1 supplementary financing: na original closing date: 30062022 date of entry into force: 112202 1 restructuring specify date amount involved: na revised if applicable disbursement deadline: na date effective for 1st disbursement: 1012202 1 extensions specify dates: na revised if applicable closing date: na date of actual 1st disbursement: 23122021 financing source instrument2: 22055 01 cerspii financing source instrument2: financing source instrument2: date approved : 29062022 cancelled amounts: na original disbursement deadline: 30062023 date signed: 29082022 supplementary financing: na original closing date: 30 06 2023 date of entry into force: 13092022 restructuring specify date amount involved: na revised if applicable disbursement deadline: na date effective for 1st disbursement: 13092022 extensions specify dates: na revised if applicable closing date: na date of actual 1st disbursement: 06102022 financing source instrument 3: 220 6208cersp supplemental financing source instrument2: financing source instrument2: date approved: 29112023 cancelled amounts: na original disbursement deadline: 3006202 4 date signed: 0202202 4 supplementary financing: na original closing date: 30062024 date of entry into force : 27032024 restructuring specify date amount involved: na revised if applicable disbursement deadline: na date effective for 1st disbursement: --2703202 4 extensions specify dates: na revised if applicable closing date: na date of actual 1st disbursement: 22042024 financing sourceinstrument adddelete rows depending on the number of financing sources: disbursed amount amount, ua: percentage disbursed : undisbursed amount ua: percentage undisbursed : financing source instrument1: adb loan 220 5005 cersp i - 2021202 2 73,585,322.18ua usd 108.91000 0 financing source instrument2: adb loan 2205501 cersp ii20222023 74,484,467.06 ua usd 89 millon1000 0 3 financing source instrument3 : adb loan 220 6208 cersp - 20232024 7,224,382.29 ua usd 77.1 million1000 0 government:other co -financiers. add rows as neededtotal 205,294,171.53 ua usd 275 million 100 0 0 government:other eg. co -financiers. add rows as needed.imf loan 20202021 , 20212022 , 202223 and 202324 parallel financing usd 724.2 m usd 524.6 m usd 603 m usd 966.8 m world bank phase 20202021 and 20212022 , 202324 parallel financing usd 750 million usd 750 million usd 1, million totalusd5593.6 million 100 0 0 co-financiers and other external partners: imf and t he world bankexecuting and implementing agency ies: national treasury of the republic of kenya d management review and comments report reviewed by name date reviewed comments country manager n. nwabufo sector man ager k. gebre -selassie regional director as chair of country team n. nwabufo sector director a. coulibaly ii project performance assessment a relevance 4 1. relevance of project development objective rating * narrative assessment max 250 words4 the development objective of the competitiveness and economic recovery support program cersp was to strengthen resilience and support inclusive post -pandemic economic recovery through improved economic governance and enhanced industrial development and competitiveness. th e objective and the beneficiary needs were highly relevant at the time of appraisal and still are so at project completion. t he program responded to the count y's short -term need to create the fiscal space to finance critical development spending at a time when revenue collection was declining due to the covid -19 pandemic . it also supported kenya's medium - long term reform s needed to maintain macroeconomic stability, revitalize the industrial sector transformation, and enhance private sector participation to foster inclusive growth, employment creation and poverty reduction.these objectives were in line with kenya's priorities as articulated in the long -term vision 2030, its medium term implementation plan s mtp - 2018 -2022 and mtp iv - 2023 -27 and relevant sectoral strategies such as agriculture sector transformation and growth strategy 2019 -2029, kenya industrialization policy framework 2012 -2030, the post covid -19 economic recovery strategy 2020 -2022 , kenya poverty and equity assessment 2023 and the letter of development policy submitted by the government of kenya on may 5, 2021 .cersp was also aligned with both pillars of the bank's country strategy paper for kenya 2019 -2023 -industrialization and enhancing skills and capacity development. it was also linked to key bank strategies including ; i strategy for economic governance in africa sega 2021 -25 given its focus on macro stability, public sector effectiveness and business enabling environment, ii industrialization strategy 2016 -2025, gender strategy 2021 -2025 and jobs for youth strategy 2016 -2025 as these had a strong emphasis on improv ing livelihoods and soc ial protection particularly for women and youth , pillar 2 of the adf 15 priorities delivering capacity to promote and sustain inclusive growth, and iv two of the operation al priorities of the bank group's ten -year strategy, 2013 -2022, extended to 2023 -, private sector development, and governance and accountability, and bank group's ten -year strategy 2024 -2033 - inclusive green growth and ensuring resilient economies , and reinforced by two of the high -5 priorities, namely, industrialize africa and improve the quality of life of the people of africa. * for all ratings in the pcr use the following scale: 4 highly satisfactory , 3 satisfactory , 2 unsatisfactory , 1 highly unsatisfactory 2. relevance of project design rating * narrative assessment max 250 words3 overall, the design elements covering the objectives, components, prior actions, result measures and the flexibility woven in the design of cersp were relevant at the time of the appraisal and worked well during implementation. it was designed as a two -year programmatic operation implemented in 202021 -20212022 and extended to 202223 with supplemental financing aimed to consolidate the achievements of the preceding phases and address the government's persistent fiscal challenges caused by inability to obtain sufficient funds from other sources on reasonable terms and on time . the pro -poor program design was underpinned by a number of analytical works produced by the government, the bank, and other partners1. the reforms that enhanced the fiscal performance enabled government to fund programs in health, 1 component 1 is guided by the 202021 budget policy statement; imf article iv consultation report 2020 and imf country repor t on the eff and ecf arrangements 2021; public expenditure and financial accountability assessment of kenya 2019; government of kenya pfm reform strategy 2019 -2023; and the world bank's kenya public expenditure review 2020: options for fiscal consolidation after the covid -19 crisis 2020, among others. component 2 is guided by the kenya's wb country private sector diagnostic 2019; and global competitiveness index 2019, among others. component 3 is supported by the bank group's governance and delivery on mdgs in k enya and lessons for sdgs 2019; 2020 economic 5 education and social protection , targeting the most vulnerable and poor.similarly, the policy measures on industrial sector transformation and msme development including the c redit guarantee scheme enhanced job opportunities for the poor. the program was built on the achievements of the emergency response support program ersp 2020 -2021 and incorporated its lessons by initiating early preparation to ensure robust policy discussion , collaborating with co -financiers such as the world bank and imf , aligning with government reform measures, and using the programmatic budget support instrument for flexibility. notwithstanding the above strong elements, t he establishment of an unemployment insurance fund and approval of the special economic zones sez act amendment took longer than anticipated, leading to their replacement by the national hospital insurance fund and fund allocation in the fy 2022 -2023 budget statement for the development of three special economic zones . similarly, the process to sign the protocol agreement took two months for phase ii and . 3. lessons learned related to relevance key issues max 5, add rows as needed lessons learned target audience 1. flexibility of programmatic approach : the program was able to replace prior actions and extend the project by one more year to adapt the initial design to changing circumstances due to the flexibility embedded in the programmatic approach to modify responses based on justified new circumstances, while also providing adequate time for the reforms to take effect. 1. it is important to use financing instrument s such as programmatic approach that fit well with the medium -long term nature of reform activities usually supported under a pbo. 1. bank, 2. estimation of time required to achieve the prior actionstriggers : the program underestimated the time required to achieve prior actions which led to their replacement by other prior actions.2. for future projects, beyond the quality of the prior actions, a closer attention should be given to the timeline of their materialization.2. government, bank, development partners b effectiveness 1. progress towards the project's development objective project purpose comments provide a brief description of the project components and the context in which it was designed and implemented. state the project development objective usually the project purpose as set out in the rlf and assess progress. unanticipated outcomes should also be accounted for, as well as specific reference of gender equality in the project. the consistency of the assumptions that link the different levels of the results chain in the rlfshould also be considered. indicative max length: 400 words.kenya's economy was showing a favorable trajectory prior to the advent of the covid -19 pandemic, demonstrating an average annual growth rate of 5 percent . however , it was not without its shortcomings, such as heavy reliance on agriculture and limited government investment. the onset of covid -19 caused a recession in 2020, resulting in a contraction of the gross domestic product gdp to 0.3 percent . key sectors like tourism and manufacturing were particularly affected due to stringent lockdown measures and travel restrictions which led to job losses. although growth jumped to 7.6 percent in 20 21, average growth rate between 20 21 and 2023 remained about 5.8 percent. notwithstanding this rebound, kenya's economy remain ed confronted with persistent shocks , including global economic uncertainties and droughts, which continue d to exert adverse effects on its overall economic performance. competitiveness and economic recovery support program cer sp was therefore designed to strengthen resilience and support inclusive post -covid -19 pandemic economic recovery through improved economic governance and enhanced industrial survey by kenya national bureau of statistics; impact assessment of covid -19 on smes by undp 2020; and report on the implementation and impact of affirmative action funds in kenya 2019. 6 development and competitiveness . it had three main components: i enhancing fiscal performance; ii strengthening industrial development and competitiveness; and promoting economic and social inclusion through support to micro, small medium enterprises msme s, social protection coverage, and women's empowerment. the cer sp-supported policy measures contributed towards addressing some of the key constraints of the economy and enhancing its resilience . fiscal performance enhanced the fiscal deficit as a percentage of gdp declined from 8.3 percent in 2021 to 6.3 percent in 2022 surpassing the end target of 6.6 percent . it was estimated to decline further to 4.9 percent of gdp in fy 2024 . the public debt service to exports ratio improved from 27.5 percent in 2020 to 24.9 percent in 2023 exceeding the end target of 25.5 percent .the e -procurement policy framework and process automation have modernized public procurement, fostering efficiency and transparency in the fight against corruption. the key unanticipated outcome of the program was that it helped to provide the much needed liquidity through an efficient supplemental financing in terms of both the loan terms and timeframe in the face of unfavorable terms on the international fi nancial markets which could worsen the country's already precarious debt situation. industrial development and competitiveness strengthened the investment as a percent age of gdp showed significant improvement from 9.4 percent in 2020 to 19.3 percent in 2023 and was estimated to reach 19.9 percent in 2025. the increase in gross value added in the manufacturing sector far exceed ed the end target and increased from kes billion 736.4 in 2019 to kes1,046.3 billion in 2022 . economic and social inclusion enhanced some 110 , ms mes and over 1 ms me associations were registered since the registration system went live in april 2021 exceeding the overall target of 67,. ksh.6 billion loan was extended to msmes under the credit guarantee scheme cgs.similarly, 1,573,085 kenyans benefit ted so far from social protection and safety nets programs exceeding the target by 35 percent. however, the required gender -disaggregated data was not available at the time of project completion. 2. outcome reporting2 outcome indicators as per rlf; add more rows as neededbaseline value year a most recent value b end target c expected value at project completion progress towards target realized [b-ac -a] narrative assessment indicative max length: 50 words per outcome core sector indicator yesno outcome 1: fiscal performance enhanced outcome indicator 1.1: overall fiscal balance as of gdp-8.3 2020 -5.6 2023 -6.6 2023 158.8 achieved . the efforts in fiscal consolidation of the kenyan government focused on improving revenue mobilization and prudent spending which supported reducing debt. according to kenya's medium -term-debt management strategy 202 4, the fiscal balance as percentage of gdpis estimated to decline from 6.3 percent 2 2024 medium-term debt management strategy http:.parliament.go.kesitesdefaultfiles2024 -02202420medium -term20debt20management20strategy0.pdffor fiscal deficit, debt to gdp ratio, revenue to gdp ratio , investment to gdp rati o and debt service to export ratio the economic survey 2023 - https:.knbs.or.kedownloadmanufacturing -sector -review manufacturing value addition in kes -billion and social spending in kes -billion 7 of gdp in fy 2022 to 5.6 percent of gdp in fy 2023 and further decline is expected to 4.9 percent of gdp in 2024. outcome indicator 1.2: public and publicly guaranteed debt service to exports ratio 27.5 2020 24.9 2023 25.5 2023 130 achieved: as per k enya's medium -term -debt -management -strategy 202 4, the public debt service to exports ratio improved from 27.5 percent in 2020 to 24.9 percent in 2023.however, the ratio remains above the threshold 15 due to the international sovereign bond maturing in 2024 and the rollover of external commercial loans coming due in 2025.outcome 2: industrial development and competitiveness strengthened outcome indicator2.1 investments as share of gdp 9.4 2020 19.3 2023 11.4 2023 495 achieved:kenya has made important investments in infrastructure which has enhanced its access and competitiveness in the global market, including investment in special economic zones and industrial parks. the 2024 budget statement policy showed significant improvement - from 9.4 percent in 2020 to 19.3 percent in 2023 - in investment share to gdp. the investment as percent of gdp is projected to reach 19.9 percent in 202 5. outcome indicator2.2 manufacturing value added ksh -billions 736.40 2019 1,046.3 2022 847.00 2023 282.6 achieved: the economic survey 202 3 show s that value added gross in the manufacturing sector stood at kes 814,328 , 885,633 , and 1,046,289 in 2020 and 2021, and 2022 respectively . outcome 3: economic and social inclusion enhanced outcome indicator 3.1.a msmes registered nbr58,182 2020 110, 2023 67, 2023 587.6 achieved:micro small enterprises authority msea's database currently has about 110 , mses and over 1 mse associations are registered since the registration system went live in april 2021. undp was also supporting it. outcome indicator 3.1 b [women] -msmes registered women owned 0.0 2020 not available 2023 40. 26, is 40 of the end target na not likely to be achieved. the disaggregate d data was not available at completion. micro small enterprises authority msea's database currently ha s about 110 registered msmes since the registration system went live in april 2021 .outcome indicator 3.2.a social protection coverage including women nbr1.300 million 2020 1.57 million 20231.500 135 achieved.: 2023 report by the state department for social protection, senior citizens affairs special programs showed that 1,573,085 kenyans including 1,094,238 under the inua jamii cash transfer program that target the most vulnerable have t hus far benefited from social protection and safety nets programs by government in partnership with development partners.outcome indicator 3.2.a [women] -social protection coverage including women nbr0.0 2020 not available 2023 0.750 na not likely to be achieved. the disaggregate d data was not available at completion . around 1,573,085 kenyans including 1,093,852 who received inua jamii cash transfer from the gok which targets the most vulnerable benefited from the support by gok in partnership with development partners rating * see ipr methodology narrative assessment 8 2 out of the eight outcome indicators, six 75 surpassed the end targets and two targets 25 requiring gender disaggregated data for msme registration and social protection coverage were unavailable at the time of completion . 3. output reporting output indicators as specified in the rlf; add more rows as needed most recent value a end target b expected value at project completion progress towards target realized ab narrative assessment indicative max length: 50 words per out put core sector indicator yesno component 1: attaining fiscal sustainability output statement 1 .1: domestic resource mobilization enhanced output indicator 1.1.1 : tax measures introduced in 2020 to deal with impact of covid 19 reversed through t ax law amendment bill no. 2 2020 to enhance revenue performance * 2019 20. phase i yes yes 100 achieved: tax law amendment bill passed in december 2020 and effective 1 january 2021 rolled back most of the covid -19 tax relief measures introduced in april 2020 .3 as a result, there was a rebound of tax revenues. the country saved kes 92,307 million , that being the cumulative covid -19 tax relief transfers to citizens over the period april -december 2020.output indicator 1.1.2: audit of all product tax exemptions over the past 5 years conducted by kenya revenue authority kra 202122 . phase ii yes yes 100 achieved: a review of exemptions granted over the past 5 years 2017 - 2021 was done . it show ed a declining trend from 4.22 percent of gdp in 2017 to 2.61 percent of gdp in 2021 products for the past 5 years. kra is currently subjecting to audit all non -individual applications for income tax exemptions. a framework for post approval inspections for donor funded projects' vat exemptions is in place. an audit of exemptions granted over the past 5 years is ongoing and will be finalized in fiscal year 202223.output indicator 1.1.3: second mutual evaluation by the eastern and southern africa anti -money laundering group esaamlg conducted* * 2019 20. phase i yes yes 100 achieved: esaamlg conducted the second mutual evaluation in kenya from 31 january to 14 february 2022 , and a final mutual evaluation report was adopted, approved, and published in september 2022 https:.frc.go.ke . moreover, kenya has started addressing the deficiencies in its anti-money laundering and combating the financing of terrorism amlcft framework as identified and outlined in the mutual evaluation report. some actions taken include formation of the legal subgroup of the national task force ntf to identify the amlcft laws and regulations that need to be amended . the amendments will address the technical compliance deficiencies, and training of members of the ntf by financial action task force fatf on the international cooperation review group icrg process4 and what the authorities need to do to address the deficiencies in the mutual evaluation report . output indicator 1.1.4: final report of the by the eastern and southern africa yes yes 100 achieved: final report of the mutual evaluation by the eastern and southern africa anti -money laundering group published on september 2022 , and the action plan has been under implementation. progress 3 no. 2 of 2020.pdf kenyalaw.org 4 kenya entered the international cooperation review group icrg observation period in october 2022 and will end in october 2023 9 anti-money laundering group published , and the action plan implemented 202122. phase ii i includes amending legislation, establishing a case management system, and implementing an action plan. the plan involves conducting risk assessments, improving supervision of financial institutions, enhancing preventive measures, regulating trusts and beneficial ownership, improving financial intelligence products, increasing investigations and prosecutions, ensuring compliance with tfs framework, and revising npo regulation. output statement 1.2: expenditure rationalization enhanced output indicator 1.2.1: public procurement and asset disposal ppad regulations issued to facilitate e -procurement ; 23 standard bidding documents sbds approved and published * 2019 20. phase i yes yes 100 achieved: the ppad regulations were gazetted and became effective from july 2020. the administrative review board has been fully constituted and the standard bidding documents published.output indicator 1.2.2: comprehensive information on all awarded public tenders including beneficial ownership information published on the public procurement information portal 202021 . phase i yes yes 100 achieved: as of september 2023, 842 out of 33, procuring entities had registered with the public procurement information portal ppip according to the public information procurement portal . the public procurement regulatory authority ppra issued two circulars in 2023 reminding entities to upload awarded contracts with beneficial ownership information to the ppip. the ppra prepared quarterly compliance reports and configured the ppip to require capturing beneficial ownership information before contract publicati on. by november 2023, 13,003 contracts worth ksh. 355 billion had beneficial ownership information published through the ppip, indicating a significant increase. to further enhance compliance, the ppra conducted 13 trainings for 569 procuring entity users in 2023 and developed a training calendar for wider access. these measures aim to improve compliance by the end of fy202324 in june 2024.output indicator 1.2.3: mis for soe monitoring enhanced to include soes financial information, budget submission and monthly quarterly report ing **2019 20. phase ii yes yes 100 achieved: the government management information system gmis for soe monitoring that was rolled out in january 2020 has further been enhanced to include soe financial information and budget submission and generation of soe monthly and quarterly reports. gimis includes a loans module and an analytical framework for evaluating fiscal risks. the national treasury operationalized the new gimis module for digital data submission and processing by state -owned entities. output indicator 1.2.4: ownership policy for government owned enterprises approved by cabinet * 202223 . phase yes yes 100 achieved: an ownership policy for state corporations scs was approved by the cabinet and published in november 2023output indicator 1.2.5: e-government yes yes 100 achieved:after the approval of the strategy for the implementation of an e -government procurement 10 procurement e-gp policy framework comprising: i business process reengineering document; ii business, functional and technical requirements; and implementation roadmap approve d and tender for e -gp system launched* 2019 20. phase ii system in october 2020, a business process re -engineering document, a business, functional, and technical requirements, and an implementation roadmap have been developed and approved.the process of acquiring an e -government procurement e-gp system is underway. the system aims to enable online public procurement and asset disposal transactions, fully compliant with the public procurement and asset disposal act ppada of 2015 and its regulations. the e -gp system will be integrated with the integrated fin ancial management information system ifmis for supplier payment processing. a pilot of the e -gp system is being conducted in twelve 12 mdas, with full roll -out to all mdas planned f or july 2024. the ifmis e -procurement module will be used until the new e -gp system is fully implemented . output indicator 1.2.6: roll out the e-procurement system * 202223 . phase yes yes 100 achieved: the e -procurement system is rolled out. output statement 1.3: debt management enhanced output indicator 1.3.1: public finance management amendment bill 2023 approved * 202223 . phase yes yes 100 achieved: public finance management amendment bill 2023 approved to establish a public debt anchor threshold at 55 percent of gdp in present value terms achieved. the public financial management act pfma 2012, amended in 2023, mandates the national treasury nt to be a custodian of government assets and manage the level and composition of public debt, guarantees, and other financial obligations for sustainable debt control output indicator1. 1.3.2: updated sovereign debt management strategy sdms, 202122 -202324 approved and published . 201920 . phase i yes yes 100 achieved: kenya's 2021 medium term debt management strategy february 2021 covering the period 202122 -202324 was published in february 2021 https:.treasury.go.ke. the strategy was underpinned by the 2021 budget policy statement bps and aims to help mitigate the rising debt levels in the medium term and reduce the risk of debt distress. the new strategy is in line with the authorities' plan to transition to a medium -term debt anchor of 55 percent of gdp in present value terms from 202223 fiscal year.output indicator 1.3.3: fiscal commitments and contingent liability fccl framework developed and operationalized ** 2019 20. phase ii yes yes 100 achieved: the public private partnership act 2021 , which came into effect on 23 december 2021, and that amend ed kenya's act of 2013, enhances fccl framework over public -private partnership transactions.output indicator 1.3.4: the public private partnerships act enacted to enhance the fiscal commitment and contingent liabilities framework fccl over public -private partnership yes yes 100 achieved: the public private partnership act 2021 , came into effect on 23 december 2021 to enhance the fiscal commitment and contingent liabilities framework fccl over public -private partnership transactions 11 transactions* 2019 20. phase ii output indicator 1. 3.5: fccl databases and analytical tools expanded beyond the to the broader issues of public debt management, including public corporations and sub-national governments. 202122 . phase ii yes yes 100 achieved:as an indicative trigger for phase ii, the public private partnership act, 2021 which came into effect on 23 december 2021, and that amended the kenya's act of 2013, enhances fiscal commitment and contingent liabilities management over public -private partnership transactions. as such, as regards transactions, a fiscal commitment and contingent liabilities management framework does exist.output indicator 1.3.6: disclosure framework for debt statistics, reporting and settlement revised in line with international best practices . 2019 20. phase i yes yes 100 achieved:the reporting requirements on kenya's 2021 medium term debt management strategy february 2021 is through monthly debt reports. for the period january -december 2021 monthly bulletins were available on line5. in addition, by september following each fiscal year an annual debt management is published. both the annual debt management strategy and the monthly bulletins have been maintained until 2024. output indicator 1.3.7: publication of the yearly reports of the high -level fiscal risk committee frc at the national treasury with a view of identifying, evaluating, and reporting and to a deeper extent proposing strategies for mitigating and tackling soe guarantee exposure* 202223 . phase yes yes 100 achieved : the high -level fiscal risk committee frc report was published annually by t he national treasury with a view of identifying, evaluating, and reporting , and to a deeper extent , proposing strategies for mitigating and tackling soe guarantee exposure . component 2: strengthening industrial development and competitivenessoutput statement 2.1: manufacturing, value addition and trade enhancedoutput indicator 2.1.1: guidelines for special economic zones sez providing clarity on customs facilitation approved and published* 2019 20. phase i yes yes 100 achieved :to grow the m anufacturing sector , and provide clarity on customs facilitation, the government approved and published the sezs amendment regulations 2020, on march 20, 2020 that operationalize the sez act.6 output indicator 2.1.2: green manufacturing strategy approved and implemented to enhance sustainability 2019 20. phase i no yes 0 not on track: in january 2023, the kenyan government published the draft document of the national green fiscal incentives policy framework. this document is currently open for public comments, indicating that it is still in the process of development with no set date for closing the comments . once finalized, the framework will serve as a comprehensive guide for the implementation of 5 https:.treasury.go.kemonthly -bulletins1655458973292 -39970ace -eb24 6 https:k enyalaw.orgklfileadminpdfdownloadslegalnotices2020ln332020.pdf 12 diverse green fiscal policies in kenya, outlining a roadmap for their effective execution. output indicator 2. 1.3: budget for the financial year 202223 has allocations for the development of special economic zones: i kes 2.6 billion for dongo kundu sez; ii kes 50 million for the freeport and industrial parks sez in mombasa; and kes 295 million for sez developments in naivasha and athi river covering textiles and leather manufacturing activities * 201920. phase i yes yes 100 achieved: the kenyan national budget for fy 202324,made specific allocations for the development of special economic zones sezs. the budget included funds for various sez projects, including the development of dongo kundu sez , with an allocation of kes 2.6 billion . additionally, there was an allocation of kes 4.7 billion for the country integrated ago industrial park, kes 500 million for sez in naivasha and athi river covering textiles and leather manufacturing activities.7 https:.treasury.go.kewp -contentuploads202106budget -statement -for-the-fy-2022 -23f.pdf output indicator 2.1.4: privatization bill 2023 approved by cabinet * 202223 . phase yes yes 100 achieved: the privatization bill 2023 has been enacted into law privatization act, 2023 and the privatization act 2005, repealed. under the privatization act 2023, it is expected that privatization processes will be streamlined and carried out more efficiently. output statement 2.2 infrastructure governance improved output indicator 2.2.1: unit elevated to a directorate to support efficient scaling up of the program* 2019 20. phase i yes yes 100 achieved: the dire ctorate of was established with executive office of the president's letter dated 18 february 2021 and was also proposed in the amendment bill 2021 that was published in the kenya gazette supplement no. 19 of 26 february, 2021 on submission to the parliament. output indicator 2.2.2: public investment management pim regulations covering all phases of the pim cycle published after clearance by parliament* 2019 20. phase i yes yes 100 achieved: the public finance management public investment management regulations, 2022 was approved on april,2022 and the document is published online.8 output indicator 2. 2.3: national treasury and planning applies pim me criteria to the inventory of active projects and publishes cabinet decision for rationali zing the inventory* 2019 20 phase i yes yes 100 achieved: the government put in place monitoring and evaluation me criteria for public investment management to track implementation of all government developmental projects. the criteria gauge progress against benchmarks relating to implementation delays including startup problems for example where projects take more than 10 years to commence despite having budget allocations.output indicator 2. 2.4: environment and yes yes 100 achieved: the directorate established environment and social risk management unit under 7 https:.treasury.go.kewp -contentuploads202106budget -statement -for-the-fy-2022 -23f.pdf8 published -pim-regulations.pdf treasury.go.ke 13 social risk management unit set up and operationali zed within directorate to assess environment and social impacts of projects 202122 . phase ii the new directorate level arrangement. component 3: enhancing economic and social inclusion output statement 3.1: entrepreneurship and msme development framework strengthened output indicator 3.1.1: national credit guarantee scheme de-risking loans to msmes operationalised * 2019 20. phase i yes yes 100 achieved: a s of september 2023 , ksh.6 billion loan was extended under the credit guarantee scheme cgs. output indicator 3.1.2: mse policy designed to entrench entrepreneurship, promote formalization and improve coordination approved by cabinet 2019 20. phase i yes yes 100 achieved: the kenya micro and small enterprise policy, titled promoting micro and small enterprises mses for wealth and employment creation september 2020, was finalized and published online. 9 mses -policy.pdf msea.go.ke . the policy aims to create a favorable business environment for the growth and development of mses in kenya. it focuses on fostering an entrepreneurial culture, enhancing skills and capacity, providing access to markets and financial services, improving infrastructure, facilitating start -ups, promoting formalization, coordinating support programs, ensuring a conducive regulatory environment, and mitigating emerging and cross -cutting business risks.output indicator 3. 1.3: pilot phase of mse registration system rolled out 2019 20. phase i i yes yes 100 achieved: the mse registration system was piloted in the period november 2020 to january 2021 and went live in april 2021 with the support of undp. during the period, 110 mse's were registered in the database .output indicator 3.1.4: mse registration system fully rolled out 202122 . phase yes yes 100 achieved:mse registration system was fully rolled outoutput statement 3.2 framework for social protection and women's economic empowerment enhanced output indicator 3.2.1: proposal to establish an unemployment insurance fund to cushion workers who lose their jobs as a result of the pandemic* 2019 20. phase i yes yes 100 achieved:the country took a number of steps at the height of the covid - 19 pandemic that aimed to enhance social inclusion. these included a proposal to establish an unemployment insurance fund that was approved by the cabinet in february 2021 . output indicator 3.2.2: harmonized social protection targeting methodology and tools rolled out 2019 20. phase i yes yes 100 achieved:kenya has implemented harmonized social protection targeting methodology and tools for uplifting the poor and vulnerable which are inbuilt in a single registry of beneficiaries under the national safety net program. world bank was also supporting it. 9 mses -policy.pdf msea.go.ke 14 output indicator 3.2.3: the national hospital insurance fund amendment bill 2021 enacted* 2020201 . phase ii yes yes 100 achieved: the national hospital insurance fund amendment bill 2021 was enacted in kenya on january 10th, 2022. this amendment was introduced with the primary objective of bolstering the mandate and capacity of the nhif to effectively facilitate and deliver universal health coverage uhc throughout the country. by implementing this amendment, the aim is to enhance the nhif's ability to provide accessible and affordable healthcare services to all kenyan residents ; thereby promoting equitable healthcare and improving the overall health outcomes of the population.output indicator 3.2.4: social protection policy approved by cabinet 202223 . phase yes yes 100 achieved: the cabinet approved the kenya social protection policy, 20 22 . the policy aim s to give equitable access to shared prosperity .10 output indicator 3.2.5: enhanced single registry for social protection developed and rolled out in 4 counties out of 47 counties * 2019 20. phase i 4 4 100 achieved: the enhanced single registry for social protection system has been rolled out in the counties of vihiga, makueni, kisumu and taita taveta. output indicator 3.2.6: enhanced single registry for social protection developed and rolled out to 29 counties out of 47 counties* 202223 . phase +30 29 100 achieved: to enhance social inclusion, the government developed an enhanced single registry to serve as the central point for data on social protection. this registry comprised two applications, a beneficiary registry and a social registry. the enhanced single registry for social protection system has been rolled out to more than 30 counties. beneficiaries of the universal health coverage uhc programme, which is a national priority, are being identified for entry in the single registry database.output indicator 3.2.7: women's enterprise fund wef credit policy introducing new products and tech -based services and procedures manual approved by the wef board* 2019 20. phase i yes yes 100 achieved: to empower women through entrepreneurship , the board of the wef approved revised credit policy and procedures manual, which introduced new products that are better aligned to the needs of the modern wom an. the women enterprise fund wef has made notable strides in empowering women through entrepreneurship. with a total of ksh. 3.06 billion disbursed to 11,361 self help groups shgs, 124,973 women have benefited from accessible and affordable credit. furthermore, 148,446 women received training on entrepreneurship and value addit ion, while 1,483 women were supported with product certification, business club formation, exhibitions skills, and online marketing. in the 202324 fiscal year ksh 182.8 million was allocated for women enterprise fund.output indicator 3.2.8: employment insurance fund established. 202122 . phase ii no yes 0 not on track : discussions are ongoing tofinalize the implementation modalities of the unemployment insurance fund in kenya. the discussion revolves around determining the financing mechanism, contributions from employers and employees or be funded by the government , and the inclusion of workers in the informal sector, which constitutes a 10 https:.president.go.kewp -contentuploadsdespatch.pdf 15 significant portion of kenya's workforce, and presents difficulties in incorporating them into the program. the proposed unemployment insurance fund intends to offer temporary financial support to workers who experience job loss, presenting potential benefits once implemented.rating * see ipr methodology narrative assessment3 out of the 37 output indicators, 3 5 95 were fully attained and two output s 5 were not achieved due to the need for more consultations. government considers all the outputs as useful milestones contributing to its intended outcomes. therefore, the remaining outputs are likely to be accomplished. 4. development objective do rating do rating derived from updated ipr * narrative assessment indicative max length: 250 words 2 cersp -supported reforms and policy measures contributed to enhanced fiscal performance demonstrated by the reduction in the fiscal deficit, public debt to gdp ratio, and improvement in revenue to gdp ratio over the project duration . the e -procurement policy framework and process automation have modernized public procurement, fostering efficiency and transparency in the fight against corruption. these enabled the country to create more fiscal space for capital and social sector investment . gains made in the investment to gdp ratio and the value added in the manufacturing sector increases the private sector's potential to stimulate economic growth. the adoption of a msme registration syst em would support formalization and foster the sector's socio -economic contribution and the creation of decent jobs.the overall social spending has increased by 16.6 percent between 2020 and 2023 kes billion 380.1 - 443.2 which enabled the government to reach out to more social safety net beneficiaries to promote social inclusionequity.however, t here were two outputs and outcomes requiring gender disaggregated data t were not achieved. 5. beneficiaries add rows as needed actual a planned b progress towards target realized ab of women category eg. farmers, students the enhanced single registry for social protection system has been rolled out to more than 30 counties . enhanced single registry for social protection developed and rolled out to 29 counties out of 47 counties . 100 na ministry of labor and social protection reports public finance management amendment bill that establish a public debt anchor threshold at 55 percent of gdp in present value terms , the public finance management public investment management regulations , tax law amendment to reverse measures introduced in 2020 to deal with impact of covid 19 ,the p ublic procurement and asset disposal ppad regulations , and t he public private partnership act were issued. public finance management amendment bill that establish a public debt anchor threshold at 55 percent of gdp in present value terms , the public finance management public investment management , tax law amendment to reverse measures introduced in 2020 to deal with impact of covid 19 , regulations , the p ublic procurement and asset disposal ppad regulations , and t he public private partnership act were to be issued. 100 na the national treasuryand kenya revenue authority 16 by november 2023, 13,003 contracts worth ksh. 355 billion had beneficial ownership information published through the ppip . comprehensive information on all awarded public tenders including beneficial ownership information published on the public procurement information portal . not known na the public procurement regulatory authority ppra the privatization bill 2023 has been enacted into law . the government's 202324 budget allocation for the establishment of special economic zones, such as the development of dongo kundu sez, with an allocation of kes 2.6 billion, kes 4.7 billion for the country integrated ago industrial park, and kes 500 million for sez in naivasha and athi river covering textiles and leather manufacturing activities would draw in investments and foster regional economic development.11 draft amendments to the sez act and draft sez regulations have been prepare d. guidelines for special economic zones sez providing clarity on customs facilitation was approved . privatization bill 2023 to be approved by cabinet . budget for the financial year 202223 has allocations for the development of special economic zones: i kes 2.6 billion for dongo kundu sez; ii kes 50 million for the freeport and industrial park sez in mombasa; and kes 295 million for sez developments in naivasha and athi river covering textiles and leather manufacturing activities . sez legislation amended to bring clarity, predictability and sustainability on sez incentives and aligned with afcfta requirements . guidelines for special economic zones sez providing clarity on customs facilitation approved and published . 100 100 0 100 na the private sector in agriculture promoting micro and small enterprises mses for wealth and employment creation policy approved . the mse registration system was fully rolled out and 110 mse's were registered in the database. ksh.6 billion loan was extended to msmes under the credit guarantee scheme cgs. mse policy designed to entrench entrepreneurship, promote formalization and improve coordination . the mse registration system rolled out and 67, registered . national credit guarantee scheme de -risking loans to msmes operationalized . 100 164 100 na msmes some 1,573,085 million kenyan citizens which includes women benefited from social protection and safety net programs by the government in partnership with development partners. the national hospital insurance fund amendment bill 2021 enacted on january 10th, 2022 social protection coverage will reach 1.5 million kenyan citizens . national hospital insurance fund amendment bill 2021 enacted* 100 100 na citizens 11 https:.treasury.go.kewp -contentuploads202106budget -statement -for-the-fy-2022 -23f.pdf 17 employment insurance fund establisheddiscussions are ongoing tofinalize the implementation modalities of the unemployment insurance fund in kenya. 0 the women's enterprise fund wef board approved a revised credit policy and procedures manual, which introduced new products that are better aligned to the needs of the modern woman. with a total of ksh. 3.06 billion disbursed to 11,361 self help groups shgs,. women's enterprise fund wef credit policy introducing new products and tech -based services and procedures manual approved by the wef board* 100 124,973 women benefited from accessible and affordable credit. 148,446 women received training on entrepreneurship and value addition, while 1,483 women were supported with product certification. in 202324 fiscal year ksh 182.8 million was allocated for women enterprise fund women 6. gender equality assessment on the performance of gender equality in the operation indicative max length: 250 words the government of kenya has put in place the legal and policy framework as well as the required bodies such as the kenya national commission on human rights knchr and the national gender and equality commission ngec to safeguard and promote women's rights. according to un women country fact sheet for kenya, 66.7 percent of legal frameworks that are in place promote , enforce and monitor gender equality under the sdg indicator, with a focus on violence against women. similarly, the , global gender gap reports of 202 0 and 202 3, revealed that kenya has made some progress in improving its ranking from 109th out of 152 countries in 2020 to 77th place out of 146 nations in 2023 . despite th is positive development , there still exist disparities among men and women in the country which ha d been exacerbated by the covid -19 pandemic. cersp had made significant contribution s in improving gender equality. the focus on fiscal performance and social protection including the roll out of single social registry enabled the government to fund social programs in health and education, amongst others, targeting the most vulnerable and poor, including women . similarly, policy measures tha t established the credit guarantee scheme, msme development fund and w omen enterprise fund all contributed to enhanced economic empowerment of women and help address gender inequality.unfortunately, there was a problem of getting gender disaggregated data to confirm the statements on the number of women benefiting from the social protection and msme development. 7. unanticipated or additional outcomes add rows as needed description type eg. gender, climate change, social, other positive or negative impact on project high, medium, low the program supplemental financing was an efficient option in terms of both the loan terms and timeframe in the face of unfavorable terms on the international financial markets which could worsen the country's already precarious debt situation . other positive high 8. lessons learned related to effectiveness 18 add rows as needed key issues max 5, add rows as needed lessons learned target audience 1. disaggregated data for outcome indicators : gender -specific disaggregated data was needed for two of the program's outcome indicators. however the program failed to confirm if a system was in place to provide this information at the design stage and throughout the project's implementation phase. 1. it is crucial to confirm or set up the proper mechanism for collecting the disaggregated data. government, bank, development partners 2. minimizing the number of outputs to a manageable level: the program had too many outputs 37 which can be quite difficult to manage in such time -bound project like the pbo. 2. it would be important to minimize the number of outputs in future pbos. government, bank, development partners c efficiency 1. timeliness planned project duration - years a as per par actual implementation time - years b from e ffectiveness for 1st disb. ratio of planned and actual implementation time ab rating * date effectiveness for disbursement of phase -date of effectiveness for disbursement phase i 270324 -10122021=838 actual disbursement of phase -date of effectiveness for disbursement phase i 220424 -10122021=864 838864= 0.97 3 narrative assessment indicative max length: 250 words e the program was initially designed as a 2 -year programmatic operation supporting the 20212022 and 202223 fiscal years. government requested supplementary financing for 202324 phase due to the need for more resources while consolidating the progress made in the execution of reforms. the total cost for the three year programmatic operation was 205,294,171.53 ua million phase i was 73 ,585,322.18 ua million , phase ii was 74 ,484,467.06 ua million and supplementary financing was 57,224,382.29 ua million and all three are fully disbursed as envisaged . the program provided liquidity at a time when covid 19 effects had reduced revenue collection, but the government needed to increase vital spending to support recovery efforts. in addition to the initial two phased financing, the supplemental fund was an efficient option in terms of both the loan terms and timeframe in the face of unfavorable terms on the international financia l markets which could worsen the country's already precarious debt situation. 2. resource use efficiency median physical implementation of rlf outputs financed by all financiers a see ii.b.3 commitment rate b see table 1.c - total commitment rate of all financiers ratio of the median percentage physical implementation and commitment rate ab rating * na na na narrative assessment indicative max length: 250 words not rated as this criterion doesn't apply to pbos . 3. cost benefit analysis economic rate of return at appraisal a updated economic rate of return at completion b ratio of the economic rate of return at completion and at appraisal ba rating * na na na 19 narrative assessment indicative max length: 250 words not rated as this criterion doesn't apply to pbos . 4. implementation progress ip ip rating derived from updated ipr * narrative comments commenting specifically on those ip items that were rated unsatisfactory or highly unsatisfactory, as per last ipr. indicative max length: 500 words 3 the overall implementation progress w as rated satisfactory throughout the project. majority of the criteria relating to program implementation including compliance with covenants, project systems and project execution and disbursement were satisfactory. national government audit reports for fy 202122 and fy 202223 were available on the website of the auditor general. the audit report for phase 202324 is not yet due. however, there was over two months lag in phase i between the release of funds by the bank and the transmission of the letter confirming that the amount deposited in the foreign currency account has been credited to the exchequer for utilization. there were also some outputs that were not achieved. 5. lessons learned related to efficiency key issues max 5, add rows as needed lessons learned target audience 1. technical assistance funding : early provision of adequate ta is fundamental for pbo implementation and sustainability of achieved results. 1. the existing bank -financed ta on public debt management and similar programs of other dps were found to be critical and complimentary ta support t hat enhance d technical capacities of agencies responsible for implementingthe policy measures supported under the program and maintaining the results in the medium term .bank development partners d sustainability 1. financial sustainability rating * narrative assessment indicative max length: 250 words 3 one of t he primary objective s of cersp was to enhance fiscal performance through an expanded tax base, improved revenue collection, and more efficient public expenditure. the government demonstrated strong commitment to reduc e the deficit by broadening the revenue base in line with kenya's medium -term revenue strategy, while simultaneously containing non -priority expenditures . with an estimated real gdp growth of 5.7 percent in 2023 , and a projected growth of 5.3 percent in 2024, the fiscal deficit as a percentage of gdp is anticipated to gradually decline over subsequent years. in 2022, the fiscal deficit was -6.3 percent , further decreasing to -5.6 percent in 2023. looking ahead, the fiscal deficit is expected to narrow even further, reaching -3.9 percent in 2025 and -3.3 percent of gdp in 2026, indicating maintained efforts to achieve fiscal sustainability and prudent financ ial management. the debt to gdp ratio is also expected to decline from 68 percent in 2023 to 61.7 percent in 2025 and 58.9 percent in 2026. this reduction in debt would lead to decreased financing requirements if the commitment to fiscal consolidation is maintained in the short to medium term. the total revenue -to-gdp ratio is estimated to increase from 17.3 percent in 2022 to 19.1 in 2025 because of ongoing wide -ranging tax reforms. furthermore, efforts to enhance the business environment for the private sector are anticipated to attract greater domestic and foreign investment, resulting in job creation and increased tax revenue. the ongoing implementation of structural and governance reforms, such as the rollout of e -procurement, the development framework for entrepreneurship and micro, small, and medium enterprises msmes, the strengt hening of social protection administration through digitalization measures, and improvements in access to finance and digital services for msmes, complemented with the government's commitment to diversify the sources of finance for social protection, are all set to 20 enhance economic and social inclusion. these measures will safeguard the progress achieved thus far , and facilitate the implementation of the next generation of reforms. 2. institutional sustainability and strengthening of capacities rating * narrative assessment indicative max length: 250 words 4 cersp contributed in strengthening kenya's institutional capacity to enable it to reach fiscal sustainability and inclusive growth and development over the medium -long term. institutional strengthening and sustainability were made possible by: i passing key legislation and policy frameworks pertaiing to public financial management p fm, procurement, tax, pim, debt management , , soes, privatization, msmes, and social protection that would improve resource mobilization , debt management , reduce fiscal risks including those related to soes and s and improve targeting of the social safety nets; ii adopting modern working systems including e-procurement , standard bidding documents, mis for soes monitoring, msme registration system and single registry for social protection to make government services transparent and efficient ; creating and strengthening structures like unit elevation to directorate level, establishment of environment and social risk management unit, constituting the procurement administrative review board, bolstering the mandates of the national treasury nt to be a custodian of government assets and manage the level and composition of public debt, guarantees, and other financial obligations for sustainable debt control, iv establishingstrengthening programs and schemes such as national health insurance fund to facilitate and deliver universal health coverage uhc , credit guarantee scheme and women enterprise fundfor inclusive growth ; and v enhancing the skills of staff through training and ta assignments and improving knowledge through self-assessments such as audit of tax exemptions and an evaluation of money laundering to inform fiscal policy so organizations could carry out the reforms. the bank's existing projects such as public debt management project and the national treasury capacity strengthening project also support ed in filling critical capacity gaps in key reform areas . the government's commitment to rigorous institutional development initiatives carried out under this program, and existing bank's ta projects and those of other developing partners will sustain this progress . 3. ownership a nd sustainability of partnershi p rating * narrative assessment indicative max length: 250 words 4 the government of kenya has continued to demonstrate its commit ment to the c ersp reform packages . this was reflected in the various development plans despite the harsh economic environment due to covid -19 pandemic , russia 's invasion of ukraine , and the risk posed by the elections in 2022 as well as the uptake of reform measures by the new government . the g overnment had taken difficult decisions and exercise d disciple to maintain tight control over government spending and limiting pressure on the budget by reforming state -owned enterprises soes while protecting social programs . government continued to implement the triggers which were dropped from the list because of some delays. there was strong engagement across all the line ministries involved in the implementation of the program and intra -government coordination was robust . other partners and stakeholders also worked toward s the same objective collaboratively because the program was informed by extensive consultations with other stakeholders including the private sector, civil society and development partners which shared their perspective s on the design and implementation of the program. therefore, it is likely that the government will maintain its strong ownership and leadership that contributed to cersp's success after its completion. 4. environmental and social sustainability rating * narrative assessment indicative max length: 250 words na the environment and social risk category was maintained as low, there are no es safeguards measures identified for the 21 program , thus the es performance is not applicable . 5. lessons learned related to sustainability key issues max 5, add rows as needed lessons learned target audience 1. government ownership : country ownership is critical in implementing and following -up of complex policy and institutional reforms.1. to ensure country's ownership, the program objectives, actions and targets were aligned with the country 's different development plans and strategies. bankdevelopment partners 2. continuity of engagement : continuous engagement is required to sustain institutional and policy reforms.2. since institutional and policy chan ges are long processes, cersp was a continuation of earlier multi -sectoral reform initiatives that dealt with the immediate impact of covid -19. by building on past achievements and lessons learned, cersp efficiently maintained the implementation of previous reforms and strengthened them with key sets of new measures.government bankdevelopment partners performance of stakeholders 1. bank performance rating * narrative assessment by the borrower on the bank's performance, as well as any other aspects of the project both quantitative and qualitative . see guidance note on issues to cover . indicative max length: 250 words 3 the bank performed well both during appraisal and implementation phases.the program's policy measures, prior actions and essential design elements were built on feedback from the government and collaborating partners; key lessons from similar projects were in line with the government's own development ambitions and the bank's strategy for kenya . a sufficient number and mix of specialists were involved in the program's preparation and supervision as needed to address issues unique to the different sectors included in the program. implementation progress reports were prepared to track progress. these, together with the co ntinuous policy dialogue, helped to detect potential issues and implement corrective actions easily. based on proactive identification of changing circumstances, the bank team: i proactively adjusted triggers the amendment of sez act to align with afcfta requirements was replaced with allocations to be made in the budget statement for fy 202223 for the development of 3 special economic zones; and establishment of unemployment insurance fund was replaced with the amendment of the national hospital insurance fund which aligned its mandate with the goal of universal health coverage and strengthen its governance and performance ; and ii used ongoing bank project s to fill capacity gaps in crucial policy areas whil e looking for opportunities from other donors . notwithstanding the above, the team underestimated the time required for some key legislations and the loan authorization bill to be ratified and signedcomments to be inserted by the bank on its own performance bo th quantitative and qualitative . see guidance note on issues to cover. indicative max length: 250 words the bank 's positive engagement with the authorities in policy dialogue has helped to influence the implementation of the program and laid the foundation for follow -up reforms in a wide range of areas, including enhancing fiscal performance . the bank's experience in delivering similar operations elsewhere has helped the team to effectively design and manage the operation, with rdg e playing a c ritical and active role in the policy dialogue process. the bank is fully satisfied with what has been achieved under the program . 22 key issues related to bank performance, max 5, add rows as needed lessons learned 1. flexibility amidst changing circumstances : adaptability to changing circumstances is one of the stances the team adopted. this was shown on multiple instances, including modifying the trigger when it was appropriate. 1. based on circumstances on the ground , the team replaced the trigger on the amendment of sez bill to allocating for the development of 3 special economic zones in the budget statement for fy 202223; and establishment of unemployment insurance fund to amendment of the national hospital insurance fund which aligned its mandate with the goal of the universal health coverage and strengthen its governance and performance. this had proved to be helpful in facilitating implementation of the program. 2. borrower performance rating * narrative assessment on the borrower performance to be inserted by the bank both quantitative and qualitative, depending on available information. see guidance note. indicative max length: 250 words 3 kenya has an elaborate coordination architecture that supports the implementation of the mtp and other national programs . the development partners group dpg, that brings together all bilateral and multilateral agencies and its parallel government coordination group gcg that brings together cabinetprincipal secretaries of state departments meet at least twice a year to discuss national interests and agree on actionable items. the national treasury performed well in working with other ministries and monitoring all policy measures while putting its own reforms into action.it coordinated with the development partners and played a pivotal role in the policy d ialogue . the ministries, departments and agencies whose reforms were supported by the program including ministry of industry, trade, and cooperative; ministry of labor and social protection; ministry of public service, youth and gender affairs; kenya revenue authority; public procurement regulatory authority; micro and small enterprises authority; and kenya women's enterprise fund carried out their own reforms in a satisfactory manner.the project objectives were satisfactorily achieved mainly because of the strong commitment, leadership, and focused attention on the reforms by all pertinent ministries even under a difficult macroeconomic environment . however, there was over two months lag in phase i between the release of funds by the bank and the transmission of the letter confirming that the amount deposited in the foreign currency account has been credited to the exchequer for utilization. similarly, the government took some time to sign the protocol agreement for the supplementary financing . comments to be inserted by the borrower on its own performance bo th quantitative and qualitative . see guidance note on issues to cover. indicative max length: 250 words agreed key issues related to borrower performance , max 5, add rows as needed lessons learned 1. role of the national treasury : the national treasury had a crucial role in organizing the agenda for reform s.1. given its pivotal role as the coordinator of the reforms among the key ministries and the anchor for the government -development partner dialogue, the bank and other dps should pay special attention in building its capacity and ensure its full understanding of the reforms in order to maintain high level of government ownership and commitment. 3. performance of other stakeholders rating * narrative assessment on the performance of other stakeholders, including co -financiers, contractors and service providers. see guidance note on issues to cover. indicative max length: 250 words 4 aid coordination is satisfactory. kenya has an elaborate coordination architecture that supports the implementation of the mtp and other national programs . coordination is guided by the effective development co -operation strategic plan 2017 -2022 which is under implementation. the development partners group dpg, that brings together all bilateral and 23 multilateral agencies offers a platform for enhancing the efficiency and coherence of aid in support of the government's national development priorities. it holds a meeting at least twice a year with its parallel government coordination group gcg that brings together cabinetprincipal secretaries of state departments to discuss national interests and agree on actionable items. the bank has also been holding regular meetings with other dps to ensure coordination and take advantage of relevant dps' comparative advantage.key issues related to performance of other stakeholders , max 5, add rows as needed lessons learned max 5 target audience for lessons learned 1. coordinated technical assistance support : provision of ta to the key executing agencies early on is a critical success factor when it fills gaps in the targeted pbo reforms.the existing bank -financed ta on public debt management and similar programs of other dps were found to be critical and complimentary ta support that enhanced technical capacities of agencies responsible for implementing the policy measures supported under the program and maintaining the results in the medium term. .1. donors iv summary of key lessons learned and recommendations 1. key lessons learned key issues max 5, add rows as needed key lessons learned target audience 1. country ownership1. program objectives, actions and targets need to be aligned with what matters to the country as articulated in the different plans and strategies to foster country ownership and commitment of reform champions. bankdevelopment partners 2.institutional capacity 2. strong institutional capacity of relevant executing agencies is highly associated with successful operations. support to relevant players to have a good understanding of the reforms will facilitate implementation.bankdevelopment partners 3. flexibility of programmatic approach 3.the programmatic approach used by cersp ensured predictability of financing for reforms while allowing more time for reforms to be fully implemented and flexibility to adjust to changing circumstances. the use of a programmatic approach is well suited for upcoming projects that support medium - to long -term reform activities. bank 4. estimation of time required to achieve results 4. b eyond the quality of the prior actions, a closer attention should be made to the timeline of their materialization.governmentbankdevelopment partners 5. disaggregated data for outcome indicators 5. a system that can provide ge nder -disaggregated data need to be in place, if gender disaggregated data is expected as part of program outcome targets . governmentbankdevelopment partners 2. key recommendations with particular emphasis on ensuring sustainability of project benefits 24 key issue max 10, add rows as needed key recommendation responsible deadline 1. country ownership -align program objectives, actions and targets with country's priorities as articulated in the different development plans and strategies. -engage key champions to sustain complex reform areas bank, development partners2. institutional capacity -support capacity development of executing agencies to conduct analytical work, implement and monitor reforms; -provide adequate ta to support pbo policy measures as early as possible and use existing or new ta after completion of the program to sustain the reforms bankdevelopment partners3. flexibility of programmatic approach -use the programmatic approach in the future to give reforms enough time to take effect while maintaining the flexibility to modify responses in the event of a valid new circumstance. government, bank, development partners4. estimation of time required to achieve results -use previous timelines required to pass laws in order to have a realistic estimation of the timeframe for key legislations supported under pbo government, bank, development partners5. disaggregated data for outcome indicators - confirm or set up the proper mechanism for collecting the disaggregated data. government, bank, development partners v overall pcr rating dimensions and criteria rating* dimension a: relevance 3.5 relevance of project development objective ii.a.1 4 relevance of project design ii.a.2 3 dimension b: effectiveness 2 development objective do ii.b.4 2 dimension c: efficiency 3 timeliness ii.c.1 3 resource use efficiency ii.c.2 - cost -benefit analysis ii.c.3 - implementation progress ip ii.c.4 3 dimension d: sustainability 3.5 financial sustainability ii.d.1 3 institutional sustainability and strengthening of capacities ii.d.2 3 ownership and sustainability of partnerships ii.d.3 4 environmental and social sustainability ii.d.4 4 average of the dimension ratings 3 25 overall project completion rating 3 vi acronyms and abbreviations acronym add rows as needed full name afd agence francaise de developpementafdb african development bank afcfta african continental free trade area bso budget support operation cbk central bank of kenya cersp competitiveness and economic recovery support program covid corona virus disease crbs crisis response budget support crf covid -19 response facility csp country strategy paper do development objective dps development partners dsa debt sustainability analysis esaamlg eastern and southern africa anti -money laundering group eu european union fy fiscal year gbs general budget support gdp gross domestic product giz deutsche gesellschaft fur internationale zusammenarbeit gok government of kenya ifmis integrated financial management information system imf international monetary fund ipr implementation progress and results report kes kenyan shillings kra kenya revenue authority me monitoring and evaluation mse micro and small enterprises authority msme micro, small and medium enterprise mtp medium term plan ndp national development plan pbo program based operation pcr project completion report pdo project development objective public private partnership ppad public procurement and asset disposal rdg e east africa regional development business delivery office rmcs regional member countries sdms sovereign debt management strategy sme small and medium enterprise sez speical economic zones 26 soe state owned enterprise ta technical assistance ua bank group unit of account usd united states dollar wef women's enterprise fund 27 28 implementation progress and results report ipr a. report summary and proposed actions report data project name: competitiveness and economic recovery support programme phase 1, 2 and 3 project code: p-ke-k00-004 p-ke-k00-010 p-ke-k00-012 country kenya sector: multi -sector environmental categorization 3-low es risks and report type: date of report: 15.05.202 4 mission: field mission -na prepared by task manager: angelique umubyeyi alternate task manager : division manager : gebre -selassie kalayu ecgf2 project data project financing in eur financing sourceinstrument foreign currency local currency totala.d.b. struct. adjust. 0.00 t o t a l 0.00 processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 22050 05 16.06.2021 25.06.2021 1.12.2021 10.12.2021 30.06.2022 2205501 29.06.2022 29.08.2022 13.09.2022 13.09.2022 30.06.2023 2206208 29.11.2023 02.02.2024 27.03.2024 27.03.2024 30.06.2024 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 220500573,585,322.18 73,585,322.18 0.00 73,585,322.18 220550174,484,467.06 74,484,467.06 0.00 74,484,467.06 220620857,224,382.29 57,224,382.2957,224,382.29 t o t a l 205,294,171.53 205,294,171.53 0.00 205,294,171.53 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 220500573,585,322.18 100.00 0.00 0.00 220550174,484,467.06 100.00 0.00 0.00 220620857,224,382.29 100.00 0.00 0.00 t o t a l 205,294,171.53 100.00 0.00 0.00 executing and implementation agencies borrower governement of kenyaguarantor governement of kenyaexecuting agency national treasury and planningperformance status 29 performance status progress towards development objective rating on development objective do performance rating summary of key findings current previous out of the eight outcome indicators, six 75 surpassed the end targets and two targets25 requiring gender disaggregated data for msme registration and social protection coverage were unavailable at the time of completion. similarly, out of the 37 output indicators, 3 5 95 were fully attained and three outputs 5 were not achieved due to the need for more consultations. government considers all the outputs as useful milestones contributing to its intended outcomes. therefore, the remaining outputs are likely to be accomplished. satisfactory satisfactory implementation progress rating on implementation progress ip performance rating summary of key findings current previous overall, the implementation progress is satisfactory. it was noted that the majority of outputs indicators, have been achieved and the remaining are being implemented with a likelihood to be achieved. satisfactory satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous overall, this operation is classified as n . non potential ly problematic project non potential ly problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status na na na 30.05.2023na main risks and mitigation risks mitigation measures applied or proposed responsible deadline 30 na na na 30.05.2023 na b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress strengthen resilience and support inclusive post -pandemic economic recovery through improved economic governance and enhanced industrial development and competitiveness. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assessmentfiscal performance enhanced public and publicly guaranteed debt service to exports ratio 27.5 2020 24.9 2023 25.5 2023 130achieved: 2023 target achieved : as per k enya's medium -term -debt -management -strategy 202 4, the public debt service to exports ratio improved from 27.5 percent in 2020 to 24.9 percent in 2023.however, the ratio remains above the threshold 15 due to the international sovereign bond maturing in 2024 and the rollover of external commercial loans coming due in 2025.overall fiscal balance as of gdp -8.3 2020 -5.62023 -6.6 2023 158.8 achieved . 2023 target achieved : the efforts in fiscal consolidation of the kenyan government focused on improving revenue mobilization and prudent spending which supported reducing debt. according to kenya's medium -term-debt management strategy 202 4, the fiscal balance as percentage of gdpis projected to decline from 6.3 percent of gdp in fy 2022 to 5.6 percent of gdp in fy 2023 and further decline is expected to 4.9 percent of gdp in 2024.industrial development and competitiveness strengthened investments as share of gdp 9.4 202019.32023 11.4 2023 495achieved: : 2023 target achieved : kenya has made important investments in infrastructure which has enhanced its access and competitiveness in the global market, including investment in special economic zones and industrial parks. the 2024 budget statement policy showed significant improvement - from 9.4 percent in 2020 to 19.3 percent in 2023 - in investment share to gdp. the investment as 31 percent of gdp is projected to reach 19.9 percent in 202 5. manufacturing value added ksh 736.40 2019 kes 1,046.3 202 2 847.00 2023 282.6 achieved: 2023 target achieved . the economic survey 202 3 show s that value added gross in the manufacturing sector stood at kes 814,328 , 885,633 , and 1,046,289 in 2020 and 2021, and 2022 respectively .economic and social inclusion enhanced msmes registered including women owned nbr 58,182 2020 110, 2023 67, 2023 587.6 achieved:micro small enterprises authority msea's database currently has about 110 mses and over 1 mse associations are registered since the registration system went live in april 2021. undp was also supporting it. [women] -msmes registered including women owned 0. 2020 not available 2023 40. 26, is 40 of the end target 0 not l ikely to be achieved . micro small enterprises authority msea's database currently ha s about 110 registered msmes since the registration system went live in april 2021 . however, t he disaggregate d data was not available at completion . social protection coverage including women nbr 1.300 2020 1.57 million 2023 1.500 135achieved.2023 target achieved: 2023 report by the state department for social protection, senior citizens affairs special programs showed that 1,573,085 kenyans including 1,094,238 under the inua jamii cash transfer program that target the most vulnerable have th us far benefited from social protection and safety nets programs by government in partnership with development partners.[women] -social protection coverage including women nbr 0.0 2020 not available 2023 0.750 0 not likely to be achieved . around 1,573,085 kenyans including 1,093,852 who received inua jamii cash transfer from the gok which targets the most vulnerable benefited from the support by gok in partnership with development partners. however, t he disaggregate d data was not available at completion . outcome rating rating on project outcomes performance rating summary of key findings current previous out of the eight outcome indicators, six 75 surpassed the end targets and two targets 25 requiring gender disaggregated data were unavailable at the time of completion .2 3 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment component 1: attaining fiscal sustainability 32 1.1 domestic resource mobilization enhanced output indicator 1.1.1: tax measures introduced in 2020 to deal with impact of covid 19 reversed through tax law amendment bill no. 2 2020 to enhance revenue performance* 201920. phase i yes na yes na 100 on track. tax law amendment bill passed in december 2020 and effective 1 january 2021 rolled back most of the covid -19 tax relief measures introduced in april 2020 . as a result, there was a rebound of tax revenues. the country saved kes 92,307 million , that being the cumulative covid -19 tax relief transfers to citizens over the period april -december 2020. output indicator 1.1.2: audit of all product tax exemptions over the past 5 years conducted by kenya revenue authority kra yes na yes na 100 on track . a review of exemptions granted over the past 5 years 2017 - 2021 was done . it show ed a declining trend from 4.22 percent of gdp in 2017 to 2.61 percent of gdp in 2021 products for the past 5 years. kra is currently subjecting to audit all non -individual applications for income tax exemptions. a framework for post approval inspections for donor funded projects' vat exemptions is in place. an audit of exemptions granted over the past 5 years is ongoing and will be finalized in fiscal year 202223. output indicator 1.1.3: second mutual evaluation by the eastern and southern africa anti -money laundering group conducted* yes na yes na 100 on track . esaamlg conducted the second mutual evaluation in kenya from 31 january to 14 february 2022 , and a final mutual evaluation report was adopted, approved, and published in september 2022 https:.frc.go.ke . moreover, kenya has started addressing the deficiencies in its anti-money laundering and combating the financing of terrorism amlcft framework as identified and outlined in the mutual evaluation report. some actions taken include f ormation of the legal subgroup of the national task force ntf to identify the amlcft laws and regulations that need to be amended . the amendments will address the technical compliance deficiencies, and training of members of the ntf by financial action task force fatf on the international cooperation review group icrg process12 and what the authorities need to do to address the deficiencies in the mutual evaluation report . output indicator 1.1.4: final report of the by the eastern and southern africa anti -money laundering group published , and the action plan yes na yes na 100 on track. final report of the mutual evaluation by the eastern and southern africa anti -money laundering group published on september 2022 , and the action plan has been under implementation . progress includes amending legislation, establishing a case management 12 kenya entered the international cooperation review group icrg observation period in october 2022 and will end in october 2023 33 implemented 202122. phase system, and implementing an action plan. the plan involves conducting risk assessments, improving supervision of financial institutions, enhancing preventive measures, regulating trusts and beneficial ownership, improving financial intelligence products, increasing investigations and prosecutions, ensuring compliance with tfs framework, and revising npo regulation. 1.2. expenditure rationalization enhanced output indicator 1.2.1: public procurement and asset disposal ppad regulations issued to facilitate e -procurement; 23 standard bidding documents sbds approved and published* 201920. phase i yes na yes na 100 on track. the ppad regulations were gazetted and became effective from july 2020. the administrative review board has been fully constituted and the standard bidding documents published. output indicator 1.2.2: comprehensive information on all awarded public tenders including beneficial ownership information published on the public procurement information portal 202021 . phase i yes na yes na 100 on track. as of september 2023, 842 out of 33, procuring entities had registered with the public procurement information portal ppip according to the public information procurement portal . the public procurement regulatory authority ppra issued two circulars in 2023 reminding entities to upload awarded contracts with beneficial ownership information to the ppip. the ppra prepared quarterly compliance reports and configured the ppip to require capturing beneficial ownership information before contract publication. by november 2023, 13,003 c ontracts worth ksh. 35 5 billion had beneficial ownership information published through the ppip, indicating a significant increase. to further enhance compliance, the ppra conducted 13 trainings for 569 procuring entity users in 2023 and developed a training calendar for wider access. these measures aim to improve compliance by the end of fy202324 in june 2024. output indicator 1.2.3: mis for soe monitoring enhanced to include soes financial information, budget submission and monthly quarterly report ing **2019 20. phase ii yes na yes na 100 on track. the government management information system gmis for soe monitoring that was rolled out in january 2020 has further been enhanced to include soe financial information and budget submission and generation of soe monthly and quarterly reports. gimis includes a loans module and an analytical framework for evaluating fiscal risks. the national treasury operationalized the new gimis module for digital data submission and 34 processing by state -owned entities.output indicator 1.2.4: ownership policy for government owned enterprises approved by cabinet * 202223 . phase yes na yes na 100 on track . an ownership policy for state corporations scs was approved by the cabinet and published in november 2023 output indicator 1.2.5: e-government procurement e-gp policy framework comprising: i business process reengineering document; ii business, functional and technical requirements; and implementation roadmap approve d and tender for e -gp system launched* 2019 20. phase ii yes na yes na 100 on track . after the approval of the strategy for the implementation of an e -government procurement system in october 2020, a business process re -engineering document, a business, functional, and technical requirements, and an implementation roadmap have been developed and approved.the process of acquiring an e -government procurement e -gp system is underway. the system aims to enable online public procurement and asset disposal transactions, fully compliant with the public procurement and asset disposal act pp ada of 2015 and its regulations. the e -gp system will be integrated with the integrated financial management information system ifmis for supplier payment processing. a pilot of the e -gp system is being conducted in twelve 12 mdas, with full roll -out to all mdas planned f or july 2024. the ifmis e -procurement module will be used until the new e -gp system is fully implemented . output indicator 1.2.6: roll out the e-procurement system * 202223 . phase yes na yes na 100 on track . the e -procurement system is rolled out. 1.3 debt management enhanced output indicator 1.3.1: public finance management amendment bill 2023 approved * 202223 . phase yes na yes na 100 on track.public finance management amendment bill 2023 approved to establish a public debt anchor threshold at 55 percent of gdp in present value terms achieved. the public financial management act pfma 2012, amended in 2023, mandates the national treasury nt to be a custodian of government assets and manage the level and composition of public debt, guarantees, and other financial obligations for sustainable debt control output indicator1. 1.3.2: updated sovereign debt management strategy sdms, 202122 -202324 approved and yes na yes na 100 on track . kenya's 2021 medium term debt management strategy february 2021 covering the period 202122 -202324 was published in february 2021 https:.treasury.go.ke. the strategy was underpinned by the 2021 budget policy statement bps and aims to help mitigate 35 published . 201920 . phase i the rising debt levels in the medium term and reduce the risk of debt distress. the new strategy is in line with the authorities' plan to transition to a medium -term debt anchor of 55 percent of gdp in present value terms from 202223 fiscal year. output indicator 1.3.3: fiscal commitments and contingent liability fccl framework developed and operationalized ** 2019 20. phase ii yes na yes na 100 on track. the public private partnership act 2021 , which came into effect on 23 december 2021, and that amended kenya's act of 2013, enhances fccl framework over public -private partnership transactions. output indicator 1.3.4: the public private partnerships act enacted to enhance the fiscal commitment and contingent liabilities framework fccl over public -private partnership transactions* 2019 20. phase ii yes na yes na 100 on track. the public private partnership act 2021 , came into effect on 23 december 2021 to enhance the fiscal commitment and contingent liabilities framework fccl over public -private partnership transactions output indicator 1. 3.5: fccl databases and analytical tools expanded beyond the to the broader issues of public debt management, including public corporations and sub-national governments. 202122 . phase ii yes na yes na 100 on track.as an indicative trigger for phase ii, the public private partnership act 2021 , which came into effect on 23 december 2021, and that amended the kenya's act of 2013, enhances fiscal commitment and contingent liabilities management over public -private partnership transactions. as such, as regards transactions, a fiscal commitment and contingent liabilities management framework does exist. output indicator 1.3.6: disclosure framework for debt statistics, reporting and settlement revised in line with international best practices . 2019 20. phase i yes na yes na 100 on track . the reporting requirements on kenya's 2021 medium term debt management strategy february 2021 is through monthly debt reports. for the period january -december 2021 monthly bulletins were available online.in addition, by september following each fiscal year an annual debt management is published. both the annual debt management strategy and the monthly bulletins have been maintained until 2024.output indicator 1.3.7: publication of the yearly reports of the high -level fiscal risk committee frc at the national treasury with a view of identifying, yes na yes na 100 on track.the high -level fiscal risk committee frc report was published annually by t he national treasury with a view of identifying, evaluating, and reporting , and to a deeper extent , proposing strategies for mitigating and tackling soe guarantee exposure . 36 evaluating, and reporting and to a deeper extent proposing strategies for mitigating and tackling soe guarantee exposure* 202223 . phase component 2: strengthening industrial development and competitiveness 2.1 manufacturing, value addition and trade enhanced output indicator 2.1.1: guidelines for special economic zones sez providing clarity on customs facilitation approved and published* 2019 20. phase i yes na yes na 100 on track.to grow the m anufacturing sector , and provide clarity on customs facilitation, the government published the sezs amendment regulations that operationalize the existing sez act. draft amendments to the sez act and draft sez regulations have been prepared but the submission to the sez board for consideration is waiting the finalization of the ongoing negotiations of afcfta agreements on rules of origin . output indicator 2.1.2: green manufacturing strategy approved and implemented to enhance sustainability 2019 20. phase i no na yes na 0 not o n track: in january 2023, the kenyan government published the draft document of the national green fiscal incentives policy framework. this document is currently open for public comments, indicating that it is still in the process of development. once finalized, the framework will serve as a comprehensive guide for the implementation of diverse green fiscal policies in kenya, outlining a roadmap for their effective execution. output indicator 2. 1.3: budget for the financial year 202223 has allocations for the development of special economic zones: i kes 2.6 billion for dongo kundu sez; ii kes 50 million for the freeport and industrial parks sez in mombasa; and kes 295 million for sez developments in naivasha and athi river covering textiles and leather manufacturing activities * 201920. phase i yes na yes na 100 on track.the kenyan national budget for fy 202324 made specific allocations for the development of special economic zones sezs. the budget included funds for various sez projects, including the development of dongo kundu sez , with an allocation of kes 2.6 billion . additionally, there was an allocation of kes 4.7 billion for the country integrated ago industrial park, kes 500 million for sez in naivasha and athi river covering textiles and leather manufacturing activities. output indicator 2.1.4: privatization bill yes na yes na 100 on track. the privatization bill 2023 has been enacted into law privatization act, 2023 and the 37 2023 approved by cabinet * 202223 . phase privatization act 2005, repealed. under the privatization act 2023, it is expected that privatization processes will be streamlined and carried out more efficiently. 2.2 infrastructure governance improved output indicator 2.2.1: unit elevated to a directorate to support efficient scaling up of the program* 2019 20. phase i yes na yes na 100on track . the dire ctorate of was established with executive office of the president's letter dated 18 february 2021 and was also proposed in the amendment bill 2021 that was published in the kenya gazette supplement no. 19 of 26 february, 2021 on submission to the parliament. output indicator 2.2.2: public investment management pim regulations covering all phases of the pim cycle published after clearance by parliament* 2019 20. phase i yes na yes na 100 on track . the public finance management public investment management regulations, 2022 was approved on april,2022 output indicator 2. 2.3: national treasury and planning applies pim me criteria to the inventory of active projects and publishes cabinet decision for rationali zing the inventory* 2019 20 phase i yes na yes na 100 on track . the government put in place monitoring and evaluation me criteria for public investment management to track implementation of all government developmental projects. the criteria gauge progress against benchmarks relating to implementation delays including startup problems for example where projects take more than 10 years to commence despite having budget allocations. output indicator 2. 2.4: environment and social risk management unit set up and operationali zed within directorate to assess environment and social impacts of projects 202122 . phase ii yes na yes na 100 on track. the directorate established environment and social risk management unit under the new directorate level arrangement. component 3: enhancing economic and social inclusion 3.1 entrepreneurship and msme development framework strengthened output indicator 3.1.1: national credit guarantee scheme de-risking loans to msmes yes na yes na 100 on track.as of september 2023 , ksh.6 billion loan was extended under the credit guarantee 38 38perationalized* 2019 20. phase i scheme cgs. output indicator 3.1.2: mse policy designed to entrench entrepreneurship, promote formalization and improve coordination approved by cabinet 2019 20. phase i yes na yes na 100 on track. the kenya micro and small enterprise policy, titled promoting micro and small enterprises mses for wealth and employment creation september 2020, was finalized and published online13. the policy aims to create a favorable business environment for the growth and development of mses in kenya. it focuses on fostering an entrepreneurial culture, enhancing skills and capacity, providing access to markets and financial services, improving infrastructure, facilitating start -ups, promoting formalization, coordinating support programs, ensuring a conducive regulatory environment, and mitigating emerging and cross -cutting business risks. output indicator 3. 1.3: pilot phase of mse registration system rolled out 2019 20. phase i i yes na yes na 100 on track. the mse registration system was piloted in the period november 2020 to january 2021 and went live in april 2021 with the support of undp. during the period, 110 mse's were registered in the database . output indicator 3.1.4: mse registration system fully rolled out 202122 . phase yes na yes na 100 on track . mse registration system was fully rolled out 3.2 framework for social protection and women's economic empowerment enhanced output indicator 3.2.1: proposal to establish an unemployment insurance fund to cushion workers who lose their jobs as a result of the pandemic* 2019 20. phase i yes na yes na 100 on track.the country took a number of steps at the height of the covid - 19 pandemic that aimed to enhance social inclusion. these included a proposal to establish an unemployment insurance fund that was approved by the cabinet in february 2021 . output indicator 3.2.2: harmonized social protection targeting methodology and tools rolled out 2019 20. phase i yes na yes na 100 on track.kenya has implemented harmonized social protection targeting methodology and tools for uplifting the poor and vulnerable which are inbuilt in a single registry of beneficiaries under the national safety net program. world bank was also supporting it. output indicator 3.2.3: the national hospital insurance fund amendment bill 2021 enacted* yes na yes na 100 on track . the national hospital insurance fund amendment bill 2021 was enacted in kenya on january 10th, 2022. this amendment was introduced with the primary objective of 13 mses -policy.pdf msea.go.ke 39 2020201 . phase ii bolstering the mandate and capacity of the nhif to effectively facilitate and deliver universal health coverage uhc throughout the country. by implementing this amendment, the aim is to enhance the nhif's ability to provide accessible and affordable healthcare services to all kenyan residents ; thereby promoting equitable healthcare and improving the overall health outcomes of the population. output indicator 3.2.4: social protection policy approved by cabinet 202223 . phase yes na yes na 100 on track . the cabinet approved the kenya social protection policy, 2023. the policy aim s to give equitable access to shared prosperity . output indicator 3.2.5: enhanced single registry for social protection developed and rolled out in 4 counties out of 47 counties * 2019 20. phase i 4 na 4 na 100 on track . the enhanced single registry for social protection system has been rolled out in the counties of vihiga, makueni, kisumu and taita taveta. output indicator 3.2.6: enhanced single registry for social protection developed and rolled out to 29 counties out of 47 counties* 202223 . phase +30 na 29 na 100 on track. to enhance social inclusion, the government developed an enhanced single registry to serve as the central point for data on social protection. this registry comprised two applications, a beneficiary registry and a social registry. the enhanced single registry for social protection system has been rolled out to more than 30 counties. beneficiaries of the universal health coverage uhc program, which is a national priority, are being identified for entry in the single registry database. output indicator 3.2.7: women's enterprise fund wef credit policy introducing new products and tech -based services and procedures manual approved by the wef board* 2019 20. phase i yes na yes na 100 on track . to empower women through entrepreneurship the board of the wef approved revised credit policy and procedures manual, which introduced new products that are better aligned to the needs of the modern wom an. the women enterprise fund wef has made notable strides in empowering women through entrepreneurship. with a total of ksh. 3.06 billion disbursed to 11,361 self help groups shgs, 124,973 women have benefited from accessible and affordable credit. furthermore, 148,446 women received training on entrepr eneurship and value addition, while 1,483 women were supported with product certification, business club formation, exhibitions skills, and online marketing. in 202324 fiscal year ksh 182.8 million was allocated for women 40 enterprise fund. output indicator 3.2.8: employment insurance fund established. 202122 . phase ii no na na 0 not on track. discussions are ongoing tofinalize the implementation modalities of the unemployment insurance fund in kenya. the discussion revolves around determining the financing mechanism, contributions from employers and employees or be funded by the government , and the inclusion of workers in the informal sector, which constitutes a significant portion of kenya's workforce, and presents difficulties in incorporating them into the program. the proposed unemployment insurance fund intends to offer temporary financial support to workers who experience job loss, presenting potential benef its once implemented.output rating rating on project outputs performance rating summary of key findings current previous out of the 37 output indicators, 3 5 95 were fully attained and two outputs 5 were not achieved due to the need for more consultations. government considers all the outputs as useful milestones contributing to its intended outcomes. therefore, the remaining outputs are likely to be accomplished. 3 3 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous cersp -supported reforms and policy measures contributed to enhanced fiscal performance demonstrated by the reduction in the fiscal deficit, public debt to gdp ratio, and improvement in revenue to gdp ratio over the project duration. these enabled the country to create more fiscal space for capital and social sector investment. gains made in the investment to gdp ratio and the value added in the manufacturing sector increases the private sector's potential to stimulate economic growth. the adoption of a msme registration system would support formalization and foster the sector's socio -econom ic contribution and the creation of decent jobs.the overall social spending has increased by 16.6 percent between 2020 and 2023 kes billion 380.1 - 443.2 which enabled the government to reach out to more social safety net beneficiaries to promote social inclusionequity.however, t here were some outputs and outcomes that were not achieved. 2 3

I basic data a report data report date date of report: 4 january 2024 mission date if field mission from: na to: na b responsible bank staff itions at completion director general nnenna nwabufo, rdge sector director daniel schroth , pern sector manager joao duarte cunha , pern3s efa task manager thomas micholitsch , sefa pcr team members marcel alers c project data project name: syngas biomass gasification project - earth energy ltd. - uganda project sap code: g-ug-fz0-pre -001 country: uganda sector: renewable energy executing agency: earth energy co. ltd. processing milestones sefadate approved: 28 november 2016 original disbursement deadline: 30 june 2019 date signed: 31 january 2017 revised if applicable disbursement deadline: 31 may 2020, 31 may 2021, 31 december 2022 date of entry into force: 31 january 2017 original closing date: 30 june 2019 date effective for 1st disbursement: 31 january 2017 revised if applicable closing date: 31 december 2022 date of actual 1st disbursement: 12 september 2019 cancelled amounts: 343, financing sourceinstrument disbursed amount amount, usd: percentage disbursed : undisbursed amount ua: percentage undisbursed : sefa 650, 65 343, 35 financing sourceinstrument adddelete rows depending on the number of financing sources: committed amount usd: percentage committed : uncommitted amount u sd: percentage uncommitted : sefa 650, 65 343, 35 project completion report sustainable energy fund for africa sefa african development bank group ii project performance assessment a relevance relevance of project design appropriateness of objectives, terms of reference, executing arrangements, and implementation schedule narrative assessment max 250 words the project planned the development and operation of a 20 mw baseload grid-connected biomass gasification plant with a n ipp business model foreseeing diversified income streams sale of electricity and biochar as cooking and boiler fuel, to be located at the outskirts of gulu town. the planned technology was the gasification of biomass crop residues to syngas for generating electricity via a gas engine producing biochar as a by -product. biomass feedstock was to be sourc ed through 16 hubs throughout the greater victoria nile region . . the objective was appropriate and relevant at approval and continues to be relevant at completion , addressing a shortage of re-based electricity supply . the project was aligned with pillar 1 of the csp 2017 -2021 for uganda - infrastructure development on agriculture - using crop residues to generate electricity, increasing productivity of agriculture, job creation in rural areas and value -adding activities increased income for farmers .the p roject was aligned with the renewable energy policy for uganda, aimed at increasing the use of modern re from 4 to 61 by the end of 2017. the grant's design was appropriate , supporting a private ipp,planned to help t he project reach financial close and deploy the plant by financ ing a set of feasibility and design studies. execution was entrusted to the spv earth energy co., ltd. implementation was scheduled to take 33 months. both execution and implementation arrangements were appropriate , although underestimated the time necessary due to poor procurement capacity, policy changes changed funding and timeframe for grid -connection , available biomass and the outbreak of covid -19 with its associated lockdown . the 20 mw plant was found not to be feasible and the sponsor refocused the project on 16 small off -grid units of 0.5 mw each. this changed focus of the redesign, while still relevant, significantly changed the overall scope of the grant. b coherence narrative assessment max 250 words the grant was internally coherent and aligned with afdb's strategies for promoting universal energy access, private sector development and scaling -up investment for infrastructure development, in particular reflecting the bank's private sector development strategy 2013 -2017, the 2012 energy sector pol icy and the new deal on energy for africa supporting the light up power africa high 5 priority as well as the bank's goal of achieving universal energy access in africa by 2025.the project me t the inclusive and green growth objectives of afdb's ten -year strategy 2013 -2022, given its role in providing sustainable infrastructure with prospects for technology transfer and job creation . externally, it would also contribute to the national se4all targets as well as promoting the national low carbon pathway agenda as stipulated in the national climate change action plan nccap 2012 and the nationally appropriate mitigation actions nama. the p roject was consistent with interventions in the sector by other actors e.g. wb, kfw, giz . in sum, the project's approach was coherent and well aligned with policies and other interventions in the sector. c effectiveness project development objective comments the objective of the sefa grant was to assist the developer to bring the project to financial close and to construct the 20mw power plant. furthermore, sefa's support was to potentially create an opportunity for the bank's non -sovereign lending for a biomass -to-power project, which would have been a first for the bank. this did not happen. based on feedback from the sponsor in september 2022, the project development process had not proceeded beyond the completed feasibility study, which main conclusion was that the 20 mw facility was not feasible, based on available crop residues. in addition, there was a delay of the development of a transmission line that was planned for connecting the plant to the grid, as the rural electrification agency rea - which had initially promised to cover the transmission line's costs, later withdrew its commitment. an investigation based on public sources at the end of 2023 indicated that construction had not started, but instead planned to begin in 2025, followed by oper ations in 2026. due to these changes, the sponsor decided to focus on off -grid electrification, planning instead a portfolio of 16 biomass collection sites, and at each site a small, 500 kw off -grid gasifier to meet on -site power requirements, for a combi ned 8 mw for all the sites, with the excess capacity able to electrify part or all of the surrounding villages. this 8 mw off -grid project is now 2023 being developed by a spv called reparle, which is also under control of mandulis energy of uganda. mana gement of mandulis is currently 2023 advertising both the 8 mw and the 20 mw projects as separate, parallel developments.the reparle project was not part of the original scope of the sefa grant. however, based on the detailed feasibility study of the 20 mw plant which included biomass feedstock study for the proposed 16 sites, only 8 of the 16 sites were found to have sufficient biomass feedstock to be feasible. it is not clear if any of the biomass collection sites was built and are operational whether as part of the earth energy project, or the reparle project. finally, it should be noted that biomass gasification projects are very complex by nature, and, in this case, the fact that the project split between an on -grid and off -grid component only furthe r added to its complexity. the bank, acknowledging it did not have the required biomass expertise on staff, decided to recruit specialized ta from everest energy to help support its oversight and supervision of the grant. unfortunately, this ta came on boa rd too late to make a decisive difference. 1. outcome reporting outcome indicators as per rblf; add more rows as needed baseline value year a most recent value b end target c expected value at project completion progress towards target realized [b-ac -a] narrative assessmentindicative max length: 50 words per outcome status outcome 1 long -term: commercial -scale plant commissioned that generates clean energy and promotes socio -economic development indicators: farmers ' revenue usd yr; increase jobs created [of which are for women ] 414 usdyr 100 0 [0] 0 0 1,137 usdyr 275 6,088 [3,094] 0 0 as of the writing of this pcr, the project had not been constructed yet, so it is not possible to rate this yet. not expected to be achieved mw capacity installed 0 0 20 2019 0 outcome 2 immediate outcome: bankability of earth energy biomass technology demonstrated, financing for upgrade committed indicators: transaction reached financial close equity, quasi -equity and debt amount leveraged usd million 0 0 1 2017 130 2018the project has not reached financial close. it has not been possible to ascertain how much , if any, investment capital has been leveraged. the sp v website states that the project is in the permitting stage, that construction is planned for 2025, and that commissioning and operations are to start in 2026.not expected to be achieved narrative assessment of each outcome, highlighting why targets were not realised, and key lessons learntthe out come s were not realised. only one of the deliverables a technical feasibility study, incorporating biomass feasibility and feedstock stud ies was finalized. the other two deliverables were not, due to delays caused by the outbreak of covid -19 and procurement problems . the procurement of consulting firms for the esia and feedpower evacuation study had to be relaunched after the initial procurement was cancelled because bids had come in too high, exceeding the available budget . the retendered esia contract was delayed by the insistence of the selected consultant that the bank be a co -signatory to the contract, which was not possible because this sefa grant was a recipient -executed grant. this was very time consuming, and by the end of the third extension of the grant, these two reports were not finalized. regar ding procurement problems: the sefa grant included the recruitment of a procurement specialist individual consultant to support earth energy spv in the execution of the planned sefa -financed ta contracts. this measure duly addressed the foreseeable limitations both in experience and staff capacity of the beneficiary regarding ease of handling of mdb -style procurements. a procurement specialist was selected, but the contract was never executed for unknown reasons. the bank did not insist on following throu gh on this. however, another reason for the eventual failure of some procurement processes was the cumbersome, time -consuming and sometimes abortive no -objection procedures prescribed for beneficiary -implemented contracts involving snfi, the user unit and the beneficiary. the findings of the feasibility and biomass feedstock stud ies were mixed and indicated that the 20 mw grid -connected facility would not be feasible based on crop residues as the only feedstock. only half of the 16 biomass collection sites were found to have sufficient and reliable sources of feedstock to justify small off -grid gasification unit s on average 500 kw each . the stud y concluded that without additional sources of biomass feedstock, for example , from wood waste, coppicing or dedicated wood fuel plantations, half of the collection site gasifiers and the main 20 mw facility would not be feasible. given the complexities that this would introduce and additional environmental considerations of fuel w ood plantations, it is not certain that the afdb would have proceeded, as this would have altered the scope of the initial project considerably1. although the 20mw biomass project was not constructed, the sefa grant was, however , instrumental in support ing the development of the 16 off -grid biomass hubs -even though these were not within the original scope i.e. only as biomass collection points, not as off-grid electrification sites . the electricity would power post -harvest agricultural processing services for groundnuts, rice, maize, and sesame. this service was planned to supply up to 64, rural smallholder farmers across the 16 sites, giving them access to higher value markets and additional incomes of over 1year for every 5 acres, as a result of the value addition. key lessons learned from this experience include: i smooth and timely procurement is critical to allow preparation to be finalized within the agreed timeframe. the reasons for delay in procurement can be many and need to be properly understood; ii biomass to power projects are complex and very sensitive to feed stock conditions. the scope of such projects can change significantly based on the results of the feasibility study. reasonable flexibility needs to be planned into such projects to accommodate changes that emerge during feasibility assessment. 2. output reporting output indicators as specified in the rblf; add more rows as needed most recent value a end target b expected value at project completion progress towards target realized ab narrative assessmentindicative max length: 50 words per output output 1: reliable and comprehensive information available to develop a bankable biomass project indicators: esia developed and approved technical feasibility study approved biomass feasibility and feedstock study detailed engineering design power evacuation study 0 12021 1 2021 0 0 1 2017 1 2018 1 2018 1 2018 1 2017 0 100 100 0 0 a combined technical feasibility and biomass feasibility and feedstock study was completed . the final report was dated march 2021. the other deliverables the esia and combined feedpower evacuation study, were not completed by the time of closure of the grant. the main reason for this was that the initial procurement for each study was not conclusive. the bids received exceeded the available budget. as a result, both had to be re -tendered. the extra time that this took did not permit completing the two studies in time before closure of the grant. the retendered esia contract was further delayed by the insistence of the selected consultant that the bank be a co -signatory to the contract which would have been against bank rules. 1 in fact, sefa had already pointed out to earth energy mandulis energy during the sefa grant appraisal mission in 2016 that even partial feedstock sourcing from fuel wood plantations would preclude any subsequent bank co -financing, as the main selling point of the 20 mw projec t had always been its exclusive utilization of agricultural residue feedstock. narrative assessment of each output, realised or not realised, and key lessons learnt the output was not realised. only one of the deliverables a technical feasibility , incorporating a biomass feasibility and feedstock study was finalized . the other two deliverables were not, las a result of procurement problems: the procurement of each of these two studies the esia and the feedpower evacuation study had to be relaunched, after the initial procurement was cancelled . this was very time consuming, and by the end of the third extension of the grant, these two reports were not finalized cf. summary of reasons for procurement delays above . the findings of the feasibility and biomass fee dstock study were mixed and indicated that the 20 mw grid-connected facility would not be feasible based on crop residues as the only feedstock. only half 8 of the biomass collection sites were found to have sufficient and reliable enough feedstock for justifying a small off-grid gasification unit on average 500 kw each, but with some variation according to the various sites' specific situation s. the study concluded that without additional sources of biomass feedstock, for example , from wood waste, coppicing or dedicated wood fuel plantations, half of the collection site gasifiers and the main 20 mw facility would not be feasible. given the complexities that this would introduce and additional environmental considerations of fuel w ood plantations, it is not certain that the afdb would have proceeded, as this would have altered the scope of the initial project considerably cf. sefabank rules reg arding admissibility of various types of feedstock for biomass projects. c efficiency timeliness planned project duration - years a from effectiveness for 1st disb par actual implementation time - years b 2.5 6 narrative assessment of key lessons learnt the grant took more than twice the originally planned time to implement, and even then, was not able to fully complete all the scheduled activities. the project was grant ed 3 successive extensions. the principal cause of the delays was the weak capacity of the sponsor to follow and comply with the bank's procurement rules and procedures , as can be seen in the long delay it took to get to first disbursement for the project . this was compounded by receiving multiple times bids that exceeded the available budget allocation, requiring to relaunch 2 of the tenders. in one case, the insistence of the selected consultant for the esia contract to have the bank as a co -signatory w hich is against bank rules ostensibly because the consultant was seeking additional assurances that they would be paid created additional delays. the covid -19 pandemic further compounded the situation in 2020 and 2021. the sponsor had to change its design, because the originally planned 20 mw grid -connected facility proved to be not feasible for lack of sufficient biomass as feedstock and the timeline and conditions for grid -connection had changed. d sustainability narrative assessment institutional sustainability is difficult to assess. the spv created for the project earth energy co. ltd is apparently still in operation and is still planning to construct the 20mw gasifier, which was in the permitting stage at the time of compiling this report , with construction expected to start in 2025 and commissioning and start of operations in 2026. as such, and if indeed this happens, arguably there is a certain level of sustainability, although it would be too early to tell if the plant could operate on a long -term sustainable basis. we should note that the feasibility study did conclude that the plant was not feasible in its current conceptualization, for lack of adequate , acceptable and sufficiently reliable agricultural residue s as biomass feedstock. the project scope changed to have an off -grid focus, developing 16 biomass collection sites and equipping them with small gasifiers each for a combined 8 mw off -grid capacity. however, of these, the feasibility study found only half 8 to be viable, based on available feedstock crop residues. an alternative would be to make up the shortfall in crop residue with wood from plantations, but this would have serious environmental impacts and would not have been supported by the bank. the detailed environmental and social impacts, and hence sustainability for an es perspective, were not assessed, as the esia did not take place. performance of stakeholders bank performance narrative assessment and lessons learnt to guide future mic taf grants bank performance is considered . somewhat less than satisfactory . the grant was well designed and identified the key risks that needed to be assessed. the bank also brought on board specialized biomass expertise specifically for this and another biomass project south africa ethala, through the services of everest energy, to be able to properly support and supervise the implementation of this grant , although this was done rather late in the implementation of the grant . the bank provided regular, timely feedback and guided the sponsor through the various procurements. the bank also displayed flexibility and patience in allowing several extensions of the grant. however, the bank did not sufficiently insist that a procurement specialist be recruited after the initial recruitment was not successful and this compounded procurement delays. part of these delays were due to the need for relaunching 2 of the tenders, for which initial bids had come out too high, exceeding the available budget. this suggests that the initial budget estimates may have been too low. beneficiary performance narrative assessment and lessons learnt to guide future mic taf grants the beneficiary 's capacity capability to comply with the bank's procurement rules and procedures was limited . while generally very responsive and motivated, this was not enough to ensure a smooth implementation of the grant, resulting in delays and extensions, and ultimately the closure of the grant before all outputs were completed . the overall objective of reaching financial closure was not achieved. iv key lessons learned and recommendations key lessons learned key recommendations for country, sector, instrument choice, etc key lessons learned key recommendation inadequate procurement and implementation capacity can seriously undermine progress and cause major delays. although it was planned that a procurement specialist be recruited, this in the end didn't happen because following a successful selection of a candidate, the person withdrew and no new specialist was recruited. the r ecommendation for beneficiaries to recruit a procurement specialist is rarely enough to prevent procurement delays. the sponsor should have recruited a specialist and the bank should h ave insisted on its importance. the bank should improve its assessment of procurement capacity of potential clientsbeneficiaries. in addition to requiring, as part of conditions for effectiveness of the grant, the recruitment of a procurement specialist, the bank should provide training to such specialists in the bank's procurement rules and procedures. the bank should streamline and simplify its no -objection requirements for beneficiary -implemented procurement procedures for services under ta contracts. current practices are very cumber some, not delegated enough, slowing down approval processes. technology risk: biomass to power technology is complex and fraught with problems. the gasification technology as compared to combustion -based technology is especially challenging from a technical perspective and requires a feedstock that meets specific the bank should do a thorough pre -screening of biomass -based energy proposals, done by specialists in the technology and with expertise in biomass feedstock supply management. a specialist is needed during appraisal of any proposed activity that has passed requirements. gasifiers are also prone to frequent technical failures and breakdown s if not properly and regularly maintained. this risk is further compounded by the need to guarantee a biomass feedstock supply chain that is reliable in both quantity and quality. the feedstock supply of crop residues in this case was found not to be sufficient to ensure viability of the power plant . given these complexities that are related to technology the feedstock supply chain, it is critical that sponsors and the bank have the required in -house expertise and capacity to properly implement and supervise project s. screening and field visits are essential to properly assess the viability of the project. the initial focus should be on the biomass feedstock supply chain, in conjunction with assessing potential power plant configurations . the power plant should be sized according to the available feedstock supply and not the other way round. the expertise and implementation capacity of sponsors should also be ascertained thoroughly, so that any support requirements are identified early to enable the introduction of remedial measures. at the time of project appraisal which included field visits leading to grant approval, the sponsor presented a thoroughly sound concept for biomass feedstock supply sourcing and management to sefa and the appraisal correctly identified all key issues that needed attention dur ing the implementation of the grant. the weakness on the bank side appeared later , when it failed to adapt to the changes that the sponsor started to apply to the originally presented concept, that did no longer conform with the raison d'etre for the sefa engagement = biomass project fed 100 by feedstock from agricultural residue s. as the bank did not have the required biomass expertise when the project was initiated , an expert should have been brought on -board early to 'provide first -level' supervision support. it is commendable that an expert was brought on board at some stage, but this was already late in the process.

Project completion report for public sector operations pcr i. basic data a. report data project name: rwanda national water supply and sanitation masterplans project code: p-rw-ea0-013 country rwanda sector: water supply environmental categorization 1-category 1 report type: date of report: 04.07.2024 mission: achievement mission 1 from: 24.03.2024 to: 28.03.2024 prepared by task manager: maureen ntege -wasswa alternate task manager : division manager : chirwa mtchera johannes awtf b. responsible bank staff position at completion country manager chirwa mtchera johannes regional director nwabufo nnenna lily sector director chanda osward mulenga task manager maureen ntege -wasswa alternate task managerc. project data project financing in eur financing sourceinstrument foreign currency local currency totalawtf special fund awfcategoreis 1,950,894.00 0.00 1,950,894.00t o t a l 1,950,894.00 0.00 1,950,894.00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 5600155004751 21.11.2016 17.02.2017 17.02.2017 09.05.2017 30.12.2023 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 5600155004751 1,950,894.00 1,533,492.64 1,533,492.64 0.00 1,533,492.64 t o t a l 1,533,492.64 1,533,492.64 0.00 1,533,492.64 disbursment status in uac at completion mission date loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 1,947,707.10 1,530,987.59 99.84 2,505.05 0.16 t o t a l 1,530,987.59 99.84 2,505.05 0.16 commitment status at completion mission date uac financing sourceinstrument planned amount uac committed amount ua percentage committed uncommitted amount ua percentage uncommitted adb group 1,950,894.00 1,530,987.59 99.84 2,505.05 0.16 counterpart 0.00 0.00 0.00 0.00 100.00 co-financer 0.00 0.00 0.00 0.00 100.00 t o t a l 1,950,894.00 1,530,987.59 78.48 419,906.41 21.52 executing and implementation agencies borrower ministere des finances et de l'economie -minecofinguarantor republique du rwandaexecuting agency water and sanitation corporation rwandaii. project performance assessment a. relevance 1. relevance of project development objective rating narrative assessment 4 the project development objective was to provide the government of the republic of rwanda with a planning tool master plans that will allow the identification and implementation of effective water supply and sanitation projects. the objective was fully aligned to the a government of rwanda gor economic development and poverty reduction strategy edprs ii 2013 -2018 and vision 2020 that prioritized water supply and sanitation services to achieve economic growth and development; b afdb's ten year st rategy tys, 2013 -2022, extended to 2023 and the high 5s; c africa water vision 2025 ensuring sustainable access to safe water supply and sanitation; d national water and sanitation sector strategic plan, 2013 -2018; e national water resources master plan, 2014; f rwanda green growth and climate resilience strategy, 2011 to mitigate environmental and climate change impacts; and g afdb iwrm and water policies, water strategy pillar 2, gender and climate risk management and adaptation strategies. the objective remained aligned at project approval through implementation to completion and focused on the realism of intended outcomes. the operation continued to be relevant to beneficiary needs access to sustainable water supply and sanitation, better sector investment planning, and afdb rwanda country strategy paper csp 2017 -2021 supporting energy and water infrastructure investments to enable inclusive and green growth, and skills development to promote economic transformation. no shortcomings we re noted either at entry or at project closure in the relevance to the afdb rwanda csp 2022 -2026 that fosters development of productive capacities to accelerate structural transformation. the development objective continues to be relevant to rwanda visio n 2050, and the national structural transformation nst -1, 2017 -2024 focusing on economic and social transformation, and transformational governance. 2. relevance of project design rating narrative assessment 3 the project design sought to: a develop a planning tool to identify and implement effective water supply and sanitation projects to maximize sector investments; b establish a project steering committee psc for project oversight, and mainstream projec t implementation with appointment of wasac as implementingexecuting agency; c procure goods and acquire consultancy services; d enhance capacity for improved sector performance through training of national, district and private sector staff; e ensur e stakeholder participation; and f promote gender equality and private sector participation. the design considered sector priorities, institutional arrangements and key lessons learnt from ongoing and completed development partner funded projects, as w ell as national and bank environmental management requirements. the design allowed stakeholder consultation and validation of outcomes through workshops during project preparation, appraisal and implementation for better appreciation and feedback. some f ew targets were overestimated due to ambitious national sector aspirations at appraisal. the design remained fully relevant throughout project implementation, with adjustments made to some outputs and related targets, which included changing a number of integrated projects planned to number of projects planned, as separate planning tools were developed for water supply and sanitation based on an integrated planning approach; and b funds pledged to fully cover the first five years sector investment needs to funds pledged to cover investment ready prioritized projects. the design was consistently conducive to achieving the project results, despite the impacts of covid -19 and extended implementation delays. the adjustments made were timely and yielded positive results. 3. lessons learned related to relevance key issues lessons learned target audience project design1. project design requires careful consideration during preparation and appraisal to ensure that the duration for implementation is adequately estimated, considering the likely technical, social, financial and environmental factors that may impact on durat ion. otherwise, project implementation may result in both time and cost overruns. the initial duration of the niwssmp was estimated as 23 months, including 12 months to complete the master plans, feasibility studies and detailed designs for prioritized s mall investments. however, given factors like the extensive stakeholder engagements and time -consuming country wide surveys, the technical challenges encountered during the feasibility studies, and iaea initial procurement related challenges, etc., the pr oject duration was extended up to 85 months to enable completion of all planned activities. careful consideration of project duration at appraisal could have addressed the issue. government, afdb, executing agency, development partners, ngos stakeholder consultations and validationproject design that allows extensive stakeholder consultations and validation of project results fosters effective stakeholder parti cipation, ownership, and collaboration. the niwssmp project provided for stakeholder consultative and validation meetings and workshops to obtain feedback and create awareness, and to provide opportunity for ownership and collaboration during implementation. stakeholders accepted the master plans as tools for better sector investment planning and showed much commitment to t heir development. government, afdb, executingimplementing agency, development partners, ngos, dis feasibility studies and detailed designs of prioritized small investmentsconsultancy services requiring preparation of studies and detailed designs for investments need to clearly define the investment size or budget to avoid ambiguity, and to better guide the needed consultancy inputs and related deliverables. the niwssmp pr oject required consultancy services for preparation of feasibility studies and detailed designs for 3 prioritized small investments as integral part of the main consultancy contract for the master plans. without fully appreciating the size of the investme nts, the consultant's financial offer underestimated the level of effort required to accomplish all related tasks. government, afdb, executing agency, development partners, ngos, district council delayed master planning contractsmaster planning service contracts that combine engineering and capacity building services provide opportunity for realization of project goals relating to planning, engineering design and capacity building to optimize use of project resources. however, the opportunity is lost with delayed acquisition of the services, and the time available to complete the engineering and capacity building aspects of the contract is limited. the situation is worsened when the available consultancy budget for training is lim ited. government, afdb, executing agencyconsultants resource mobilization through donor round table conferenceorganization of a donor round tableconference to mobilize resources for investments may not necessarily be the best and desirable option for resource mobilization. alternative options that include direct engagement with development partners though meeting s in-country and at international fora, may be explored for investment financing. given the gor policy of assigning sector leads among donors, development financing in each sector is provided by a few donors, and investment financing is targeted and pro vided based on donor country assistance strategies underpinned by gor development priorities. organizing a donor round table under the niwssmp to mobilize resources may not necessarily yield the desired results. rather, through development partner meetings and other international fora, prioritized projects continue to attract increased interest and external funding including funding arrangements. this was not anticipated at appraisal. government, afdb, executing agencyconsultants b. effectiveness 1. progress towards the project's development objective project purpose comments the project purpose was to provide the government of rwanda with a planning tool master plans that will allow the identification, preparation and implementation of effective and bankable water supply and sanitation projects to achieve universal and susta inable access country wide. the project comprised three components, namely: a component 1: master plan that provided for diagnostic studies, preparation and comparison of scenarios, and preparation of the c ountry -wide master plans and feasibility studi es and detailed designs for prioritized small investments. overall progress is 100 as all related outcomes and outputs were achieved. b component 2: capacity building that involved training of wasac staff in master planning and integrated data manageme nt gismis and provision of related supportive infrastructure; training of district council staff in procurement, contract management, project design, monitoring and evaluation, etc.; and training of private sector operators to build capacity for efficie nt operation and maintenance services. overall progress is about 63 as the outputs relating to training of district council and private operator staff were not achieved; and c component 3: consultation and project management that involved implementatio n progress monitoring and reporting, effective stakeholder consultation and participation, and resource mobilization through donor round table. overall progress i s about 90, given the inability to organize the donor conference. d the iaea's implementa tion efforts resulted in the realization of most of the expected targets for all three project components, and therefore the project development objective. overall implementation progress is estimated at 90 with overall cumulative disbursement at 99.8 a s of 26 march 2024. the project contributed to the development and institutionalization of a planning tool master plans to facilitate efficient and effective planning and implementation of w ater supply and sanitation projects and programs, and to attrac t sector related investments. the master plan component was delivered through consultancy contract services acquired following a competitive process that took more than 8.5 months to complete. the initial one -year contract awarded in march 2018 was exten ded by six months but terminated in september 2029 due to poor performance. the contract was re -tendered and awarded to another firm, studi international in november 2020, after over one year of delay. the studi international contract and the project closi ng date had to be extended thrice to enable completion of the contract that included preparation of an approved list of prioritized projects and investment outlays to optimize water supply and sanitation sector investments. the list targets at least 30 wo men as beneficiaries, instead of the 25 envisaged at appraisal. the capacity building component, planned to be delivered as part of the consultancy contract, effectively commenced with wasac staff training in february 2023 and was completed in june 2023 . 27 instead of 20 wasac staff were trained. district council and private operator staff training commenced and completed in june, prior to the then project closing date of 30 june 2023. the number and duration of training sessions were impacted due to bud get limitations. the ea did not take advantage of the last extension from june to december 2023 to provide additional staff training. as a result, the envisaged targets could not be fully realized as fewer than the expected number of district council staff 50 and private sectoroperators 5 were trained. envisaged activities for project management and stakeholder consultations and participation were successfully undertaken leading to higher beneficiary expectations for improved access to wash. 2. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress towards target assesment core sector indicator yesno wasacdistricts can plan, design, finance, implement and manage water and sanitation projectsinfrastructure no. of wasac staff capable of maintaining watsan master planning process nbr 0. 11. 9. 122.22 achievedlikely to be achieved target was exceeded. at appraisal, the project recognized the need for the master plans to be flexible and adjustable to accommodate changing environmental, social, technical, and economic conditions with time. the master planning process was therefore ins titutionalized through staff training and institutional support of wasac to enable periodic update and maintenance of the plans. no no. of wasac staff having received specific training nbr 0. 25. 20. 125.00 achievedlikely to be achieved target was exceeded. the project's capacity building component provided opportunity for wasac staff to be trained through a their participation in field data collection, diagnostic and comparative studies, and plan development; and b periodic training and orientation workshops to develop their skills for effective master planning and database management. no no. of district staff able to manage implementation of watsan projects nbr 0. 50. 60. 83.33 likely to be achieved with correctives actions target was not achieved. at appraisal, it was envisaged that 2 staff each from 30 districts will be provided with the necessary skills through training to better manage water supply and sanitation projects in their areas of jurisdiction. reportedly, only h alf the expected number could directly benefit from the capacity building training program. no effectiveness and efficiency of investments in water supply and sanitation are maximised rate of increase to access to adequate water supply and sanitation services nbr 0.800 0.900 4.500 2.70 likely to be achieved with correctives actions target was not achieved possibly due to overestimation at appraisal. the rates were determined assuming a population growth rate of 2.7 and 100 coverage by 2030 without consideration of sector planning and investments. the masterplans provide for 100 co verage by 2050 with lower annual access rate increases of 0.9 water supply and 1.3 sanitation. the masterplan figures compare favorably with those of the jmp progress on household wash report, 2023, reported as 0.94 for water supply and 1.31 for sanitation between 2015 and 2022. no the figures are about one -fifth of the appraisal estimates. no. of integrated projects plannedprojects targeting more than one use of water nbr 0. 8. 6. 133.33 achievedlikely to be achieved target was exceeded. the project initially provided for preparation planning and design of 6 projects. savings on cost of acquisition of consultancy services enabled preparation of 2 additional projects. no master plans attract additional funds from development partners funds pledged 0. 100. 100. 100.00 achievedlikely to be achieved target was not achieved. several development partner meetings have been organized for donor sensitization, and commitments have been made by a couple of donors, including the african development bank to fund identified prioritized projects under the master plans. funding has been secured for 3 out of 6 prioritized projects amounting to usd 108 million, with another usd 25.5 million yet to be approved by donors compared to master plans estimated total investments requirements up to year 2050 as rwf 14,320 b illion. no rating narrative assessment 3 overall, significant progress was made towards realizing the outcome targets as the median percentage achievement is about 83. 50 of the expected outcome targets were fully achieved or exceeded. the rest are on course to be achieved subject to implemen tation of complementary investment projects and programs by development partners in collaboration with government of rwanda. the project significantly achieved the expected outcome to build capacity through training of wasac and district staff to plan, design, finance, implement and manage water and sanitation projectsinfrastructure. 11 wasac staff are trained and capable of maintaining the watsan master planning process, while 50 staff from 25 out of 30 districts are trained to better implement and manage watsan projects. in addition, despite the significant progress made to prepare the master plans and investment outlays, and feasibility studies and designs for prioritized projects to attract donor funding, only three out six projects now eight projects have attracted 100 donor financing. the increase in access rate is far less than envisaged at appraisal, with insignificant progress made towards achieving the set targets. overall, the performance in terms of achieving the expected outcome s is rated unsatisfactory. the project significantly achieved the expected outcome to build capacity through training of wasac and district staff to plan, design, finance, implement and manage water and sanitation projectsinfrastructure. 11 wasac staf f are trained and capable of maintaining the watsan master planning process, while 50 staff from 25 out of 30 districts are trained to better implement and manage watsan projects. in addition, despite the significant progress made to prepare the master plans and investment outlays, and feasibility studies and designs for prioritized projects to attract donor funding, only 3 out 6 projects now 8 projects have attracted 100 donor financing. the increase in access rate is far less than envisaged at appraisal, with insignificant progress made towards achieving the set targets. overall, the performance in terms of achieving the expected outcomes is rated satisfactory. 3. output reporting output indicators most recent value end target progress towards target assessment core sector indicator yesno stakeholders have received training in relevant areas to improve their capacity to implement and manage watsan projects and systems no. of district staff trained nbr 50. 60. 83.33 on track target was not achieved. the project design provided for training as an integral part of the master plan consultancy contract. despite substantial completion of the master plans in the last quarter of 2022, training of district staff could not commence unt il june 2023. the consultant's timing and limited budget for the training program had an adverse impact on district participation. no no. of wasac staff trained nbr 2.700 2. 135.00 on track target was exceeded. 27 wasac staff were trained in various disciplines during the period of preparing the master plans. staff benefitted from both theoretical and practical training to enhance their capacity for master planning and data management to impr ove sector performance. no no. of po staff trained nbr 4. 83. 4.82 not on track insignificant progress was made towards achieving the target for po staff training. at appraisal, 83 pos were targeted for training. however, only 33 pos are currently registered with fapea association of water and sanitation private operators, of which, 17 pos are active and operational. reportedly, following invitation of all 17 pos to participate in the training program, only 4 pos responded and provided staff for training. the apparent lack of interest on the part of pos may have contributed to their poor participation. wasac and minifra have confirmed further training of sector staff following completion of a comprehensive capacity building plan for wasac and other sector players. no national water supply and sanitation master plans are agreed by all stakeholders approved masterplan reports nbr 2. 2. 100.00 on track target was achieved. 2 no. master plans, one each for water supply and sanitation were prepared and approved to guide sector planning and investments. no approved list of prioritised integrated watsan projects prepared approved list of prioritised watsan projects nbr 1. 1. 100.00 on track target was exceeded. feasibility studies and designs were prepared for 8 instead of 3 project interventions. the main masterplan consultancy contract with messrs. studi delivered 7, while a second consultancy contract with messrs. sering delivered 1. no feasibility and detailed designs undertaken for prioritised small investments feasibility studies and detailed designs for small interventions undertaken nbr 8. 3. 266.67 on track target was exceeded. feasibility studies and designs were prepared for 8 instead of 3 project interventions. the main masterplan consultancy contract with messrs. studi delivered 7, while a second consultancy contract with messrs. sering delivered 1. no rating narrative assessment 3 over 67 of the expected output targets was fully achieved while another about 17 was significantly achieved and on track to be fully achieved. for example, the output targets for the total number of wasac staff trained, and the number of feasibility studiesdetailed designs for small interventions were exceeded by 35 and 167, respectively. output targets rel ating to number of district and po staff trained could not be achieved. overall, since 75 of the outputs have been fully achieved, the output rating is deemed unsatisfactory. 4. development objective do rating do rating narrative assessment 3 overall, the results outputs and outcomes for the national integrated water supply and sanitation project components are satisfactory, except for the very limited rate of increase in access to adequate water supply and sanitation services towards maximiz ing the effectiveness and efficiency of sector investments, and inability to train adequate number of po staff to improve their operation and maintenance support services regarding watsan infrastructure. some project results were highly satisfactory as pla nned targets were exceeded. the project delivered master plans and feasibility studiesdetailed designs for 8 prioritized projects to make them investment ready and trained a significant number of wasac ad district staff to improve their capacity to better implement and manage watsan projects and systems. the high staff attrition rate of the piu, given project mainstreaming in wasac as implementing agency, delayed procurement processes and completion of the main consultancy services for master planning an d detailed design and impacted on the timing for training district and po staff. the training could only start early in june 2023 against the then extended project closing date of 30 june 2023. the consultant's contract included the budget for training, wh ich was limited, contributing to the limited progress made towards achieving the desired results for staff training. given that most of the outputs and outcomes have been fully or significantly achieved, the rating for the development objective is c onsid ered satisfactory. 5. assessment on the performance of gender equality in the operation comments gor's vision 2050 recognizes gender equality and women's empowerment as a strategy to attain equitable and sustainable development targeting at least 30 female representation. at appraisal, the project did not have a systematic approach to gender mainstre aming but provided for gender by a ensuring country wide coverage that benefitted about 14,250, people 51 of whom are women, and b requiring that training of wasac, district and po staff should include at least 25 women. incidentally, only 14 o f the trainees were women. this situation is mainly attributable to the existing socio -cultural and traditional beliefs that influence the disproportionate representation of women in the targeted institutions; and c ensuring adequate representation of wo men and the youth in all project related stakeholder consultative meetings and workshops. in addition, some of the investment ready prioritized projects with completed detailed designs have attracted downstream funding targeting 30 to 60 female benefic iaries in compliance with gor aspirations towards gender equality. the project objective to provide gor with a planning tool to a allow effective identification and implementation of sector related projects, and b optimize investments towards increas ed access to water supply and sanitation, is particularly beneficial to women and children, given their traditional role and time spent to obtain water for consumption and other uses. additionally, increased access will contribute to a decrease in the inci dence of water and sanitation related diseases to improve the health status of children and adults and their quality of life. 6. unanticipated or additional outcomes description type positiveor negative impact on project assessments approved master plan reports technical, financial,socio - economic positive medium wasac presentation of the master plans and investment outlays at international fora like ifad, 2022 and iwa, 2023 has contributed to generate interest for external financing among various bi -lateral and multi -lateral financial institutions. some of these i nstitutions have had direct engagement with wasac, mininfra and the minicofin and have made commitments and concluded arrangements to finance selected projects, based on the prioritized list of projects prepared as part of the master plans. feasibility studies and detailed designs for small interventions undertaken technical, financial,socio - economic positive medium completion of two additional feasibility studies and detailed designs for 2 additional prioritized projects contributed to increase the number of investment ready projects from 6 to 8, instead 3 envisaged at appraisal. this situation provided opportunity t o attract more external financing for increased sector investments towards achieving the gor sector goals and targets, in line with the sdgs. preparation of the two additional prioritized projects was financed from savings from the original budget for th e master planning consultancy contract 7. beneficiaries description actual a planned b progress towards target of women category e.g. farmers, students wastsan planning an procurement officers 50. 60. 83.33 20.00 wastsan planning an procurement officers rural and urban people 14,250,. 17,180,. 82.95 51.00 rural and urban people political appointees, civil servants, 1. 1. 100.00 25.00 political appointees, civil servants, political appointees, civil servants, co 1. 1. 100.00 25.00 political appointees, civil servants, co political appointees, civil servants, co 1. 1. 100.00 25.00 political appointees, civil servants, co skilled professionals 25. 20. 125.00 20.00 skilled professionals 0. 0. 0.00 0.00description actual a planned b 8. lessons learned related to effectiveness key issues lessons learned target audience project development objective and expected outcomesexpected project outcomes must be clearly defined with related smart indicators and realistic achievable targets within a given time frame to contribute to meet the project development objective. at appraisal, a project outcome of maximizing the effectiv eness and efficiency of sector investments was defined with two indicators, one of which was the rate increase of access to adequate water supply and sanitation services. this was in recognition of the need to achieve the expected gor sector targets of universal access by 2030 based on increased sector investments. while the indicator may be relevant, measurable and time -bound, it appears unachievable within the context of the project. government, afdbawf, executingimplementing agency, devt partners, ngos implementation arrangementsan implementation arrangement that supports mainstreaming of project implementation by establishing a piu with in -house staff is effective and results in successful project implementation when staff are a fully dedicated and committed to the project; b engaged with favourable conditions of service; and c motivated with provision of adequate incentives. government, afdbawf, executingimplementing agency, devt partners, ngos capacity building of sector institutionscapacity building through watsan related training on the job and face to face of relevant staff of public and private institutions provides opportunity for implementation and sustainable management of water supply and sanitation infrastructure and servic es. the training should include related procurement and project management complemented with adequate record keeping. the niwssmp project provided for capacity building through training of staff of public institutions wasac, district councils and priv ate organizations private operators to better plan, implement and sustainably manage operation and maintenance of water supply and sanitation infrastructure and services, thereby contributing to increase access to watsan. govt, afdbawf, executing agency, dvt partners, ngos, district councils, private continuous training of project implementation unit piuinadequate knowledge and training of piu staff in bank fiduciary requirements has a likely adverse impact on project implementation. the situation is worsened by high staff attrition rate. the main consultancy contract that was subject to advance contrac ting proved challenging, showing that the piu had limited knowledge and experience in managing bank funded projects, contrary to the appraisal assessment. this may be attributable to engagement of newly recruited staff for the piu. the piu staff required extensive and repeated training. the situation was further worsened by the high staff attrition rate, and absence of a dedicated person for contract management to ensure quality reporting on procurement, for example. the bank had to take proactive steps to continuously train and reorient piu staff regarding bank fiduciary requirements to improve performance. government, afdbawf, executingimplementing agency gender mainstreamingproject design and implementation need to consider adopting a systematic approach to gender mainstreaming to close the gender gap by preparing and implementing an action plan to ensure social inclusion and economic empowerment of women. without preparation and implementation of an action plan, the niwssmp project sought to mainstream gender by a targeting at least 30 female participation in the development of the feasibility studies and related designs, and 25 female participation in all training progr ams for wasac, district councils and private operators; and b implementing a gender sensitive consultation process. govt, afdbawf, executingg agency, dvt partners, ngos, district councils, privat c. efficiency 1. timeliness planned project duration in years actual implementation time in years ratio of planned and actual implementation time rating 2.1 6.9 0.30 1 narrative assessment the program was declared effective for first disbursement in may 2017 and was closed on 30 december 2023, after four extensions resulting from delayed procurement processes, the impact of the covid 19 pandemic that adversely affected field work, challeng es encountered in collecting data across the country, and untimely termination of the main consultancy contract due to poor performance. these together contributed to extensive implementation delays. the actual implementation period was 7 years and 1 month, instead of the 1 year and 11 months envisaged at appraisal. signing and entry into force of the gr ant agreement was achieved in february 2017 about three months after project approval in november 2016. thereafter, the conditions precedent to first disbursement were fulfilled in may 2017 about three months after grant signing. actual first disburs ement of the grant was timely and achieved in may 2017. the above notwithstanding, given the ratio of planned and actual implementation period of 0.29, the timeliness of the project is rated as highly unsatisfactory. 2. resource use efficiency median physical implementation of rlf outputs financed by all financiers commitment rate ratio of the median percentage physical implementation and commitment rate rating 100.00 78.48 1.27 4 narrative assessment 100.0 of the grant resources provided under the financing agreements was committed. overall disbursement as of 26 june 2024 was 99.86 comprising 99.84 awf grant and 100 gor. as most activities are now completed cumulative disbursement stands at 9 9.8 of total commitments. in line with the bank's disbursement guidelines, all unjustified amounts must be refunded to the bank within four 4 months after project closure. in spite of the extended implementation delays, the project was significantly successful in achieving the envisaged outputs and outcomes, particularly with regard to a development and institutionalization of the master plans, and b institutional strengthening support through training of wasac staff for improved sector manageme nt, and district council staff for sustainable delivery and management of wash infrastructure. the implementation arrangements with wasac as implementing agency, extensive stakeholder consultation and community participation, and partnership arrangement s with relevant sector ministries contributed to the efficient use of resources. overall, after four extensions, the project could fully implement most of the key activities outlined in the logical framework. the median physical implementation consider s the six outputs and related indicators in the lfa. given a median physical implementation and commitment ratio of 1.08, the rating of resource use efficiency is highly satisfactory. 3. cost benefit analysis economic rate of return at appraisal updated economic rate of return at completion ratio rating 0.00 0.00 0.00 na narrative assessment at appraisal, analysis of economic rate of return was not considered and hence no indicators were provided in the par as it w as not a requirement. however, the par provided for financial and economic analyses to be undertaken as part of the preparation of the master plans and related 10 -year investment outlays to inform investment decisions. the said analyses covered the entire water supply and sanitation infrastructure and services existing and planned considered under the master plans. initially, develo pment options scenarios were prepared with analyses of the cost benefit ratio for each option to aid multi -criteria analysis for option ranking. master plans were subsequently prepared based on the selected and agreed option for which detailed financial and economic analyses were performed, considering investment and om costs, proposed tariffs based on socio economic studies for cost recovery, etc. the outcomes of the analyses clearly ascertained the viability of project interventions and the operati ons of wasac as a corporate entity. in addition, preparation feasibility studies and detailed designs of the eight prioritized projects included further analyses to confirm their viability and investment readiness. together, about usd 150 million down stream investments have been mobilized from afdb and other partners, including africa growing together fund agtf, usaid, etc. the economic benefits comprised increased productivity, improved health, increased school attendance and time savings resultin g from better access to safe and sustainable water supply, hygiene, and sanitation. environmental and social benefits like job creation, enhanced cognitive development of children, protection of public and environmental health, could not be quantified du e to data scarcity. considering the derived benefits, it is concluded that the project has been cost effective and highly beneficial and contribute to gor effort to implement and better manage water supply and sanitation investments 4. implementation progress ip ip rating narrative assessment 4 1 all planned procurement of goods and services were executed despite delayed completion of some of the related activities. four goods contracts were awarded and executed. the initial consultancy contract for development of master plans, feasibility stu dies and detailed designs was terminated and retendered due to poor performance. the re -awarded contract of 12 months duration ended in december 2022. subsequently, a second consultancy contract six months duration was awarded for feasibility studies an d detailed designs that ended in december 2023. the two consultancy contracts were successfully executed after several months' project extension. 2 capacity building through training of wasac, district council and private operator staff were successful ly executed, despite the limited participation of the private operator staff. 3 the project was subject to annual audits conducted by the office of the auditor general oag. all the audit reports were submitted on time and found acceptable by the ban k. the oag final audit to cover the period from 01072023 to 30042024 is due for submission to the bank by 30 october 2024. in addition, a final audit of the financial statements and the post procurement review, covering the period 01 july 2019 to 31 december 2023, to be conducted by independent auditors recruited by awf remain outstanding. 5. lessons learned related to efficiency key issues lessons learned target audience untimely project completionimplementation delays resulting from untimely procurement and disbursement processes, poor quality documentation, limited ia impleme ntation capacity, untimely feedback on consultant's deliverables and delayed bank approval processes, etc., require time extensions to allow project completion and enable realization of the project results and development objective. however, the extended implementation period could impact on the timing to fully realize the anticipated benefits for project activities that are completed late and shortly before project closure. government, afdbawf, executingimplementing agency, development partners, ngos, timeliness of consultancy contractsdelayed acquisition of the services of consultants could have an adverse impact on project implementation timelines. effort should be made to ensure timely acquisition of relevant engineering consultancy services to facilitate execution and timely completion to realize the full benefits of the project. government afdb executing agency budget for capacity buildingadequate budget should be made available to implement the capacity building component of a project. this will ensure successful execution of all related training programs towards realization of the desired project objectives and targets. government afdbdevelopment partners d. sustainability 1. financial sustainability rating narrative assessment 3 the financial sustainability of the project was considered at appraisal through project design that provided for a development of master plans upto year 2025, and 10 -year investment outlays as tools to improve sector planning and better implement and manage related investments, b institutionalization of the master planning process by providing supportive infrastructure gismis and training wasac professional staff for enhanced performance, c resource mobilization through donor round table for downstream investments, d training of district council staff to better manage water supply and sanitation services contracts, and e training of private operator staff for sustainable delivery of operation and maintenance services. in addition, the fe asibility studies and designs for the prioritized investments were evaluated for sustainability in terms of cost -benefit analysis. the master plans considered the outcomes of socio -economic surveys and likely tariff adjustments to achieve cost recovery . currently, through open competitive bidding, the operators are awarded 5 -year contracts by the district councils for operation and maintenance services, minor repairs and system expansion. an electronicdigital billing system customer management system to improve billing and revenue collection, has been established with support by rura. the master plan s estimate total investment requirements up to year 2050 as rwf 14,320 billion, of which households and private sector are expected to finance about 45. the remainder is to be financed through public or funding arrangements. at the prevailing trend of an annual rate of increase of public sector financing of 5.8, the anticipated financing gap is about 69 of the total public sector investment needs. the master plans are being used by both gor and development partners to increasingly mobilize resour ces for sector investments to meet the financing gap. for example, to date, about usd 108 million has been mobilized from the afdb and ofid, while another usd 25.5 million is at various stages of approval by development partners that include kfw, french and hungarian governments. the mechanisms that include improved performance of trained staff, likely upward adjustment of tariffs to cover costs, periodic update and use of the master plans to drive sector planning and investments, with increased househ old and private investments, improved billing and revenue collection, etc., are in place to support continuous flow of benefits after project completion. the financial sustainability of the interventions is rated as 3. 2. institutional sustainability and strengthening of capacities rating narrative assessment 4 the project's capacity development component provided for institutional capacity development to ensure sustainable use of the master plans developed under the project. these included a provision of supportive infrastructure gismis and training of wa sac and district council staff to better plan, implement and manage water supply and sanitation infrastructure and services, and b training of private operator staff for sustainable delivery of om services. significant progress was made towards meet ing the targets for capacity development. 27 instead of the expected 20 wasac staff were trained. of the number, 5 piu staff were trained and given opportunity to participate in various project related activities that contributed to sharpen their knowled ge and skills in undertaking technical studies and design of wasan infrastructure. in addition, 50 instead of the anticipated 60 district council staff, and only 4 out the anticipated 83 operator staff were trained. that notwithstanding, some capacity ha s been built to better manage services contracts, but a lot more effort is required to better equip operator staff with adequate skills to support sustainable maintenance of wss systems. the training sessions provided opportunity for discussions on twi nning arrangements among districts. in addition, strengthening of wasac to improve capacity for a optimized sector investment planning using the master plans; and b data collection and management in collaboration with district councils, contributed t owards ensuring institutional sustainability and building capacity to better plan, implement and manage water supply and sanitation infrastructure and services. wasac, mininfra, mincofin and development partners continue to rely on the master plans to guide sector investments. the need for collaborative effort to ensure continuous update and application of the master plans is essential. a rating of 4 is considered. 3. ownership and sustainability of partnerships rating narrative assessment 4 ministry of infrastructure mininfra, as the executing agency is responsible for project ownership on behalf of the government of rwanda, wasac, district councils and other stakeholders, including development partners, public and private sector institutions. collaborative partnership arrangements have been established between mininfra, wasac as implementing agency, go vernment of rwanda gor as grant recipient, district councils, ministries of finance and economic planning, local government, agriculture, education, trade and industry, natural resources, and health, civil society, academia, development partners, priva te sector operators, citizens, etc., through the extensive stakeholder consultations and participation during project preparation and implementation. the partnership arrangements are likely to be sustained through continuous consultations and participati on in coordination meetings convened and chaired by the mininfra at the national and provincial levels. the respective institutional responsibilities of key institutions regarding ownership include: 1. the ministry of infrastructure is responsible for sustainable infrastructure development which includes water supply and sanitation. the ministry is also responsible for policy formulation, project planning and development. the masterplan is therefore a critical tool for guiding the ministry's work towards achieving 100 access to water supply and sanitation in the country. the ministry convened and chaired all psc meetings and played an active role in facilitating all stakehol der consultative meetings and workshops. 2. extensive engagements with district councils and beneficiary communities facilitated active stakeholder participation and imbibed a sense of district and local level ownership. the district councils own all rur al assets and have overall responsibility for their operational management and demonstrated their interest and ownership through their keen interest and full participation in project preparation and implementation. 3. academia support regarding developm ent of training materials and curricula for sector staff training. 4. private sector actors interest to participate in investments in watsan as small businesses, including private operators om services providers and vendors consultants, suppliers, an d contractors. 4. environmental and social sustainability rating narrative assessment 3 the project was designed to help develop a planning tool master plans for the entire country that allow the identification and implementation of effective water supply and sanitation projects towards attainment of universal access to water supply and sanitation. application of the planning tool will help to optimize sector investments and maximize related soci al and economic benefits and contribute to ameliorate climate change impacts. the project at this stage is a study in readiness for futuristic works with related project activities that will lead to outcomes which will trigger high and moderate intrinsi c environmental and social risk and impacts. in this regard, the project study in relation to its future investment is categorized high risk. development of the master plans considered preparation of a strategic environmental and social impact assessmen t sesia following the principles of the gor environmental impact assessment general procedures and guidelines, 2006. in addition, environmental and social impact assessment esia and resettlement action plan rap were prepared for each identified an d prioritized intervention project, considering issues relating to environmental and social safeguarding and climate change adaptation, including impacts on ecosystems and water quality, gender mainstreaming, social equity, and resettlement, etc. in addition, the process of preparing the master plans required diagnostic studies and assessments of existing sector data and plans, sector correlation with public health, bio solids reuse, storm water management, land use and urban planning, agriculture, commerce, and industry, etc., in an integrated manner. these assessments, coupled with proposed measures for awareness creation, behavioural change and institutional capacity enhancement contributed towards ensuring environmental and social sustainabilit y. stakeholder consultation and validation of the master plans and related documents provided feedback to address their needs and concerns regarding socio economic benefits and protection of the environment, thereby providing opportunity to enhance envir onmental and social sustainability. 5. lessons learned related to sustainability key issues lessons learned target audience financial viabilitythe financial viability of master plans for water supply and sanitation development may be established based on reasonable assumptions made during their preparation, which include revenue generation, availability and use of innovative technology, the busin ess model, tariffs, customer satisfaction, and demand side management incentives, among others. the overall financial viability of the niwssmp project was established based on consideration of the financial viability of wasac as a utility, the outcomes o f the socio -economic studies, expected revenue streams based on tariff assumptions made to achieve cost recovery, adoption of climate smart technologies, improved staff performance, and periodic update and use of the master plans to rationalize sector inve stments, among others. government afdbexecuting agency development partnersother sector players institutional sustainabilitytimely and extensive implementation of capacity building initiatives through training of sector managers and operational government afdbexecuting agency development staff, coupled with institutional strengthening support through provision of adequate supportive infrastructure, assure institutional sustainability partnersother sector players ownership and sustainability of partnerships with stakeholderscollaboration that include continuous engagement and dialogue among the ea and other implementing partners like sector ministries, academia, development partners, communities and private sector institutions, etc., contribute to strengthen and sustain owner ship and partnership arrangements established through project implementation. gor collaborative effort to ensure continuous update and application of the master plans to develop projects and programs, and to mobilize the needed resources for future inve stments is desirable. government afdb executing agency development partnersother sector players environmental and social sustainabilitythe project at this stage is a study in readiness for futuristic works with related project activities that will lead to outcomes which will trigger high and moderate intrinsic environmental and social risk and impacts. in this regard, the project study in relation to its future investment is categorized high risk. adoption of sesia procedures facilitates strategic level assessment of social and environmental issues to prepare the social and environmental safeguards aspects of master plans for planning a nd sector investments government afdb executing agency development partners . performance of stakeholders 1. bank performance rating narrative assessment by the borrower on the bank's performance 3 the bank, represented by the rdge and corw, was actively involved in the project cycle from identification, preparation, and appraisal through to implementation and closure. the bank performance at various stages of the project cycle is presented as foll ows: 1. the bank worked closely with wasac iaea and mininfra during project preparation and appraisal, and provided opportunity for wasac, to appreciate the bank operational strategy and procedures. 2. the bank's close engagement and timely responses to wasac facilitated satisfactory accomplishment of project appraisal, approval, and effectiveness. 3. the bank repeatedly provided guidance to wasac on bank procedures and control to ensure compliance with procurement, disbursement and financial manag ement requirements was laudable. 4. the bank support and participation regarding project supervision and progress monitoring through review of quarterly progress reports and participation in key meetings were satisfactory. two supervision missions were conducted per year, except in 2019 and 2021. no mission was undertaken in 2020, and the mission in 2021 was virtual due to bank travel restrictions occasioned by the covid -19 pandemic. 5. the bank could not organize a mid -term review due to the initial s hort project duration. bank performance regarding providing no objection to requests by the iaea and processing of disbursement applications, was satisfactory. bank responses were timely and were provided sometimes within 7 days. however, there were ins tances where bank responses to procurement related requests were untimely beyond the 14 days required. this was due to the needed additional clarifications from iaea that required repeated revisions of submitted documents. 6. the bank provided repeat ed training and support to the piu to significantly improve performance to comply with bank requirements for no objection. 7. other aspects of project task management with respect to technical support and assistance, and organization of follow up virtua l meetings to address implementation challenges were effective and highly commendable. comments by the bank on its own performance the assessment is acceptable and reflects the nature of the relationship between the bank and the implementingexecuting agency. the bank through the rdge and corw provided the necessary support throughout the project cycle. the bank used lessons learned f rom previous operations to inform project design and ensured that the iaea implemented all project components under bank close supervision. during project implementation, the initial issue of capacity limitation and high staff turnover of the iaea invariably impacted on the quality and timing of reports submitted and, in turn affected the turnaround time by the bank. the bank showed much fl exibility to accommodate requests that supported efforts towards successful project completion and achievement of project results. the situation, particularly regarding capacity limitations, protracted procurement processes, untimely recipient review and feedback on consultant's deliverables, and the onset of covid -19 pandemic during the project lifetime, required extensive implementation support and virtual supervision and follow up meetings by the bank, without which the project achievements may not have been possible. the bank had several engagements, including one -on-one discussions with the piu on specific matters, and training sessions on bank procurement and fiduciary requirements. in addition, the bank regularly convened meetings to address s pecific project implementation challenges, and remained available, and continuously engaged throughout project implementation. during the life of the project, 8 missions, including one launch mission were undertaken with support from the rdge and corw as follows: one launch mission and one supervision mission in 2018; one mission in 2019; two missions each in 2022 and 2023; no mission in 2020; and one virtualdesk supervision mission in 2021 due to the covid -19 pandemic. bank requirement of at least t wo supervision missions per year was satisfactorily met thrice over the implementation period. key issues lessons learned target audience bank supervision and mid -term reviewdevelopment of master plans that allow effectiveness and efficiency of future investments and help to attract additional funds for the investments country -wide, could be laborious, technically challenging and time consuming, and could result in implementat ion delays if not adequately managed. this requires close bankawf supervision and support for successful implementation. a mid -term review may be necessary and should be timely to realign the implementation approach and strategies, budget and scope to achievable outcomes and outputs and the development objectives. wasac implementation capacity limitations required extensive bank implementation support to minimize implementation delays. while no mid -term review was undertaken, effort was made to realign p roject outputs and outcomes, without compromising achievement of the project development objective.bank no responseimplementation progress is adversely affected when requests by ias for bank no objection and or disbursements are unduly delayed. this negatively impacts on ability to deliver project outputs in time and within budget. the niwssmp project initially experie nced repeated delay up to 7 weeks in processing ia requests for no objection, mainly due to the unacceptable quality and repeated revision of submitted documents. the situation adversely impacted on implementation progress. with ia's improved quality performance, the bank improved processing times to within the anticipated 14 days.delayed project launchbankawf delay to launch a project after signing and effectiveness contributes to implementation delays. the niwssmp project was launched in march 2018, about 10 months after effectiveness, along with initial training provided in bank fiduciary requirement s. given the need for advance contracting, and the untimely project launch to provide the needed training, the eaia ability to meet bank fiduciary requirements was challenging, and adversely impacted on the acquisition process for the first consultancy services contract. the situation resulted in extensive project implementation delays.2. borrower performance rating narrative assessment on the borrower performance by the bank 3 borrower performance by the bank wasac as the implementingexecuting agency iaea for the project, on behalf of the ministry of infrastructure minifra, was responsible for project management, including planning, procurement, and financial management, and provided technical support, as necessary. the following presents the performance assessment of iaea: 1. iaea's inadequate appreciation of bank operational procedures did not enable them to satisfactorily comply with the requir ements of the grant agreements with respect to procurement, disbursement, and financial management, despite the iaea prior confirmation of their in -house capacity and expertise to meet all requirements and support project implementation. procurement and financial management related documentation and reporting by the iaea sometimes required repeated bank support and training to address identified lapses. 2. the iaea made laudable effort to ensure early start up with grant signing in february 2017 and achievement of effectiveness for first disbursement in may 2017 within 3 months after signing complying with bank requirements. 3. project implementation, monitoring and reporting were satisfactory and were carried out in accordance with the requireme nts of the par and grant agreement. quarterly progress reports qprs, annual work plan and budget awpb and procurement plans pps were regularly submitted, but initially without adequate content and sometimes delayed. psc meetings were held at least once every six months from 2017 to 2019, and from 2021 to 2023. no meetings were held in 2020 partly due to covid -19 and the limited project implementation progress. oversight by the psc, while irregular, was mostly satisfactory. 4. iaea's technical s upport to the project piu staff to address their capacity limitation regarding procurement and supervision of goods and services contracts was laudable. procurement -related complaints and contract disputes were addressed amicably. 5. noted shortfalls in iaea performance include: a delay in concluding procurement processes for shortlisting and bid evaluation that sometimes took 1.5 to 3 months; b untimely termination of the contract with jv lottisaba despite early signs of poor performance; c high piu staff turnover, particularly the project coordinator occasioned by unfavorable employment terms; d inadequate attention paid to ensure timely training of do and po professional staff, unlike wasac staff; and e occasional failure to make time ly requests, e.g., payment of consultant's invoice, and to ensure timely and full execution of actions agreed during supervision missions like bank recommendation to closely monitor and provide feedback on consultant's deliverables; and f inadequate ma nagement of the special account sa by justifying expenditures within 12 months following disbursement to the sa. borrower performance by the borrowerthe assessment reflects the borrower's performance. the borrower had to build in-house capacity to su pport project implementation through the iaea. the initial capacity limitations, coupled with the high turnover of the project coordinator and other piu staff, had an adverse impact on performance with improved over time. to enhance performance, the ia ea had to commit additional human resources to support project implementation which had been mainstreamed. borrower response to bank recommendation to ensure adequate management of the special account was untimely, while response to ensure close monito ring and feedback on consultant's deliverables was timely. that notwithstanding, effort was made to ensure timely completion of all outstanding project related activities prior to closure. outstanding activities relate to final acceptance and payment of invoices of one consultancy and one goods contract. during the life of the project, 27 qprs were prepared and submitted: 3 qprs in 2017, and 4 qprs in 2018 through 2023. the last qtr in 2023 was submitted in february 2024. preparation and submission of annual audits by the oag were timely, unlike the awpb and pps which were sometimes unduly delayed.key issues lessons learned target audience psc project implementation oversightpsc continuous project oversight is necessary for smooth and successful project implementation. in addition to their oversight function, the psc approves the annual work plan and budget, qtrs and other project related reports, and ensures effective inter -ministerial coordination of project interventions with other sector interventions to meet beneficiary needs within the context of national development priorities. under the niwssmp project, the psc was established with representation from 5 sector ministr ies, 2 agencies, city of kigali, private operators association, rura and wasac. the psc performance was satisfactory as bi -annual meetings chaired by mininfra were held each year. no meetings were held in 2020 due to covid19 and the insignificant implemen tation progress with abrogation of the first consultancy contract. the psc approved project budget and documents and provided coordination and policy guidance to ensure smooth and successful project implementation.ia failuredelay to implement bank recommended actionsia failure or delay to implement bank recommended and agreed actions during supervision missions and follow up meetings, could result in project implementation challenges regarding procurement and disbursement. repeatedly, under the niwssmp project, recommendations made by the bank supervision mission to ensure ia close mon itoring and feedback on consultant's deliverables, and to comply with bank guidelines for management of the special account sa by justifying expenditures within 12 months, were not acted upon in a timely and satisfactory manner. this resulted in the need for bank close supervision and continuous proactive support to ensure compliance and avoid sanctions. timeliness and quality of project reportingtimely preparation and submission of project related reports to the expected quality, facilitates early review and feedback by the bank. it also helps to provide adequate information for implementation progress monitoring and recommended corrective actions under the niwssmp project, submission of project related reports and documents were timely, but initially lacked adequate content and quality. this required bank extensive review and feedback to improve quality, thereby adversely impacting on implement ation progress. for example, initial shortlisting, bid evaluation and quarterly progress reports were subject to extensive bank review due to issues with quality.untimely execution of training programsuntimely execution of training programs under the capacity building component of projects impacts on ability to fully achieve the desired benefits. the niwssmp project sought to build capacity of wasac, do and po staff through training. only two training sessions for wasac staff could be executed in 2019 under the first consultancy contract. as project related staff training were to be provided as part of the consultancy contract, following contract abrogation and re -award in 2020, the training program w as suspended and recommenced in february 2023 with periodic training of wasac staff till early june 2023. training of do and po staff could only be provided shortly after, and for a limited period prior to the expiration of the consultancy contract and the then project closing date of 30 june 2023. the implication is the limited contact time and content of the training provided to do and po staff. the project could have taken pragmatic measures to ensure timely execution of the do and po training to enable the full benefits of training to be derived.3. performance of other stakeholders rating narrative assessment on the borrower performance by the bank 3 consultants: the consultancy contract with jv lottisaba awarded in 2018 was terminated for non - performance in 2019. the contract was re -launched and awarded to messrs. studi international in 2020. based on performance, the one -year contract with messrs. studi international was extended by 6 months with additional cost through an addendum to complete feasibility studies and design for nyaruguru -huye -gisagara wss. a second 6 -month consultancy contract was awarded to messrs. serring to complete studies and design for akegera wss. the two contracts performed satisfactorily. the videography firm also performed satisfactorily. suppliers: goods contracts for supply of vehicles, office equipment and supplies, servers, plotters, etc., performed satisfactorily. most contracts were completed before the original closing date of june 2019, except the contract for supply of plotters, dgsps, etc., that was completed in december 2023. all vehicles, equipment and other project assets have been handed over to wasac grou p, on behalf of mininfra. district councils: the councils played a key role in facilitating stakeholder consultations at the district and community sectors and cells levels. their supportive and facilitative roles for baseline primary data collection, technical reviews and support and sharing of local knowledge were commendable. their collaborative partnership with mininfra, wasac, development partners, ngos, and other sector players is likely to be sustained through continuous engagement and dialogue. communities sectors and cells: performance of local communities was satisfactory. local communities were supportive and played a vital role in providing the necessary information based on traditional experiences and local knowledge for socio economic a nd technical studies, including water source identification. private operators: the operators are registered with association of private operators fapear and are responsible for operation and maintenance of water supply and sanitation infrastructure, t ogether with minor repairs. they showed enthusiasm and provided support during the baseline studies and validation of project deliverables through stakeholder consultations. incidentally, their participation in the training program to build their capacity for improved performance unsatisfactory. key issues lessons learned target audience poor performing consultancy contractspoor performing contracts require timely abrogation and re -award to avoid implementation delays. contracts for consultancy services are necessary for implementation of projects and programs. the contract conditions and terms of reference govern execution o f the contract and need to be applied diligently to ensure compliance and timely execution of the contracts. the lottisaba contract under the niwssmp project took a long time one year to be abrogated despite early signs of unsatisfactory performance. the contract was retendered and awarded after one year with an adverse impact on project implementation. governmentafdbdevelopment partnerimplementing agencyexecuting agency capacity of district councils and private operators to implementdistrict councils dos and private operators pos play a vital role in implementing and managing watsan projects and should have adequate capacity to perform their functions. the dos own watsan infrastructure assets, and are responsible for the overall m anagement, including contract award and administration, and performance monitoring. pos are responsible for operation and maintenance, billing and revenue collection, and minor repairs. as dos and pos lack the requisite knowledge and experience to better discharge their responsibilities, they require targeted and extensive training based on a training needs assessment to improve performance. do and po training provided under the niwssmp project could be considered inadequate as they were not targeted and w ere of limited duration one day. governmentafdbdevelopment partnerimplementing agencyexecuting agency stakeholder participationextensive stakeholder consultation and validation of project results organized through meetings and workshops, ensure active stakeholder participation and collective ownership, and allow successful project implementation at the local and national levels. the niwssmp project provided for a gender sensitive consultation process that included several meetings, workshops and public fora at the national and provincial levels to ensure active stakeholder participation to facilitate project implementation. governmentafdbdevelopment partnerimplementing agencyexecuting agency iv. summary of key lessons learned and recommendations 1. key lessons learned key issues key lessons learned target audience 2. key recommendations with particular emphasis on ensuring sustainability of project benefits key issue key recommendation responsible deadline visibility and information dissemination the executingimplementing agency should ensure periodic project related media coverage and communication during and after project execution. this provides opportunity for video and photo documentation to increase project visibility, and to enhance bank fu ture communication on the project. adequate resources should be provided for the purpose during project preparation. afdbgovernmentexecuting implementing agency 00.00.0 ongoing institutional reforms government to complete ongoing institutional reforms with restructuring of wasac as a water supply and sanitation utility. given the current transition period, wasac group with responsibility for delivery and management of water supply and sanitation infra structure and services, is headed by a ceo who oversees three divisions headed by managing directors, and several operational directorates and units. a single procurement implementation unit spiu is set up under wasac development, one of the divisions, t o be responsible for procurement under all sector related projects and programs. government support to complete the restructuring process and fill staff vacancies is critical for the improved performance of wasac group towards achievement of sector goals. afdbgovernmentexecuting implementing agency 00.00.0 capacity and qualification of executingimplementing agency and other actors effort should be made to ensure that: a the executing agency capacity is built through staff training and support for institutional strengthening, where necessary. trained staff need to be motivated to reduce the risk of attrition to retain capacity and maintain institutional memory. b de dicated staff are seconded to the piu, in case project implementation is mainstreamed. c consultants and contractors goods are qualified and competitively selected and are fully committed to support realization of project objectives. d key implemen ting partners and beneficiaries have interest and are committed to provide the necessary support during and after project implementation to consolidate and sustain project benefits. this requires careful assessment of their roles and the extent to which th ey support the institutional and financial sustainability of the project. afdb executing impelementing agency 00.00.0 government support for sector capacity building government to provide adequate resources to support continuous execution of capacity building and institutional support programs initiated under projects, following project closure. this is necessary to ensure that adequate capacity is built in the targete d institutions to maximize project benefits after closure. afdbgovernmentexecuting implementing agency 00.00.0 visibility and information dissemination the executingimplementing agency should ensure periodic project related media coverage and communication during and after project execution. this provides opportunity for video and photo documentation to increase project visibility, and to enhance bank fu ture communication on the project. adequate resources should be provided for the purpose during project preparation. afdbgovernmentexecuting implementing agency 00.00.0 v. overall pcr rating dimensions and criteria rating dimension a: relevance 4 relevance of project development objective ii.a.1 4 relevance of project design ii.a.2 3 dimension b: effectiveness 3 outcome rating ii.b.2 3 outcome rating ii.b.3 3 development objective do ii.b.4 3 dimension c: efficiency 3 timeliness ii.c.1 1 resource use efficiency ii.c.2 4 cost -benefit analysis ii.c.3 na implementation progress ip ii.c.4 4 dimension d: sustainability 4 financial sustainability ii.d.1 3 institutional sustainability and strengthening of capacities ii.d.2 4 ownership and sustainability of partnerships ii.d.3 4 environmental and social sustainability ii.d.4 3 average of the dimension ratings 4 overall project completion rating highly satisfactory 04.07.2024 -11:43:05 -prd

1 i basic data a report data report date date of report: april 04 2024 mission date if field mission from: march 18 2024 to: march 28 2024 b responsible bank staff positions at approval at completion regional director nnenna nwabufo , dg, rdge nnenna nwabufo , dg, rdge country manager nnenna nwabufo , dg, rdge nnenna nwabufo , dg, rdge sector director abdoulaye coulibaly , director ecgfabdoulaye coulibaly , director , ecgfsector manager kalayu gebre -selassie , acting manager, ecgf .2 kalayu gebre -selassie , acting manager , ecgf .2 task manager mosllem a. alamir, senior governance officer, ecgf rdge mosllem a. alamir, senior governance officer, ecgf rdge alternate task manager na na pcr team leadermos llem alamir , senior governance officer, ecgf rdge pcr team memberscharles muthuthi , macroeconomist, ecgfrdge tilahun temesgen, chief regional economist, eccerdge0 sam sakwa , senior financial management specialist, snfi monica m. nandujja , senior procurement officer, snfi.3coug emmanuel muligirwa , principal environment and social safeguards officer, snsc janinah gasanah , senior gender specialist c project data project name: seychelles: the governance and economic reforms support programme gersp i, ii, and project code: p-sc-k00-022p-sc-k00-023p-sc-k00-024 instrument numbers: 2205010 2300202 2300859 project type: budget support operation pbo sector: multi -sector country: seychelles environmental categorization 1 -3: 3 processing milestones - bank approved financing only adddelete rows depending on the number of financing sources key events bank approved financing only disbursement and closing dates bank approved financing only project completion report for public sector operations pcr african development bank group2 financing source instrument: 1 adb loan : 2205010 financing source instrument: 1 adb loan : 2205010 financing source instrument: 1adb loan : 2205010 date approved: 772021 cancelled amounts: na original disbursement deadline: 31122022 date signed: 19102021 supplementary financing: na original closing date: 31122022 date of entry into force: 19102021 restructuring specify date amount involved : na revised if applicable disbursement deadline: na date effective for 1st disbursement: 19102021 extensions specify dates : na revised if applicable closing date: na date of actual 1st disbursement: 27102021 financing source instrument: 2 adb loan : 2300202 financing source instrument: 2 adb loan : 2300202 financing source instrument: 2adb loan : 2300202 date approved: 1122023 cancelled amounts: na original disbursement deadline: 31122023 date signed: 1122023 supplementary financing: na original closing date: 31122023 date of entry into force: 1122023 restructuring specify date amount involved : na revised if applicable disbursement deadline: na date effective for 1st disbursement: 1122023 extensions specify dates : na revised if applicable closing date: na date of actual 1st disbursement: 822023 financing source instrument: 3 adb loan 2300859 financing source instrument: 3 adb loan 2300859 financing source instrument: 3adb loan 2300859 date approved: 1711202 3 cancelled amounts: na original disbursement deadline: 3112 2024 date signed: 1112202 3 supplementary financing: na original closing date: 31 12 2024 date of entry into force: 1301 2024 restructuring specify date amount involved : na revised if applicable disbursement deadline: na date effective for 1st disbursement: 1301 2024 extensions specify dates : na revised if applicable closing date: na date of actual 1st disbursement: 07022024 financing sourceinstrument adddelete rows depending on the number of financing sources : disbursed amount amount, usd : percentage disbursed : undisbursed amount usd : percentage undisbursed : financing source instrument: 1 20,, 100 0.0 0.0 financing source instrument : 2 25,, 100 0.0 0.0 financing source instrument : 3 33,, 100 0.0 0.0 government: na na na na other e.g. co -financiers : na na na na total 78,, 100 0.0 0.0 executing and implementing agency ies: ministry of finance, national planning and trade mofnpt d management review and comments report reviewed by name date reviewed comments country manager nnenna nwabufo sector manager lead kalayu gebre -selassie regional director as chair of country team nnenna nwabufo sector director abdoulaye coulibaly 3 ii project performance assessment a relevance 1. relevance of project development objective rating * narrative assessment max 250 words 4 the purpose of the programme 's three -phases remained appropriate and responsive to seychelles' priorities and was aligned with the country's and bank's strategies and the beneficiary needs. the development objective of the programme was to strengthen the economic governance reforms that will sustain inclusive green growth and support post -covid -19 recovery while reinforcing environmental and climate resilience. the program me sought to achieve three main outcomes: i improved economic management and governance; ii improved business environment ; and improved climate change and environmental management . the programme remained consistent with seychelles' national development strategy nds 2019 -2023 and the medium -term fiscal framework, 2021 -2023. the programme's addressed the nds 2023 -2028 priorities and beneficiaries needs , including those related to transformative economy, digital economy, contemporary education, and environmental and climate resilience. the programme was aligned to outcome 3 of the bank's seychelles' country strategy paper 2021 -2025 which is anchored on a single priority area: fostering resilience to promote economic and environmental sustainability and aimed to strengthen public service delivery capacity to foster higher productivity and accelerate structural transformation. it was also consistent with several bank group strategies, including, the ten -year strategy, 2013 -2022 extended to 2023, high 5 priorities e.g., improve the quality of life of the people of africa, the strategy for economic governance in africa 2021 -2025, the strategy for addre ssing fragility a nd building resilience in africa 2022 -26, the bank's climate change and green growth action plan 2021 -2025 , the gender strategy 2021 -2025 , and the framework and action plan for the prevention of illicit financial flows in africa 2017 -2021 . * for all ratings in the pcr use the following scale: 4 highly satisfactory, 3 satisfactory, 2 unsatisfactory, 1 highly unsatisfactory 2. relevance of project design rating * narrative assessment max 250 words 4 the programme's design was highly conducive to achieving its planned results. the original design remained appropriate throughout implementation; no adjustments to the scope, implementation arrangements or technical solutions were required to ensure the achievement of the intended outputs and outcomes . the gersp was designed to support seychelles' post -covid -19 economic recovery in a 3 -year programmatic series, for the years 2021, 2022 and 2023. phases i , ii, and of the gersp were approved by the bank group's board of directors on 7 july 2021 , 02 december 2022, and 17 november 2023, respectively, to bridge the financing gaps in the 2021 , 2022 , and 2023 national budget.the demand for the project originated from the government, while the supported areasactivities were identified as part of the broad consultations with government and development partners during the programme's preparation . due to the relevance of the design of the operation and the strength of the government's reform programme under the mtff 2021 -2023 , seychelles was able to overcome its pressing needs. jointly prepared in coordination with the international monetary fund imf and the world bank, the prog ramme enabled the country to revert to strong growth , with real gdp growth reach ing 9 in 2022 up from 5.4 in 2021 and is projected at 4.3 in 2023 and 4 .0 in 2024 . the strong recovery, fiscal consolidation measures , an appreciation of the seychellois rupee scr , and strong liability management practices which involve d replacing short with long term debt led to t otal public debt declin ing to 76.8 in 2021 . 3. lessons learned related to relevance key issues max 5, add rows as needed lessons learned target audience4 1. using a multi -year programmatic series is appropriate for a predictable and transparent modality of financial support . the three -year programmatic series provided the authorities with a predictable and transparent modality of financial support buttressed by quality technical assistance. this modality of support worked well because it was aligned with the new government's mtff presidential elections had taken place in october 2020 that were won by the opposition. it also enabled continuous dialogue with the authorities. the new government remained fully committed to its reform program me over the whole timeframe, from 2021 to 2023. the afdb and other development partners dps 2. prioritize structural reforms that aim to resolve unique, context - specific developmental challenges reform measures supported under component 3 improving climate change and environmental resilience were uniquely responsive to the special circumstances of seychelles. as a small island developing states sids, seychelles remains vulnerable to climate change and environmental challenges. the bank should continue its engagement in these type s of reforms as they have high pay -off in terms of safeguarding seychelles natural beauty and its unique and strategic competitive advantage as a tourist destination. the government, the afdb, and other dps 3. there was a weak link between the tax revenue mobilisation score ibrahim index of african governance, iiag outcome indicator and the underlying reformsthere is a need for closer linkages in the results chain. the selection of the tax revenue mobilisation score ibrahim index of african governance, iiag as an outcome indicator was not wholly appropriate. in retrospect, an indicator like tax revenues as a of total revenues should have been used as it is directly linked to efficiency of tax revenue mobilization unlike the iiag measure which captures both taxation capacity and efficiency of its revenue mobilization. for seychelles, this iiag score has n a no data as regard efficiency of revenue mobilisation. consequently, the assumption that the reforms supported could contribute, directly, to efficiency of revenue mobilisation is invalid. the government, the afdb b effectiveness 1. progress towards the project's development objective project purpose comments provide a brief description of the project components and the context in which it was designed and implemented. state the p roject development objective usually the project purpose as set out in the rlf and assess progress. unanticipated outcomes should also be accounted for, as well as specific reference of gender equality in the project. the consistency of the assumptions that link the different levels of the results chain in the rlf should also be considered. indicative max length: 400 words. the program me consisted of three broad components , namely: i advancing fiscal sustainability; ii improving the business environment; and improving climate change and environmental resilience. component 1: advancing fiscal sustainability: activities under this component contributed to strengthen ing tax revenue mobilization institutional frameworks , improv ing governance and accountability in the public sector including state owned enterprises, and anti -money laundering and counter financing terrorism framework amlcft . these include the enhancement of automated system for customs data asycuda. enact amendments to the beneficial ownership act was fulfilled in june 2021 . the public enterprises act, 2023 was enacted in june 2023 to strengthen oversight over soes operations. the public procurement amendment act, 2022 was enacted in december 2022 and is helpin g to improve the efficiency of public sector spending. the amended excise tax bill 2022 was 5 approved in november 2022.as an unexpected outcome, the government has used the programme loan to restructure public debt period to mitigate the risks posed by the short maturity of domestic debt. component 2: improving the business environment: this component supported policy measures aimed to support reforms that reduce the constraints for doing business to enable local micro, small, and medium -sized enterprises msmes to better engage in international trade . the second amendment to the amlcft act was enacted in december 2021 which led to the seychelles' re -rating by the eastern and southern africa anti -money laundering group in september 2021 in 9 areas out of 20 which had deficiencies. currently, only six of the recomm endations are outstanding. the second national risk assessment on amlcft was conducted in 2023. seychelles was removed from annex i of the european union eu's list of non -cooperative tax jurisdictions eu blacklist in october 2021 . component 3: improving climate change and environmental resilience : the reforms that were aimed at enhancing climate change responses and renewable energy and solid waste management frameworks are progressing well. seychelles was ranked 154 with an overall score of 80.1 in sustainable environment in the 2022 iiag that indicates an increasing improvemen t over the 10 -year trend of +5.2. for example, the bank's support for the utilities regulatory commission bill, 2022, has led to the establishment of a c ommi ssion for regulating the electricity sector, and water and sewerage sector that will enhance development of these sectors. the environment protection waste services regulation, 2021 was approved by the national assembly in december 2021, of that has promoted better waste management practices in the country. 2. outcome reporting outcome indicators as per rlf; add more rows as needed baseline value year a most recent value b end target c expected value at project completion progress towards target realized [b-ac -a] narrative assessmentindicative max length: 50 words per outcome core sector indicator yesno outcome 1.1: tax revenue mobilisation score percentage 65.8 2019 59.2 2022 75 2024 -71.7 off-track . tax revenue remain ed stable just over 30.3 percent of gdp in 202 3 compared to 29.7 in 2020. it is expected to remain sluggish rising to 31.1 in 2024 up from 29.7 in 2020 imf staff report, june 2023. the prevailing adverse global economic circumstances created by the russia's invasion of ukraine is a major contributor to the slow progress as regards this indicator. also, this indicator was not wholly appropriate. this iiag measure relates to both taxa tion capacity and efficiency and for seychelles, there is no data as regards the efficiency of revenue mobilization side. in retrospect, an indicator like tax revenues as a of total revenues should have been used as it is directly linked to efficiency of tax revenue mobilization. yes outcome 1.2: accountability transparency score percentage 56.4 2019 61.7 2022 70 202 4 39 partly achieved . the country is ranked 654 with an overall score of 61.7 in 202 2 compared yes 6 with 56.4 in 2019 in accountability and transparency in the 2022 iiag which indicates an increasing improvement over the 10 -year trend of +15.8. with a score of 71 in 202 3, the country continues to be ranked 1st in sub-saharan africa on the transparency international corruption perceptions index and 2 0180 countries globally in 2023, compared to 27180 in 2020. outcome 2.1: time required for business start -up days 32 2020 15 202 3 15 2023 100 achieved . the t ime required for business start -up reduced to 15 days in 2023 comparted to 32 days in 2020. outcome 2.1: share of credit to msmes of which women owned percentage 30 30 women owned 2020 38.3 jan 2024 60 30 women owned 202 4 27.7 partly achieved . share of credit to msmes increased to 38.3 in january 2024 compared to 30 in 2020 . gender -disaggregated data and information was not available to monitor progress toward and fulfilment of th is target . yes outcome 3.1: sustainable environment score percentage 70.7 2019 80.1 202 2 80 202 4 100.1 achieved. the country is ranked 1st 54 with an overall score of 80.1 in sustainable environment in the 2021 ibrahim index of african governance iiag assessment and indicates an increasing improvement over the 10 -year trend of +5.2. the reforms implemented under this programme have been e ffective in delivering above target on the outcome indicator as set during the programme appraisal. outcome 3.1: reduce annual municipal solid waste tons 80, 2020 67, 202 4 60, 202 4 65 partly achieved . annual municipal solid waste reduced to 67 tons in 202 4 compared to 80 tons in 2020. the government has sought assistance from the world bank group wbg to strengthen the country's capacity to effectively and sustainably manage its increasing waste and support the 7 implementation of its solid waste masterplan 2020 -2035. the solid waste management and circularity project will support efforts to reduce waste reaching the landfill by approximately 30 and increase the proportion of organic waste diverted from the providence landfill by 0.3 by 2028. in addition, the extended producer responsibility epr policy which has recently been approved seeks to ensure that producers, importers, and distributors take responsibility for their products throughout its lifecycle. th is includes the environmentally sound disposal of products, which will play an important role in reducing the public cost of waste management. rating * see ipr methodology narrative assessment2 the progarmme's outcomes performance is rated unsatisfactory , as at least one of the outcomes is expected not to be achieve d. out of the six outcomes indicators, two were fully achieved , three were likely to be achieved with good progress been made , while one is unlikely to be achieved. it is unlikely that the outcome indicator relating to tax and revenue mobilisation will be achieved given the prevailing adverse global economic circumstances created by the russia's invasion of ukraine which could not have been predicted at programme appraisal. in retrospect, an indicator like tax revenues as a of total revenue should have been used as it is directly linked to efficiency of tax revenue mobilization unlike the iiag measure which captures both taxation capacity and efficiency of its revenue mobilization. for seychelles, this iiag score has na no data as regard s efficiency of revenue mobilisation. consequently, the assumption that the reforms supported could contribute, directly, to efficiency of revenue mobilisation is invalid. this is because, according to the iiag database, the score is only for taxation capac ity. this may well be also a contributing factor to lack of progress on this outcome indicator. nevertheless, the reforms to improve the eff iciency of public spending and governance in the public sector, including state -owned enterprises soes have progressed well and related outcomes are likely to be achieved. the iiag accountability transparency of 56.4 2019 reached 61.7 2021 agains t a target of 70 2024. seychelles was removed from annex i of the european union eu's list of non -cooperative tax jurisdictions eu blacklist in october 2021, thanks to the reforms that were supported by the bank under gersp -i and other partners and that included the maintenance of tax accounting records in seychelles backed by the installation of a 'global forum's automated exchange of information' system. 3. output reporting output indicators as specified in the rlf; add more rows as needed most recent value a end target b expected value at project completion progress towards target realized ab narrative assessmentindicative max length: 50 words per output core sector indicator yesno8 output 1: tax revenue performance improved output 1.1: enhancement of automated system for customs data asycuda which entails full roll out of three modules: i express courier; ii manifest for courier; and excise tax module. yes 202 3 yes 2023 100 achieved . all the three modules have already been developed and transferred to the live system: i manifest for express courier: the e -manifest system has been completed, fully implemented in march 2023, and rolled out properly. all the airlines that bring in courier and all the courier companies are using the system. the cabinet approved on 03 may 2023 the digitalization of the customs procedures e-manifest at the airport as part of a phased approach to improve the service delivery of the courier services. this first phase will make it mandatory to submit e -manifest information into the customs sy stem in an assigned digital format. the priority for implementation has changed. excise tax will no longer be collected and accounted for in the tax management system as of the 1st of june 2023. collection will now be done in asycuda. therefore, src had to ensure the successful development of the excise tax module in asycuda before the change comes into effect. ii the express courier module: this has been fully developed, tested, and rolled out on 18 august 2023. customs officers at the airport have bee n trained in how to use the system. the main purpose of this module is to digitalise the existing cumbersome manual process. it is expected to improve service delivery and facilitate yes 9 trade while adhering to international best practices. additionally, the module will support the forthcoming legislation on the much -anticipated door -to-door delivery of courier services. excise tax module: this has been fully developed, tested, and rolled out in june 2023. output indicator 1.2: evaluation report of proposals to install 'global forum's automated exchange of information' system application yes 202 1 yes 202 1 100 achieved . the evaluation report of proposals to install 'global forum's automated exchange of information' system application was finalized on 14 june 2021 and src has acquired a system for automatic exchange of information. this will allow src to be more efficient in exchanging information and in meeting oecd standards. the contract with the service provider has been signed and the testing phase completed. src used the system for the 2020 crs exchange of information and the system identified some errors in the files submitted by the financial institutions, which had gone undetected previously. this has enabled src to send the files back to the financial institutions for the necessary corrections. reforms in these areas have resulted in the oecd's global forum on tran sparency and exchange of information for tax purposes global forum to remove seychelles from the european union's annex i list of non-cooperative jurisdictions for tax purposes eu blacklist to the grey-list annex ii pending an10 onsite assessment by the global forum. output indicator 1. 3: approval by the cabinet of the excise tax bill yes 202 3 yes 2023 100 achieved . the amended excise tax bill 2022 was approved by cabinet on 9th november 2022.this revised bill seeks to provide for a modernised tax regime and to adopt best practices which will rectify deficiencies and shortcomings of the current law.yes output 2: governance in the public sector, including state -owned enterprises soes improved output 2.1: approval by cabinet the amendments on pemc act to strengthen oversight over soes operations by pemc yes 2021 yes 2021 100 achieved . approved by cabinet on 20th october 2021. the draft bill is currently with the attorney general's office for finalization prior to gazetting and submission to the national assembly. it is expected that submission will be done in q1 2022. once enacted, the new law will strengthen oversight of soes operations to ensure that soes remain accountable to the government and their mandates are closely aligned to national plans.output 2.2: amended public procurement bill approved by cabinet yes 202 2 yes 202 2 100 achieved . the amended procurement bill was approved by cabinet on 19th october 2022. this reform is needed to close loopholes relating to inefficiency in the procurement process, corrupt practices, and conflict of interest in tenders across all mdas to further improve efficienc y and effectiveness in public resource use and enhance medium -term growth prospects.output 2. 3: approval by the cabinet of a board nomination policy for soes yes 2023 yes 2023 100 achieved . the board nomination policy for soes was approved by the cabinet of ministers on the 15th of march 2023. the policy is part of the public11 enterprises bill 2022, which was approved by the cabinet on 19th october 2022. as part of the government's plan to have effective boards that will provide leadership oversight to public enterprises, cabinet also approved on 22 march 2023 the setting up of a framework for the nomination, selection, and appointment of b oards of directors of government bodies. the framework will include the setting up of a specific committee to process applications and nominations.the framework will open opportunities for m ore people to participate on boards. output 2. 4: percentage of public services delivered electronically 35 2023 65 2024 53.8 likely to be achieved. several digitalization of basic public services are under procurement and expected to come into operation in 2024 . these services include declaration, notification of income tax a ssessment ; social security contributions benefits ; and personal documents certificates, passport, driver's license and id card output 3: anti -money laundering and counter terrorism amlcft financing framework strengthened output 3.1: enact amendments to the amlcft act yes 2021 yes 2021 100 achieved . it was fulfilled on 14 june 2021. the enactment of the amendments to the amlcft act 2020 is crucial as it has further strengthened the financial sector and addressed reputational challenges related to the seychelles' offshore financial sector. the seychelles 5th enhanced follow -up report request for12 rerating that was approved by the eastern and southern africa anti -money laundering group esaamlg task force of senior officials at the september 2021 virtual meeting concluded that seychelles has made considering progress since the adoption of its 2nd fur in december 2020. importantly, seychelles technical compliance with the fatf recommendations were revised positively in several areas highlighting that the country is making progress in strengthening its a nti-money laundering and counter -terrorist finan cing frameworks. however, the report concluded that seychelles would remain in enhanced follow -up posture and should continue to inform the esaamlg of the progress made in improving and implementing its amlcft measures. output 3.2: enact amendments to the beneficial ownership act yes 202 1 yes 202 1 100 achieved. it was fulfilled on 14 june 2021. in august 2020, the new beneficial ownership act bo act and regulations came into force. the bo act provides for identification and verification of beneficial ownership of legal persons and legal arrangements, in addition to the requirements to establish and maintain an up-to-date register of beneficial owners at the principal place of its resident agent, and a centralized database to be kept by financial intelligence unit fiu. the bo act is an important pillar of seychelles amlcft ecosystem. the population of the bo13 database is about 91 complete in relation to the offshore-type entities international business companies ibcs that fall under the fsa's supervisory remit. the database is important as it facilitates investigation by fiu and other mandated agencies on the affairs of ibcs. in this regard, information that is kept at the registered offices of companies is also maintained in the database maintained by fiu meaning that should there be a need, the informat ion can be accessed with little turnaround time. the other benefit is that with the online platform there is a low likelihood of the information being illegally removed from the jurisdiction from the reach of the authorities or not being provided if there are active investigations or request on the affairs of clients. output 3. 3: approval by cabinet of the second national risk assessment nra on money laundering and terrorism financing yes 2023 yes 2023 100 achieved. seychelles began undertaking its second nra on money laundering and terrorism financing in july 2022 using a world bank tool. the nra report was approved by the cabinet on 04 october 2023. an action plan will then be developed by the national amlcft committee for endorsement by the cabinet that will address the deficiencies identified. thereafter, the report will be presented to all relevant industry stakeholders in the country before its publ ication. output 4: environment for doing business enhanced output 4.1: uptake of the credit line of scr500 million under cbs' private sector 65.2 for msmes and 91.4 for 90 30 women 100 achieved. the schemes were closed on 31 march 2022. the14 relief scheme for msmes of which women owned percentage large enterprises 202 2 owned 2022 approvaldisbursement rates on the cbs' private sector relief scheme to msmes and large enterprises stood at, respectively, 65.2 and 91.4 as of 11 february 2022. as at this date, 28 and 304 application requests had been approved for, respectively, large enterprises and msmes for amounts of scr312.2 million and scr145.7 million. on the other hand, the total requests received from large enterprises and msmes, respectively, amounted to scr341.7 million and scr223.4 million. nevertheless, gender disaggregated data is not available. output 4.2: approval by cabinet the policy paper on the draft amendments to the companies act yes 202 1 yes 202 1 100 achieved. the cabinet, on 31 march 2021, approved a policy paper on the draft amendments to the companies act. the company's act is a 1974 piece of legislation and was only last reviewed in 2013 . to expedite the registration processes, there are proposals to change the companies act to remove the requirement of notarizing the memorandum of association. amendments proposed also include insertion of a component that will allow electronic business registration. the review of the act in its final stages and expected to be presented for national assembly approval by the second quarter 2022.output 4.3: installation of online platform for registration of beneficial owners of international business companies ibcs yes 202 1 yes 202 1 100 achieved . the centralized database became operational in july 2021. 82 of the international financial services sector legal persons and legal15 arrangements i.e., international business companies, trust, foundations etc. submitted information to the beneficial ownership database by october 2021, and currently, the database contains about 90 of the ibcs. the fiu is working closely with the remaining legal persons and legal arrangements, through their resident agents, to ensure their compliance by december 2021. for domestic legal persons and arrangements, population of the bo database commenced on november 01, 2021 , and a period of two months wo uld be afforded for completion of the initial population of bo information. there are other related reforms in this area as well. on 6 august 2021, the international business companies amended act 2021 was enacted to strengthen the oversight of the financial services authority over the operations of ibcs. one such amendments were the obligation for the service providers to preserve information e.g., registers and accounting records of all ibcs under their administration for a minimum period of 7 years. output 4.4: abolish csr tax to encourage entrepreneurship yes 202 1 yes 202 1 100 achieved . csr act was repealed in april 2021, and assented by the president. the impact of this repeal with be known when taxpayers in seychelles file their 2021 annual returns in the first half of 2022.output indicator 4. 5: approval by cabinet of information communications technology ict in education and training policy 2022 -2027 yes 2022 yes 2022 100 achieved . the information communications technology ict in education and training16 policy 2022 -2027 was prepared and approved by cabinet on 12 october 2022. the policy details the ministry of education's plan to use technology to improve education and its services. in preparation for implementation of the policy, basic infrastructure has been laid to ensure primary and secondary education institutions have access to computers and internet connectivity. both in-service and pre -service educators have been exposed to ict in education training courses. the subject of ict has been added to t he curriculum. output 4. 6: approval by cabinet of national entrepreneurship education policy and strategy 2022 -2026 yes 2022 yes 2022 100 achieved . the national entrepreneurship strategy nes 2022 -2026 of the seychelles was approved by cabinet on 19th october 2022. the strategy is the result of the investment policy review recommendation on the necessity to strengthen seychelles' entrepreneurship ecosystem so that it may support the country's aspiration of becoming a knowledge -based and technology and innovation -driven economy.output 4. 7 a: approval by cabinet the tvet policy which mainstreams gender aspects in education sector yes 2023 yes 2023 100 achieved . the bank is providing technical assistance to help the government develop the tvet policy and strategy through mic grant. the consultant has been recruited and is currently working in seychelles. the tvet policy was approved by the cabinet on 04 october 2023.output 4. 7 b: approval by cabinet the tvet strategy which mainstreams gender aspects in education sector yes 2023 yes 202 4 70 likely to be achieved . the tvet strategy is expected to be presented to the cadent by april 2024, as17 the strategy requires more time for government to conduct consultation with all stakeholders. the bank is providing technical assistance to help the government develop the tvet policy and strategy by drawing experience from other countries in the continent. output 4. 8: legislations * including : a amendment of the national payments systems bill 2023 ; and b the financial stability bill . yes 2023 yes 2023 100 achieved . a national payments systems bill 2023: the national payment system amendment bill, 2023 was approved by cabinet and passed by the national assembly on 27 september 2023 and published in the official gazette on 4 september 2023. the proposed amendments aim to ensure the safety, soundness, effectiveness and efficiency of seychelles' strengthen the national payment system; b financial stability bill: a policy paper was approved by the cabinet in may 2022. the bill was approved by the cabinet on 04 october 2023. the law strengthens legal basis and mandate for the financial stability committee . output 4. 9: approval by cabinet the amendment of the financial institutions act 2004 no 2023 yes 202 4 40 likely to be achieved . the proposed amendment to the financial institutions act will take longer than expected and will, therefore, be completed in end 2024. the proposed amendments are expected to be presented to cabinet in end 2024. the delays were in part due to challenges with the consultancy. the cbs is finalising the policy positions on amendments to the financial institutions act 2004. these include18 revisions to strengthen the fit and proper, licensing, prudential and enforcement frameworks. output 5: climate change responses and renewable energy and solid waste management frameworks enhanced output 5.1: approval by the cabinet of a strategy outlining short to medium term electricity generation options, including on renewables yes 2022 yes 2022 100 achieved. reforms in this area were widened to include the preparation of a comprehensive irp, for which the bank is providing technical assistance support. as progress is slower than earlier envisaged, this output has been replaced by another regarding the approval by cabinet of the setting up of a multi -sector utility regulatory bill on 19th october 2022 in accordance with the energy policy. the bank will continue supporting, under the mic -taf, the authorities to develop the irp for the energy sector . output 5. 2: government sectors that have mainstreamed climate change policiesactions following guidance by the national climate change council n number 3 2021 3 2021 100 achieved. it was fulfilled on 14 june 2021.as part of the prior action to this operation, the ministry of agriculture, climate change and environment presented action plansreports of the following 3 government sectors evidencing mainstreaming of climate change policiesactions: i environmental health department of health; ii agriculture; and energy commission. a s regards the mainstreaming of climate change policiesactions in all sectors government wide, there have been delays with the work of the n and new members are being re -appointed to revamp the committee's work. in 2021, the department of climate change has been working with the department of finance and economic19 planning to mainstream climate change in two key documents, the green recovery package for seychelles and the updated national development strategy nds. the revised nationally determined contributions ndc july 2020 includes the blueprint outlining climate change actions in key sectors e.g., transportation, refrigeration, blue carbon etc. that were implemented in 2022 and 2023. output 5. 3: establishment of a committee to oversee the nationally determined contributions ndcs validation process yes 2021 yes 2021 100 achieved . a committee was established to oversee the ndcs stakeholder validation process, a task that was completed on 13 may 2021. as a follow -on action from the work of the committee, the department of climate change submitted in july 2021 a revised nationally determined contributions ndc to unf july 2020. the cabin et also approved an information note in july2021 on the update ndcs. the department of climate change is also reviewing the climate change policy, with a workshop planned for the 9 december 2022. according to its submissions to unf on the updated na tionally determined contribution july 2021 under the paris agreement, seychelles intends to reduce its economy wide absolute ghg emissions by 122.5 ktco2e 21.4 in 2025 and estimated 188 ktco2e in 2030.output indicator 5. 4: approval by cabinet of the utilities regulatory commission bill yes 202 2 yes 202 2 100 achieved . the bill was completed and approved by the cabinet in20 november 2022 . the bill creat ed a multi -sector regulatory authority in accordance with the presidential decision that the seychelles energy commission sec was to be absorbed into the department of climate change and energy. output indicator 5. 5: approval by cabinet of electricity bill yes 202 2 yes 202 2 100 achieved . the bill was completed and approved in november 2022 . the electricity bill was received and has been reviewed by sec and shared with stakeholders for the comments in january 2022.output 5. 6: approval by cabinet of the i distributed energy generation system regulations; and ii independent power producer s regulations yes 2023 yes 2023 100 achieved. the two regulations i distributed energy generation system regulations which includes the revised feed -in tariff policy for renewable energy; and ii independent power producers regulations were approved by the cabinet on 04 october 2023.output 5. 7: approval by cabinet of i electricity tariff setting regulations; and ii licensing regulations yes 2023 yes 2023 100 achieved . the two regulations: i electricity tariff setting regulations; and ii licensing regulations were approved by the cabinet on 04 october 2023; with the aim to improve competitiveness and attract private sector participation in the energy sector.output 5. 8: approval by the cabinet of i extended producer responsibility framework for sustainable management of waste ; and ii water resource management bill yes 2023 yes 2023 100 achieved . on 4th october 2024, the cabinet has approved: a the policy paper on extended producer responsibility framework for sustainable management of waste; and b the water resource management bill, and it will be gazetted in november 2023 . rating * see ipr methodology narrative assessment 21 3 the programme outputs performance is rated satisfactory . 89 of the program me's outputs are on track and it is likely that the end of the progarmme's output targets will be reached. out of the twenty -eight outputs indicators, twenty -five were fully achieved , while three were likely to be achieved with good progress been made by the programme end in december 2024 . 4. development objective do rating do rating derived from updated ipr * narrative assessment indicative max length: 250 words 2 the progress towards the development objective is rated unsatisfactory. the programme 's outcomes are rated unsatisfactory , though t he programme complemented seychelles ' efforts to overcome its pressing needs. the programme supported the country to revert to strong growth , with real gdp growth reach ing 9 in 2022 up from 5.4 in 2021 and is projected at 4.3 in 2023 and 4 .0 in 2024 . the strong recovery, fiscal consolidation measures , an appreciation of the seychellois rupee scr , and strong liability management practices which involve d replacing short with long term debt led to t otal public debt declin ing to 76.8 in 2021 . debt is projected to decline further in 2023 and 2024 to, respectively, 67.6 and 6 6. 5. gender equality assessment on the performance of gender equality in the operation indicative max length: 250 words the programme is category 3 on the bank's gender marker system. one of the outcome indicators was to benefit 30 women owned msmes directly with credit lines provided by the government. however, the achieved figure of this indicator wasn't available , as there is lack of gender disaggregated data across government . the programme has benefit ed seychellois through improved education in tvet and ict guided by approved policies. this will enable skills development for the youth, thus contributing to address the skills mismatch in the labour market and minimizing unemployment . the bank, through policy dialog ue, needs to engage the authorities on ways to strengthen monitoring tools and instruments to facilitate collecting and reporting on gender indicators of the programme. the authorities plan to leverage on the ongoing digitalization drive across all sectors, and in particular during the enhancement of the programme performance based budgeting framework and the installation of the new ifmis platform by january 2025, to address the prevailing ge nder data gaps and improve the availability and quality of gender data and statistics. this is a good initiative, and the bank will need to keep the government engaged through policy dialogue to ensure that this action is prioritized. 6. beneficiaries add rows as needed actual a planned b progress towards target realized ab of women category e.g. farmers, students time required for business start -up reduced to 15 days in 20 23 time required for business start -up 15 days in 202 4 100 na private sector actors share of credit to msmes increased to 35.5 in 2023 share of credit to msme s was 60 in 202 4 59.2 na private sector in general and the msmes, in particular65.2 uptake by msmes and large enterprises of the credit lines under cbs' private sector relief scheme 90 uptake by msmes and large enterprises of the credit lines under cbs' private sector relief scheme 74.4 na private sector in general and the msmes, in particular22 tax revenue mobilisation score in ibrahim index of african governance iiag was 59.2 in 2022 tax revenue mobilisation score in ibrahim index of african governance iiag 75 in 202 4 78.9 na entire population of seychelles accountability transparency score in ibrahim index of african governance iiag was 61.7 in 2022 accountability transparency score in ibrahim index of african governance iiag 70 in 202 4 88.1 na entire population of seychelles sustainable environment score in ibrahim index of african governance iiag was 80.1 in 2023 sustainable environment score in ibrahim index of african governance iiag 80 in 202 4. 100.1 na entire population of seychelles annual municipal solid waste reduced to 71, tons in 2023 annual municipal solid waste 60, tons in 202 4 84.5 na entire population of seychelles 7. unanticipated or additional outcomes add rows as needed description type eg. gender, climate change, social, other positive or negative impact on project high, medium, low a key rationale of the programme was that the government would use the proceeds from the bank's loan and those of the imf and the world bank to restructure public debt over the 2021 -2023 period to mitigate the risks posed by the short maturity of domestic debt. at the same time, the programme was to provide the bank with a platform for deeper dialogue with the authorities on debt sustainability concerns. as a t programme approval, total public debt, as of gdp stood at 87.7 in 2021 and was projected to dec line marginally by 1.3 percentage points to 86.4 in 2023. surprisingly , total public debt has declined faster than anticipated by about 20.1 percentage points, from 87.7 of gdp in 2021 to a projected 67.6 of gdp in 2023. the quick turnaround in debt dynamics which has turned debt into a sustainable trajectory faster than anticipated is attributable to the effectiveness of the overall programme and to collaboration between the bank, the imf, and the world bank. the reforms supported ha ve led to a stronger economic recovery, a solid fiscal consolidation effort which has led to drastic reduction in fiscal deficits, proactive debt management, and the appreciation of the dome stic currency due to stronger macroeconomic fundamentals. multi -sector positive high sustainability 8. lessons learned related to effectiveness add rows as needed key issues max 5, add rows as needed lessons learned target audience 1. strong country's leadership, commitment, and ownership of the reform agenda . the operation lock ed in important reforms in the form of prior actions, indicators and triggers which were country owned . the programme include d critical reforms measures which were designed by the government as included in the seychelles' medium -term fiscal framework mtff, 2021 -2023 . the program me's policy matrix was fully afdb, government23 agreed to by the government . the strong commitment from the top leadership has been instrumental in seeing through successful implementation of all major outcomes in this operation . 2. deeper and broad -based dialogue on reforms to maintain implementation momentum continued dialogue with the authorities placed the bank in a good position to add value. the dialogue was complemented by technical assistance support across several areas that facilitated implementation of key reforms in the energy and education sectors. this operation is complemented by technical assistance support by the bank and other dps . the bank is providing technical assistance to help the government develop the integrated resource plan ipr and tvet policy and strategy through mic grant. however, more technical assistance support might be needed in the area of amlcft financing frameworks, private sector development and promotion of climate and environmental resilience to foster the momentum in implementation of reforms . the afdb and other development partners dps 3. strong coordination and harmonization with dps is crucial for the success of reform s program me, creat ing synergies , and maintain ing implementation momentum the policy measures were jointly coordinated to promote predictability and support seychelles' national nds 2019 -2023 priorities . the bank engaged with the imf and the world bank during the preparation of this program me. in this regard, both the bank and the world bank committed themselves to a three -year programmatic series and the resources were factored in the imf's multi -year program for seychelles. discussions were also held with the united nations development programme undp and resulted in synergies in interventions related to climate change and environmental resilience. the government, the afdb, and other dps c efficiency 1. timeliness planned project duration - years a as per par actual implementation time - years b from effectiveness for 1st disb. ratio of planned and actual implementation time ab rating * phase -i: 12 months phase -ii: 12 months phase -ii: 12 months phase -i: 3 months phase -ii: 3 months phase -ii: 3 months phase -i: 4 phase -ii: 4 phase -ii: 4 4 narrative assessment indicative max length: 250 words the programme' s phases i , ii, and were approved by the bank group's board of directors on 7 july 2021 , 02 december 2022, and 17 november 2023, respectively . furthermore, after board approval it took the government only one month to sign the loan agreement, and disbursement took place in the following 2 month s for all phases . the program me was implemented timely in a single tranche disbursement for each phase. this provided predictable resources for the financing of the government's budget . the program me resources were approved and fully 100 disbursed . 24 2. resource use efficiency median physical implementation of rlf outputs financed by all financiers a see ii.b.3 commitment rate b see table 1.c - total commitment rate of all financiers ratio of the median percentage physical implementation and commitment rate ab rating * na na na na narrative assessment indicative max length: 250 words not rated as this criterion doesn't apply to pbos . 3. cost benefit analysis economic rate of return at appraisal updated economic rate of return at completion rating * na na na narrative assessment indicative max length: 250 words not rated as this criterion doesn't apply to pbos. 4. implementation progress ip ip rating derived from updated ipr * narrative comments commenting specifically on those ip items that were rated unsatisfactory or highly unsatisfactory, as per last ipr. indicative max length: 500 words 3 the programme overall implementation progress is rated as satisfactory. the implementation process has for the most part led to the anticipated results. compliance with covenants project covenants and audit compliance: all covenants identified in the letter of agreement have been complied with in a timely manner. the covenants for entry into force and first disbursement were fulfilled within a period of 3 months . the agreement between the bank and the government came into force on the 13 of january 20 24 and the first disbursement was made on 07th february 2024. project systems and procedures procurement, financial management and monitoring and evaluation: there was a delay in the transmission of a letter to the bank confirming that the amount deposited in the foreign currency account has been credited to the treasury single account tsa. t he bank received the acknowledgement on march 01, 2024 , a month long after the bank disbursed the funds on 07 february 2024 . the audited government consolidated financial statements agcfs for 2021 submitted to the bank on 29 november 2022, which is almost five 5 months beyond the due date of 30 june 2022 . the agcfs for 2022 was submitted to the bank on 01 march 2024 , which is almost eight 8 months beyond the due date of 30 june 2022. the agcfs for fiscal year 2023 remains outstanding. the deadline for submission of the agcfs for 202 3 is 30 june 202 4. the auditor general envisages that the report will be submitted to the bank on 30 october 2024 . project execution and financing: the program was implemented much earlier than envisaged with 100 of funds disbursed. 5. lessons learned related to efficiency key issues max 5, add rows as needed lessons learned target audience 1. reporting by the government on deliverables under this operation has been irregular thus undermining effective monitoring and evaluation. there is need for better aligning of key programme outputs processes to country level processes to minimize country transaction costs on ad -hoc data gathering practices. on the other hand, the government need s to reinforce its monitoring and evaluation me system including gender the government of seychelles25 disaggregated data to ensure that agreed data requirements are available holistically and on a routine and timely basis. 2. need to ensure specific reform measures are fully funded and their implementation progressing well before such measures are prioritized as triggers for the subsequent phase. in retrospect , the selection of the measure relating to upgrade of the unctad asycuda system functionality to unctad asycuda version 4.3.3 as a trigger for phase ii was not appropriate because funding from the comesa had not been secured. this is despite this reform having been a top priority from the government's perspec tive. a similar situation arose relating to policy measures that were backed up by the bank's technical assistance e.g., approval by cabinet the tvet policy and strategy, and approval by t he cabinet of a strategy outlining short to medium term electricity generation options, including on renewables where changes in government priorities slowed down implementation. it is important for the bank teams to put in place a p rioritisation process that would help eliminate measures that are top priorities from the a uthorities ' perspective but will take long er to be implemented than envisaged in the programme timeline . afdb 3. targets need appropriate data that will facilitate monitoring of progress on reform implementationmonitoring progress on outcome indicator 2.2: share of credit to msmes of which women owned was hampered by lack of sex disaggregated data. the gender data gaps curtailed monitoring of gender indicators. these gaps arise because of weak monitoring tools and instruments that would facilitate collecting and reporting on quality gender data and statistics. when baselines are being selected, the government will need to own them and ensure that data are available to facilitate monitoring of the programme deli verables .the government of seychelles and the afdb 4. the me capacity of the client and n eed for development of a monitoring and evaluation me system within the government's own structures the me capacity of the client is a concern, which is materialized through the non -availability of gender indicators. the authorities plan to leverage on the ongoing digitalization drive across all sectors, and during the enhancement of the programme performance based budgeting framework and the installation of the new ifmis platform by january 2025, to address the prevailing gender data gaps and improve the availability and quality of gender data and statistics. this is a good initiative, and the bank will need to keep the government engaged through policy dialogue to ensure that this action is prioritized. integrat ing me in the government's own structures and systems will avoid perceptions that t he bank is imposing these data requirements. the bank may also need to consider providing technical assistance in this regard to support the the government of seychelles and the afdb26 government to develop an me system that it owns. d sustainability 1. financial sustainability rating * narrative assessment indicative max length: 250 words 4 the programme 's outcomes are highly likely to be sustained. seychelles has demonstrated a strong record of implementing macroeconomic reforms supported by the bank and other development partners including the imf and the world bank. the economic reforms that have been implemented by the authorities as supported by the bank under this operation and by other development partners have greatly enhanced the country's macroeconomic fundamentals. the sustainability of the programme is also assured by the government policy that aims to bring the country 's debt burden to sustainable levels. through longer -term financing by the bank under this operation , the imf, and the world bank , the government has converted short term t -bills that are equivalent to about 5.2 of gdp scr 1.2 billion into bonds. this has extended the average maturity of t -bills portfolio of less than one-year maturities by about 4.8 years. this has addressed the high rollover risk of domestic debt portfolio and consequently, has lowered interest rates, extended de bt maturities to longer -term and lowered the country's gross financing needs. the debt -to-gdp ratio which had increased from 61.8 in 2019 to 91.9 in 2020 declined to 69.2 in 2022. the government remains fully committed to pursuing further fiscal consoli dation measures that will be supportive of its debt sustainability objectives. better fiscal management coupled with good economic performance and a depreciation of the exchange rate are expected to push the debt -to-gdp ratio on a downward trajectory to 67 .6 and 66 in 2023 and 2024, respectively. 2. institutional sustainability and strengthening of capacities rating * narrative assessment indicative max length: 250 words 3 the programme has contributed to strengthening institutional capacities in the energy and education sectors.the operation was complemented by the bank's technical assistance and advisory services that will reinforce capacities in the government in several areas. the energy sector is faced with several challenges that range from lack of finance for infrastructure development to weak institutional setup to drive the reform agenda. in this regard, the bank's technical assistance helped to develop an integrated resource plan ipr prioritiz ing the investment and financing needs of the sector. the ipr was instrumental in helping the seychelles energy commission define pathways to the country's transition to clean and reliable energy supply, and the development of the energy sector's demand forecast and low -voltage network plan that will drive implementation of innovative renewable energy technologies solar pv, wind, energy storage systems , etc.. the bank's technical assistance also supported the objectives of the education strategic plan 2021 -2024 that aim to build a coherent and comprehensive system of quality education and technical training to promote yout h employment. this included the development of a tvet technical and vocational education and training policy and strategy which mainstreamed gender aspects. finally, to gain a better understanding of the tourism sector's competitiveness and its contribut ion to growth, the bank supported the authorities to conduct a study on the dynamics of the sector, its benefit s to the economy and revenue potential, gender dimensions, and policy options. 3. ownership and sustainability of partnerships rating * narrative assessment indicative max length: 250 words 4 the p rogram me was very effective at involving key relevant stakeholders. a strong sense of ownership amongst the beneficiaries has been developed and will ensure the continued maintenance and management of program me results . the programme was fully linked to the government's medium -term reform and development priorities as presented in the nds 2019 -2023. the nds 2019 -2023 is a comprehensive and nationally owned plan, whose overarching goal is to promote economic transformation based on a vibrant private sector activity that supports inclusive and green growth. the 27 plan was prepared through a broad -based consultative process with diverse cross section of seychellois society. the government has requested that all development interventions supported by development partners be aligned with its nds 2019 -2023. o wnership of the program me was also reinforced by the full alignment of the reforms supported by the program me with the seychelles' medium -term fiscal framework mtff, 2021 -2023 and a policy matrix that was approved by the authorities . the bank, the world bank , and the imf have overwhelmingly used budget support instruments to deliver support to seychelles and close ly worked together in the design and implementation of this operation. 4. environmental and social sustainability rating * narrative assessment indicative max length: 250 words na the pro gramme's es risk classification was validated in the integrated safeguards tracking system ists as category 3 on 05th september 2023, thus not requiring the preparation of environmental and social assessment esa documents. the financing agreement does not incorporate es safeguards covenants requiring the preparation and submission of periodic es safeguards implementa tion reports. the programme implementation didn't result in the emergence of unanticipated es risks beyond the es due diligence results, at appraisal. it maintained low es risks and will support the government of seychelles in implementing reforms that contribute to climate adaptation and mitigation as outlined in seychelles nationally determined contributions ndc. 5. lessons learned related to sustainability key issues max 5, add rows as needed lessons learned target audience continuous policy dialogue with government on the ir economic reforms to mitigate their economic and social consequences . continuous policy dialogue with the government on social and economic consequences of reforms in the context of implementing the priorities of the new seychelles' national development strategy nds 2023 -2028 is essential. afdb, government, and dps continuous close harmoniz ation with other dps, including the imf and w orld bank. aid coordination in the seychelles is limited, with no formal dps coordination framework since most dps reside outside the country. however, maintaining a strong collaboration between the main dps is critical, with a view to ensure complementarity of inter ventions and a coordinated dialogue. there is strong collaboration between the bank, the imf, and the world bank on macroeconomic reforms through co -financing of reforms. this programme was prepared jointly with the world bank and the imf including the policy reform measures that were supported. afdb, government, and dps participatory and integrated approach is critical for sustainability. the quality of dialogue and improved coordination within and across government 's key stakeholders as well as between the public and private sector actor s maximizes development impact and provides appropriate support to stakeholders for the implementation of reforms. this is important to ensure adequate understanding and ownership of program me content during design as well as through implementation and beyond . to enhance the longer -term benefits of policy reforms, the afdb, government, and dps28 authorities will n eed t o leverage public -private dialogue ppd at each step of the reform process. performance of stakeholders 1. bank performance rating * narrative assessment by the borrower on the bank's performance, as well as any other aspects of the project both quantitative and qualitative. see guidance note on issues to cover. indicative max length: 250 words 4 the bank's performance was highly satisfactory. constant engagement, follow -up and support from the bank helped to ensure activities were implemented in the desired time and framework. the bank's performance in terms of policy dialogue and participation in the programme is considered highly satisfactory. there is strong collaboration between the bank, the imf, and the world bank on macroeconomic reforms through co -financing of reforms an d the partnership on this programme. the program was harmonized with the operations of key dps notably the imf and wb in the context of reforms for recovery and resilient growth, and balance of payments needs. this softened the hit on the budget. the cordial relationship between the bank and the government was instrumental in the successful design and implementation of the programme and should be emulated in the future programme . comments to be inserted by the bank on its own performance both quantitative and qualitative. see guidance note on issues to cover. indicative max length: 250 words the performance of the bank was satisfactory. the bank does not have country presence in seychelles. however, the appraisal team was able to successfully prepare this operation under a very tight deadline. the preparation of this operation was coordinated by the bank with both the government counterparts, the imf, the world bank, and the undp through virtual meetings because of the difficult circumstances created by the covid -19 travel restr ictions. during the development of this operation, the bank team worked closely with officials in the ministry o f finance, economic planning and trade, ministry for investment, entrepreneurship and industry, ministry of agriculture, climate change and environment, ministry of employment and social affairs, public util ities corporation, seychelles energy commission, and seychelles revenue commission. virtual meetings were also held with the private sector and civil society organizations. broadly the bank performed well. this operation was designed in a difficult environment with restrictions of travel because of the pandemic, need for speed in preparation because the government was in urgent need of financing, and data deficiency. through this operation, the bank was able to build mutual trust with the authorities because of the quick response for financing and the high level of engagement in policy dialogue led by the bank's director general, east africa region. key issues related to bank performance, max 5, add rows as needed lessons learned strong coordination between dps and participation of all relevant stakeholders increases national ownership, minimize start -up delays and reduce duplication of efforts. the bank's policy dialogue should continue to be informed by close co -ordination with other dps while ensur ing that all relevant stakeholders are involved in the program me's design and implementation. the program me has been developed in collaboration with the imf and wb. need for close dialogue with the authorities to improve their country systems in the me sphere . the government will need to put in place a robust data gathering system that will avail pertinent data for indicators for use in programme monitoring. this will need the bank, working in collaboration with other dps , to support the authorities to develop an me system that is gender focused . 2. borrower performance rating * narrative assessment on the borrower performance to be inserted by the bank both quantitative and qualitative, depending on available information. see guidance note. indicative max length: 250 words 3 the borrower's performance was satisfactory. the signing of the grant agreement and fulfilment of the measures precedent to the first disbursement were complied with although with a month lag. the deadline for submission of the 29 audit report for 2022 was not met. the consolidated account audit agcfs for 2022 was submitted to the bank in march 2024 . the agcfs for fy2023 remain outstanding. the deadline for submission of the agcfs for 202 3 is 30 june 202 4. the auditor general envisages that the report will be submitted to the bank on 30 october 2024 . in line with the financing agreement, the audit report shall be submitted to the bank no later than six months after the end of the fiscal year during which disbursement occurs. the me system put in place for this operation was not an efficient and effective tool for monitoring the actualintended outcomes and outputs during implementation. as a result, the cost of not instituting a good monitoring and evaluation me process was high in terms of the long response times, on the part of the government, on inf ormation requested by the bank coupled with the absence of gender disaggrega ted data . building the me capacities will support timely monthlyquarterly information flow which is critical for enhancing transparency and accountabil ity for results. institutional and human capacity weaknesses and limited knowledge of bank rules and regulations remain critical for effective project implementation. comments to be inserted by the borrower on its own performance both quantitative and qualitative. see guidance note on issues to cover. indicative max length: 250 words the country has benefitted substantial from the bank's support under the governance and economic and recovery support programme as evidenced by several outcomes. these include reforms under the following three mutually reinforcing and complementary compone nts of the gersp: advancing fiscal sustainability; improving the business environment; and improving climate change and environmental resilience. we appreciate the bank's technical assistance support that complemented the gers p operation. these include sup port on the development of integrated resource plan for the energy sector, capacity building to blue economy micro, small and medium enterprises, and support to enhance technical and vocational education and training tvet strategy. key issues related to borrower performance, max 5, add rows as needed lessons learned strengthening government capacity human and institutional to accelerate reforms implementation and sustainability including the development of a robust in -house me system. bank will continue exploring opportunities for providing capacity building and technical assistance projects to address these impediments and will use its experience to continue to identify capacity gaps and provide support. to sustain reforms, there is a need for technical assistance to cover capacity constraints and continue to hold high -level policy dialogue with the authorities. there is a need for b uilding an me s ystem that will support better government decision making. all key stakeholders government a gencies, the private sector actors, non -governmental organizations, etc. should be involved in developing a robust me system which is essential to ensure that government strategies and initiatives are achieving their intended objectives . 3. performance of other stakeholders rating * narrative assessment on the performance of other stakeholders, including co -financiers, contractors and service providers. see guidance note on issues to cover. indicative max length: 250 words 4 the performance of other dps including the world bank, imf in terms of policy dialogue and participation in the program me is considered highly satisfactory. there is strong collaboration between the bank, the imf and the world bank on macroeconomic reforms through co -financing of reforms and the partnership on this program me within the framework of the nds 2019 -2023 . such coordination was directed towards supporting macroeconomic reforms for recovery and resilient growth, and balance of payments needs.key issues related to performance of other stakeholders, max 5, add rows as needed lessons learned max 5 target audience for lessons learned none na na 30 iv summary of key lessons learned and recommendations 1. key lessons learned key issues max 5, add rows as needed key lessons learned target audience alignment with national priorities strong country ownership is critical, and the policy program me should be embedded in the government's reform program me. afdb and government maintaining effective policy dialogue and strengthening dps coordination arrangements at country level sustained policy dialogue should be maintained with the government to ensure better consolidation and enhancement of reforms. in addition, strong coordination between dps comprising joint policy program mes in order to ensure that there is a broad consensus among development partners on the rationale and objective of the pbo. afdb, government, and dps strengthening of the institutional capacity to support reform implementation and monitoring given the weak capacity human and institutional in the country to accelerate reforms implementation and sustainability , complementary capacity building projects are often necessary to ensure effective implementation of reform measures including the development of a robust in -house me system. afdb and government active stakeholder involvement in design and implementation of the program me. this is to ensure a participatory and integrated approach that sought to actively mobilise the various stakeholders. afdb, government, and dps for any indicator that is included in a progarmme's results framework there should be certainty in the me capacity of the client to adequately track it. there are prevailing gender data gaps that continue to curtail monitoring of gender indicators. gender -disaggregated data and information are not available to monitor progress toward fulfilment of gender indicators ' targets. the central bank of seychelles is establishing a system for tracking gender disaggregated e -banking data that would facilitate collecting and reporting on quality gender data and statistics. the bank, through policy dialogue , needs to engage the authorities in ways to strengthen monitori ng tools and instruments to facilitate collecting and reporting on gender indicators of the programme.afdb, government, and dps flexibility should be built in the program me targets and triggers to cater for changes. the operation uses a programmatic approach which introduces flexibility into the policy matrix for subsequent phases of the program me. afdb 2. key recommendations with particular emphasis on ensuring sustainability of project benefits key issue max 10, add rows as needed key recommendation responsible deadline flexibility should be built in the program me targets and triggers to cater for changes. in this programmatic series , there was clear evidence of lags in the implementation of follow -up measures afdb, government, and dps permanent31 because of capacity constraints in government, competing demands on technical staff due diverse priorities of running a government in a post pandemic environment, and the restructuring in the public sector that had been initiated by the president of seyche lles. in these circumstances an 'ex-ante' identification of triggers that are too rigid or that bec ome inappropriate as time passes might cause major complexities in design of the programme's subsequent streamlined appraisal reports. such complexities come in terms of the government being judged as not ready to implement difficult reform measures, delay in processing the next phase operation, or lengthy explanations to management why indicative triggers have to be dropped. the worst scenario is where the su bsequent operation has to be stopped. it is important that 'ex -ante' triggers be broadly defined to leave some room for maneuver if changes are required during the design of the subsequent phase s. the selection of indicative triggers for subsequent phases should be kept simple and leave complexities in the selection of prior actions. importantly, the bank should embrace flexibility during the design of the subsequent operation to respond to warranted changes in circumstances that the government might be fac ed with. in this operation, the bank introduced flexibility into the policy matrix for subsequent phases of the programme. availability of good quality data for use as baselines and targets reduces uncertainties in the monitoring of outputs and outcomes during implementation. one key area of concern was the prevailing gender data gaps and unavailability and quality of gender data and statistics. in the original programme design two indicators had to be sex disaggregated to prove 30 of women had benefit ted: i an outcome indicator - share of credit to msmes; and ii a trigger for phase ii - uptake of the credit line of scr500 million under cbs' private sector relief scheme for msmes. gender -disaggregated data and information were not available for monitoring progress toward fu lfilment of these targets. another issue is that afdb, government, and dps permanent32 about half of the outcome indications were based on the ibrahim index of african governance iiag reports which are available every two years. for the three -year programmatic series, there was only one intervening report that was released. this caused uncertainty in the intervening years on how to measure progress on these indicators.setting more modest targets is essential when there are major institutional changes, especially when the capacity of beneficiaries is weak, or when funding for activities has not been secured. implementation timeframes for several indicative triggers had to be pushed further away because capacity constraints in ministries, departments and agencies mdas, lack of funding for related activities, constraints posed by the pandemic, among other issues. for example, the asycuda system functionality upgrade was delayed because of lack of funding. capacity constraint in the ministry of education delay ed the development of the tvet policy and strategy such that the bank had to step in and mobilize its own resources to finance this activity. another measure that was partly achieved, if we take to original programme design, relate to the uptake of the credit line of scr500 million under central bank of seychelles cbs' private sector relief scheme for msmes which was expected to have disbursed 90 of its funds by end 2022. however, by the time the schemes were closed on 31 march 2022, this scheme had only disbursed 65.2 of the facility to msmes. two issues arose in this r egard. first, there were some msmes that were targeted to benefit those who ended up being ineligible to access the facility. second, the capacity of some msmes to uptake the funding was lacking. these considerations were not factored in when setting the very high targets of a 90 uptake by msmes. afdb, government, and dps permanent support the development of me capacity in the ministry of finance, national planning and trade and other government ministries, department, and agencies mdas to foster evaluation culture within government institutions. the bank should deepen dialogue with the authorities so that the country can be supported to build better monitoring and evaluation me systems within its institutions and that will facilitate operational performance and provide data on key developmental indicators. the authorities could leverage on the ongoing digitalization drive across all afdb, government, and dps permanent33 sectors, and in particular during the enhancement of the programme performance based budgeting framework, and the installation of the new ifmis platform by january 2025 to build a robust me system government wide . this will avoid a situation where government counterparts perceive the data requirements for the appraisal report results framework as imposed on them by the bank rather than them owning such frameworks as part of their management information systems. v overall pcr rating dimensions and criteria rating * dimension a: relevance 4 relevance of project development objective ii.a.1 4 relevance of project design ii.a.2 4 dimension b: effectiveness 2 development objective do ii.b.4 2 dimension c: efficiency 3.5 timeliness ii.c.1 4 resource use efficiency ii.c.2 na cost -benefit analysis ii.c.3 na implementation progress ip ii.c.4 3 dimension d: sustainability 3.7 financial sustainability ii.d.1 4 institutional sustainability and strengthening of capacities ii.d.2 3 ownership and sustainability of partnerships ii.d.3 4 environmental and social sustainability ii.d.4 na average of the dimension ratings 3.3 overall project completion rating satisfactory 34 vi acronyms and abbreviations acronym full name acronym full name afdb african development bank mofnpt ministry of finance, national planning, and trade amlcft anti-money launderingcombating the financing of terrorism msmes micro, small, and medium enterprises cbs central bank of seychelles nbci non-bank credit institutions covid -19 coronavirus disease of 2019. nds national development strategy cpia country policy and institutional assessment pefa public expenditure and financial accountability csp country strategy paper pemc public enterprise monitoring commission dps development partners pbo programme based operation fdi foreign direct investment pfm public financial management gdp gross domestic product s public -private partnerships gni gross national income puc public utility corporation gos government of seychelles rdge east africa regional development and business delivery office hdi human development index scr seychelles rupee gersp governance and economic reforms support programme src seychelles revenue commission global forum global forum on transparency and exchange of information sdgs sustainable development goals ict information and communication technology soes state owned enterprises iiag ibrahim index of african governance ta technical assistance imf international monetary fund sids small island developing states mtff medium -term fiscal framework, 2021 -2023 tys ten year strategy me monitoring and evaluation ua unit of account mic taf middle -income countries technical assistance fund undp united nations development programme moacce ministry of agriculture, climate change environment us united states dollar

1 pcr template version 10232014 i basic data a report data report date date of report: october 2023 mission date if field mission from: 23 october 2023 to: 31 october 2023 b responsible bank s taff positions at approval at completion regional director gabriel negatu nnenna nwab ufo country manager alex mubiru patricia n. laverley sector director amadou oumarou mike sala wou sector manager mike sala wou epifanio carvalho de melo task manager mtchera chirwa amelie njonkou alternate task manager na guy kalisa, co nsultant, picu.3 pcr team leader na guy kalisa pcr team members na c project data project name: consulting services for the rehabilitation of the selected road section phase ii: detailed architectural and engineering designs of manyovumugina one stop border post osbp and preparation of tender documents project code : p-z1-db0 -225 instrument number s: nepad -ippf 5150155002952 project type: multinational project preparation study sector: transportinfrastructure country: tanzania and burundi environmental categorization 1 -3: 1 processing milestones - bank approved financing only adddelete rows depending on the number of financing sources key events bank approved financing only disbursement and closing dates bank approved financing only financing source instrument1: financing source instrument1: financing source instrument1: date approved: 29 april 2019 cancelled amounts: 63,617.50 original disbursement deadline: 31 march 2020 date signed: 14 june 2019 supplementary financing: na original closing date: 31 december 2021 date of entry into force: 29 april 2019 restructuring specify date amount involved : revised if applicable disbursement deadline: 31 january 2023 project completion report for public sector operations pcr african development bank group 2 pcr template version 10232014 date effective for 1st disbursement: 18 june 2019 extensions specify dates : 31 december 2021 to 31 july 2022 31 july 2022 to 31 january 2023 revised if applicable closing date: 31 january 2023 date of actual 1st disbursement: 16 february 2021 financing sourceinstrument adddelete rows depending on the number of financing sources : disbursed amount amount, u sd: percentage disbursed : und isbursed amount u sd: percentage undisbursed : financing source instrument1: nepad ippf 416,450.00 86.75 63,617.50 13.25 other eg. co -financiers. eac counter part funding24,003.37 100 0 0 total 440,453.37 87.38 63,617.38 12.62 financing sourceinstrument adddelete rows depending on the number of financing sources : committed amount usd : percentage committed : uncommitted amount u sd: percentage uncommitted : financing source instrument1: nepad ippf 480,068 86.75 63,617.50 13,25 other eg. co -financiers . eac counter part funding 24,003.37 100 - - total 440,453.37 87.38 63,617.38co-financiers and other external partners: executing and implementing agency ies: eac secretariat d management review and comments report reviewed by name date reviewed comments country manager burundi pascal yembiline country manager tanzania patricia n. laverley sector manager epifanio carvalho de melo regional director as chair of country team nnenna nwabufo sector director mike salawou ii project performance assessment a relevance 1. relevance of project development objective rating * narrative assessment max 250 words 3 during the implementation period, the project's purpose remained fully aligned with supporting regional activities. these activities include the establishment of the eac customs union, promotion of transport facilitation, fostering the northern corridor tr ansit transport coordination authority ncttca, and the central corridor transit transport 3 pcr template version 10232014 facilitation agency ccttfa. these efforts aim to contribute to enhanced transport and trade facilitation, as well as regional integration. osbps are key to implementation of transport projects since these are known to enhance interconnectivity of markets as well as regional integration on the continent. the osbp is prioritised at the eac regional level as contained in the schedule of the eac osbp act 201 6. the establishment of the joint operations at the border forms part of the key actualisation towards ensuring trade facilitation with the eac economic states. the proposed improvements of the infrastructure and related amenities at the many ovumugina osbp are envisioned as a manifest ation of sharing facilities and jointly undertaking border operations such as customs, immigration, health, inter alia, by the two countries. along with the above, the tanzaniaburundi osbp at manyovumugina border post interlinks with one of the key corridor sections that is listed among the pida -pap projects; bujumbura - rumonge -nyanza lac -mugina rn3 road 168 km and mpanda -kasulu -nyakan azi and kasulu -kigoma roads. during the implementation period, t he project remained fully aligned with the eastern africa regional integration strategy paper risp 2018 -2022 as well as the country strategic papers of both burundi and tanzania. it is also aligned with the bank's high 5s and its ten -year strategy 2013 -2022. * for all ratings in the pcr use the following scale: 4 highly satisfactory , 3 satisfactory , 2 unsatisfactory , 1 highly unsatisfactory 2. relevance of project design rating * narrative assessment max 250 words 3 the relevance of th e project design was assessed based on the project tasks in the terms of reference. the project objective was to assess the technical, economic, social, and environmental feasibility of operational improvements and its impact on various roadborder users, the necessary institutional reform and associated improvements and construction of new physical infrastructure for the introduction of suitable one stop border posts osbp at the manyovumugina crossing on the tanzaniaburundi border. the project was completed in june 2022 and the project documentation including tender documents has been shared with the two partner states to commence the procurement of the construction contractors.the project design remained consistent throughout implementation, with proper stakeholder engagement and due diligence. while component remains incomplete final audit shifted to another bank funded project , the rest have been accomplished as per the original design. from approval to closure, the project was consistently conducive to achieving the project results. adjustments to the scope, implementation arrangements and technical solutions were required inclusion of fire station, addition of solar energy as an alternative power supply, etc. , and they were carried out to completion to the satisfaction of the stakeholders . therefore, the relevance of the project design is rated as satisfactory. 3. lessons learned related to relevance. key issues max 5, add rows as needed lessons learned target audience project design project design could be improved taking in consideration regional global health the project was designed as a model osbp in line with directives of sectoral council on transport communications eac, partner states 4 pcr template version 10232014 crisis such as epidemics, covid -19 pandemic.as a result, this project had incorporated requirements of port health related to pandemics such as covid -19, ebola etc. to be carried out before the security checks. and meteorology tcm. this design will therefore be a benchmark for future osbp designs. process flow of the osbp has changed after the covid 19 e.g. with the prioritisation of port health requirements . for future designs, terms of reference for design of osbps should also be amended accordingly . project cost the project was completed in june 2022 and the project documentation including tender documents has been shared with the two partner states to commence the procurement of the construction contractors. it was found that the cost of the facilities as designed was usd 39 million on each side of the border against the budgeted amount of usd 12 million for each side. the budget was set during the project appraisal based on previous design of osbps. however, this project was uplifted to be a model for all osbps in eac, and requirements from appraisal stage were adjusted accordingly ref. ii.a.2. . therefore, the eac and partners states commissioned a rationalization of the designs which phased the project in two: phase 1 to fit within available budget of usd 12 million, and phase 2 subject to availability of additional budget. phase 2 is respective ly usd 27.1 million on tanzania section and usd 26.2 million for the burundi side. in order to avoid cost overrun, i n future, further consultations should be conducted to align the needs with available budget and sequence the project in phases.eac, partner states b effectiveness 1. progress towards the project's development objective project purpose comments provide a brief description of the project components and the context in which it was designed and implemented. state the p roject development objective usually the project purpose as set out in the rlf and assess progress. unanticipated outcomes should also be accounted for, as well as specific reference of gender equality in the project. the consistency of the assumptions that link the different levels of the results chain in the rlf should also be considered. indicative max length: 400 words. the objective of the studies was to : * assess the technical, economic, social, and environmental feasibility of operational improvements and its impact on various roadborder users, the necessary institutional reform and associated improvements and construction of new physical infrastructure for the introduction of suitable one stop border posts osbp at the manyovumugina crossing on the tanzaniaburundi border. * carry out the detailed inclusive architectural and engineering designs of the osbp reflecting the need of different users and preparation of tender documents. project components the project for the design of the one stop border posts osbp at manyovu and mugina comprises preparation of the following. * detailed architectural engineering designs, preparation of tender documents support during the validation workshops of the osbp project deliverable. * environmental and social impact assessment. * assessment of bankability of the project . 5 pcr template version 10232014 the progress towards the project development objective has been highly satisfactory and the project outputs have been fully achieved. the expected outcome of the project was to make the project ready for construction. although fund mobilization for the works is still a challenge, the project provided a study which allow to ender the works for construction . 2. outcome reporting outcome indicators as per rlf; add more rows as needed baseline value year a most recent value b end target c expected value at project completion progress towards target realized [b-ac -a] narrative assessmentindicative max length: 50 words per outcome core sector indicator yesno outcome 1: reduced transportation costs vehicletruck operation costs along the trade corridor and thus, cost of goods and services for the end-users; usd 0.52 per veh-km 2018 usd 0.62perveh -km burunditanzania: 0.34 usd km 2025 -55.55 the cost of transportation has increased from 2018 to 2022 due to c ovid 19, increased road user chargers, increase freight charges, competition from other corridors ccttfa, 2022 . the end target will be realized once the osbp is constructed. na outcome 2: improved trade through harmonised and efficient customs operations, amidst integrated laws policies, thus fostering trade and regional integration this outcome was not in the scope of the assignment. it will be reported after the construction of the facility. then we can't measure the improvement. this is also a lesson learnt from that study , we need to have specific outcomes linked to the studyrating * see ipr methodology narrative assessment2 unsatisfactory, it was noted that the outcome and the outcome indicator set in the pim are related to the construction phase, which is beyond of the scope of the project, and therefore could not be achieved during the project. partner states are currently in the process of procurement of contractor to construct phase i of the osbp facility . works are to be implemented in 2 phases: phase 1 for works equivalent to available budget of usd 12million in burundi and usd 12 million in tanzania, and phase 2 subject to availability of additional budget . the outcomes set are linked to the implementation phase planned to be achieved in 2025 3. output reporting output indicators as specified in the rlf; add more rows as needed most recent value a end target b expected value at project completion progress towards target realized ab narrative assessmentindicative max length: 50 words per output core sector indicator yesno output 1: * material investigations report. * topographical surveys setting out data.* material investigations report. topographical surveys setting out data.* material investigations report; topographical surveys setting out data; hydrological - hydraulic report; final detailed engineering 100report included.- preliminary architectural design alternativesoptions, preliminary investigations, economic findings, na 6 pcr template version 10232014 * hydrological - hydraulic report. * final detailed engineering design report; hydrological - hydraulic report. final detailed engineering design report delivered on30 june 2022 design report - delivered by february 2019. preliminary structural design and calculations. - draft detailed engineering design related to architectural, structural, mechanical, electrical, ict, water sanitation designs. - final detailed engineering design related to architectural, structural, mechanical, electrical, ict, water sanitation designs . output 2: * architectural engineering drawings. * confidential realistic cost estimate. * biddingtender documents.* architectural engineering drawings. confidential realistic cost estimate: biddingtender documents delivered . * architectural engineering drawings; confidential realistic cost estimate tender documents. - delivered march 2019.100report included final detailed engineering design related to architectural, structural, mechanical, electrical, ict, water sanitation designs. bills of quantities, drawings and bidding documentsna rating * see ipr methodology narrative assessment4 by the project closure, a ll outputs were submitted and approved. there were delays due to the incapacity to travel and conduct some investigations during the covid 19 pandemic. however, the performance of consultants has been regular thanks to facilitation by the partner states for access to the project site and experience of consultants. 4. development objective do rating do rating derived from updated ipr * narrative assessment indicative max length: 250 words 2 the objective of the study was to assess the technical, economic, social, and environmental feasibility of operational improvements and its impact on various roadborder users, the necessary institutional reform and associated improvements and construction of new physical infrastructure for the introduction of suitable one stop border posts osbp at the manyovumugina crossing on the tanzaniaburundi border . the stud y also carried out the detailed inclusive architectural and engineering designs reflecting the need of different users and preparation of tender documents. all required reports and deliverables for the implementation of the project were completed in june 2022. however , the development objective rate is negatively impacted by the assessment of the outcome which were wrongly set and inappropriate for a study phase. 7 pcr template version 10232014 5. beneficiaries add rows as needed actual a planned b progress towards target realized ab of women category eg. farmers, students na since this is a study, however the following beneficiaries were identified: eac secretariat eac secretariat 100 - rec ccttfa central corridor 100 - corridor management institution cmi regional member countries burundi and tanzania united republic of tanzania 100 - governments, recs, financial institution, mdb republic of burundi 100 - 6. gender equality assessment on the performance of gender equality in the operation indicative max length: 250 words the project 's studies esia and rap acknowledged the afdb group gender strategy 2021 -2025. the osbp facilities have been inclusively designed to cater for all gender aspects . women will also benefit from the project through with easier access to markets and job opportunities during construction 7. unanticipated or additional outcomes add rows as needed description type eg. gender, climate change, social, other positive or negative impact on project high, medium, low none na na na 8. lessons learned related to effectiveness add rows as needed key issues max 5, add rows as needed lessons learned target audience data collection reliability of available data to confirm availability of surface or ground water that meets the water demand for osbps. incorporate bore -hole identification and testing as part of future assignments or package it as a separate procurement eac, bank outcomes selected the importance to select outcomes that are measurable and relevant. especially for studies, outcomes linked to the construction phase are not relevant eac, bank delays in procurement * lengthy proposal period due remoteness of the project. * lengthy evaluation period due to need to incorporate partner states experts * capacity constraints at the secretariat slowed down the processes. in future, eac should make u se of advance procurement methods and request for capacity building in procurement rules and regulation from bank. eac, bank c efficiency 1. timeliness 8 pcr template version 10232014 planned project duration - years a as per par actual implementation time - years b from e ffectiveness for 1st disb. ratio of planned and actual implementation time ab rating * 1.0 3,84 0.271 narrative assessment indicative max length: 250 words the nepad -ippf grant was approved on 29 april 2019 and signed on 14 june 2019 by the bank and 18 june 2019 by the eac secretariat , effective for first disbursement on 18 june 2019 , and clos ed on 31 january 2023 after two extensions. the initial last disbursement date was 31 march 2020. the effective implementation period was approximately 1.5 years instead of the 1 years envisaged at appraisal. implementations timelines were greatly impacted by travel restrictions due to covid -19 pandemic and stakeholder expectations which raised and led to the project scope to be adjusted ii.a.2 . but the initial timing was not adequate as 1 year is not sufficient incorporating the procurement process, the studies, validation etc 2. resource use efficiency median physical implementation of rlf outputs financed by all financiers a see ii.b.3 commitment rate b see table 1.c - total commitment rate of all financiers ratio of the median percentage physical implementation and commitment rate ab rating * 100 87.38 1.144 4 narrative assessment indicative max length: 250 words it is worth noting that 86.75 of the nepad -ippf grant was committed and disbursed and 100 of eac 's contribution was committed and disbursed. the resources were used efficiently, because the expected deliverables under the study were fully achieved within the alloca ted budget. savings were realized from the actual offer by the consu ltants which was slightly below t he set grant amo unt. 3. cost benefit analysis economic rate of return at appraisal a updated economic rate of return at completion b ratio of the economic rate of return at completion and at appraisal ba rating * na na na na narrative assessment indicative max length: 250 words not applicable as the project is only a study. analysis of economic rate of return was not considered in the pim and hence no indicators were provided as it was not a requirement at appraisal. 4. implementation progress ip ip rating derived from updated ipr * narrative comments commenting specifically on those ip items that were rated unsatisfactory or highly unsatisfactory, as per last ipr. indicative max length: 500 words 3 following a competitive international bidding, a consultant was recruited to condu ct the feasibility studies and detailed engine ering design of the project. the consultancy services comme nced on 2 november 2020 and were completed in april 2022. the closing date of the nepad-ippf grant was extended from the initial date of 31 december 2021 to 31 january 2023 due to unforeseen delays in the impl ementation of the studies. some of the delays experiences were due to: i restriction due to covid 19 pandemic , ii dela ys in recruiting the consultants i.e., procureme nt delays challe nges in organization of validation meetings logistics and it connection when organizing virtual meeting and issues faced by stakeholders in attending these meetings after the covid 19 pandemic, and due to the fact that this osbp was selected to be a model osbp for eac partner states, some meetings gathered up to 100 attendants causing difficulties in consensus in validation process . it was also 9 pcr template version 10232014 noted that the participants were not consistent. new participants at subsequent meetings tended to slow down progress due to lack of institutional memory. the project progressed positively. all project activities were executedcompleted in line with the revisedextended implementation schedule. the closing date of disbursement of the grant was extended twice and the last closing date was 31st january 2023. the rating of satisfactory was arrived at according to the following ratings: i project systems and procedures procurement, financial management and monitoring and evaluation were rated as highly satisfactory 4, this is because all procurement procedures, following the afdb guidelines and contracts, were approved, the financial management and me procedures of the project followed the afdb guidelines. ii project execution and financing disbursement, budget commitments, counterpart funding was rated as satisfactory 3. this is due to the overall commitment and the actual disbursement was 86.75 the bank nepad -ippf carried out field supervision missions to access the progress and resolve implementation issues. the executing agency, the consultant and nepad -ippf worked in full collaboration. the supervision missions were effective in resolving implementation issues that arose. technical compliances have been executed by the consultant through the periodic progress reports in accordance with the bank's requirements. the implementation process has for the most part been satisfactory and has for the most part lead to the anticipated results. therefore , the project is implementation progress is rated satisfact ory. 5. lessons learned related to efficiency. key issues max 5, add rows as needed lessons learned target audience 1.covid -19 pandemic restrictions that impacted the movement of consultant's staff to undertake project activities and as such impacting on the project delivery. 1. due to restrictions, communication channel was adjusted to include hybrid meetings. there is a need to design future projects taking in consideration virtual meetingsworkshops, ensuring that all stakeholders have access to appropriate it infrastructure i nternet connectivity.beneficiaries eac consultant 2. procurement delays 2. procurement of services should start as soon as possible after funding approval. pr oject sponsors should be made aware of bank rules and guidelines. eac 3. delays in validations of reports 3. in future projects, invitation for validation workshop should be specific to institutions and limited to 2 participants per institution. this study will be used as a benchmark for functionalities in future osbps in eac. time and logistic for validation process to be design ed in future projects taking in account the number of participants and their contribution. the meetings should ideally be minuted and the minutes approved by all the stakeholders to ensure adequate record keeping and in fine building institutional memory eac partner states 10 pcr template version 10232014 d sustainability 1. financial sustainability rating * narrative assessment indicative max length: 250 words na as this is a study project, financial sustainability does not apply. the detailed design and tender documents are valid for a period of 3 to 5 years unless major changes occur at the project site. environmental impact studies are usually valid for 24 months but can be extended if no major changes occur. the resettlement action plan rap report is valid for a period of 12 months and requires upda te afterward. 2. institutional sustainability and strengthening of capacities. rating * narrative assessment indicative max length: 250 words 4 the project was executed by eac secretariat , which was mandated to facilitate jointly agreed transformative cross border projects with transboundary impactsignificance and trans -boundary cooperative investment projects related to the common use of border post and the road corridor . this project reinforced eac's capacity to manage regional projects. this has led to the strengthening of eac's capacity to oversee and build institutional capacity to implement and manage ot her regional projects. eac has been impleme nting cross-border projects for the region and has good experience in this regard. it is expected that eac will continue to implement projects as demonstrated, on nepad-ippf pipeline and the ba nk's indicati ve operations program. eac has recruited new staff to implement new cross -border projects. it is therefore recommended that the bank continues to conduct continuous capacity building in banks procurement rules and regulations, financial management to ensure efficient utilization of funds. 3. ownership and sustainability of partnerships rating * narrative assessment indicative max length: 250 words 4 the beneficiary countries were actively engaged and involved during the implementation of the project studies. stakeholder information dissemination and validation workshops were held to ensure direct participation in evaluating the project deliverables. e qually, adequate consultations engagement with both government s' institution s to ensure an early buy -in of the project was undertaken, including with donor partners, civil society and private sector actors interested in the sector. 4. environmental and social sustainability rating * narrative assessment indicative max length: 250 words 3 1. environmental and social safeguards categorization: the project is a preparation of feasibility study for a futuristic transport infrastructure that will present works aspect for the one border post building and associated infrastructure in burundi and tanzania. considering the futuristic works for a trans port project the project is categorized high risk: category 1. 2. applicable safeguards instrument: the project at this stage is a feasibility study. es aspect were adequately considered, and an environmental and social impact assessment esia was prepared with its embedded 11 pcr template version 10232014 environmental and social management plan esmp that will be implemented during futuristic works to mitigate the risk and impact that will be triggered. 3. es compliance rating: the project is in compliance with the es measures as provided in the loan agreement is satisfactory. 4. lessons learned related to sustainability. key issues max 5, add rows as needed lessons learned target audience for the construction phase, much as implementing agency stated the limited capex budget for the osbps and opted for a phased development, the stakeholders were adamant for a full scheme that was beyond the available funds. this resulted in the provision of a full scheme that required additional capex funding. i there is need through project steering committees to agree with stakeholders on the capex budgets during the design phase. ii in this particular case, they should have been based on the usd 12 m already contained in the construction contract. the need to adhere to the terms of the financing agreement eac , partner states and design consultant high stakeholder requirements resulted in the provision of facilities for several government agencies at the one stop border post osbp. there is need through project steering committees to have personnel from member states with osbp expertise and experience to advise on the optimum or key agencies that fundamental to osbp operations so that the space requirements can be matched to available funding. with the creation of regional osbp steering committee rosc , n ational ospb steering committee nosc , b ilateral osbp steering committee bosc and j oint border operations committee jboc , stakeholder managements will be focused . eac performance of stakeholders 1. bank performance rating * narrative assessment by the borrower on the bank's performance, as well as any other aspects of the project both quantitative and qualitative . see guidance note on issues to cover. indicative max length: 250 words 3 the project design was formulated using bank's and eac's experience in the region and was consistent with the bank's country strateg ies. the impact and outcome were consistent with the two government's development strategy. bank 's supervisions and monitoring of the project through review of the quarterly reports and key outputs of the studies were helpful to the project implementation in resolving some critical issues and providing timely guidance. the bank was 12 pcr template version 10232014 responsive to project issues, review of documents and clearance. the task managers were also able to assist in the preparation of t ors for the studies and the project completion report. overall, the bank's performance was satisfactory. comments to be inserted by the bank on its own performance both quantitative and qualitative. see guidance note on issues to cover. indicative max length: 250 words the assessment is satisfactory and generally reflects the nature of the relationship between the bank and the executing agency. however, there are rooms for improvement. first the project was initially approved for a year. considering the procurement delay and the study itself, also the validation process: no -objection of the bank, disbursement platform, the length of the project was not adequate.also due to internal changes, the task manager in charge of the project changed several times and there were gaps in monitoring by the bank. also a mid -term review should have changed the outcomes linked to the construction phase. key issues related to bank performance, max 5, add rows as needed lessons learned project capital outlays and time lag between design phase and constructionproject beneficiaries should commence resource mobilization upon completion of feasibility studies and preliminary design. this will shorten the time lag between design and construction phases. 2. borrower performance rating * narrative assessment on the borrower performance to be inserted by the bank both quantitative and qualitative, depending on available information. see guidance note. indicative max length: 250 words 3 the assessment on the borrower's performance is broken -down into several issues as follows: i this project involved cooperation between burundi and tanzania , and eac. ii eac committed and disbursed 100 of its counterpart funds , the me of the project was included as part of the quarterly progress reports qpr which were prepared by eac and submitted to the bank. iv actions were taken from the recommendations of the bank's supervision missions. overall, the borrower's performance was satisfactory. comments to be inserted by the borrower on its own performance both quantitative and qualitative. see guidance note on issues to cover. indicative max length: 250 words i procurement was completed successfully despite delays due internal processes. the project was successfully implemented albeit with time overruns due to logistic challenges caused by the covid -19 pandemic. key issues related to borrower performance , max 5, add rows as needed lessons learned 1. time lag in procurements eac internal procurement and approval processe s took long time for example the eac procurement committee meetings were irregular. logistics of convening evaluation committee members that consists representatives of the partner states delayed due to lack of funds at the secretariat. in future, the following mechanisms will be undertaken. no objections took longer than what was provided in the procurement plan. i initiate procurement process immediately after commitment to fund a project is received advance procurement so that the project starts immediately after signing of the funding agreements. 13 pcr template version 10232014 ii procurement evaluations and procurement committee meetings will be conducted virtually. 2.the eac experience d staffing shortages during the exit of key staff. there were staffing gaps due to staff exits and replacements took longer than 1 to 3 years. recruitment of additional staff by eac is ongoing.3.capacity building capacity building in project management and specifically with respect to application of the bank's rules, requirements and systems turned out to be useful to the successful execution of the project. 4.the project was designed satisfactorily and met the objectives however the designs resulted in cost overruns in the capex in future, eac should manage stakeholder expectations in an efficient manner : stakeholder management plan to be develop ed 3. performance of other stakeholders rating * narrative assessment on the performance of other stakeholders, including co-financiers, contractors and service providers. see guidance note on issues to cover. indicative max length: 250 words 3 stakeholders from various government agencies of the member states actively participated in the project and this shown their keen interest in the project. however, these interests ought to have been represented in a project steering committee and technical project steering committee as recommended by the osbp source book. the consultant carried the assignment satisfactory and delivered a bankable project key issues related to performance of other stakeholders , max 5, add rows as needed lessons learned max 5 target audience for lessons learned the project implementation dragged due to inclusive and numerous validation workshops. further workshops involved an inordinate number of stakeholders, as result it was difficult to reach a consensus. * limiting the number of stakeholders to manageable figures keep records of the meetings eac iv summary of key lessons learned and recommendations 1. key lessons learned. key issues max 5, add rows as needed key lessons learned target audience limited participation of osbp experts eac has establish ed a regional osbp steering committee, bilateral osbp steering committee s and national osbp steering committees. eac 14 pcr template version 10232014 at each osbp, there exist s a joint border operations committee and two border management committees , one for each country.the language of the contract was english and yet burundi is a francophone country. this resulted in additional costs of translation an interpretation during the execution of the project establishing a task for translating the documents in the tors ensuring that , in all procurement documents eoi, rfp, contract, etc., firms procured have a mix of staff that can speak french and english . an item be included in the financial proposal for interpretation during workshops and translation of documents. eac, ban k delays in procurements initiate procurement immediately after signature of loa. upon commitment of funding employ advance procurement fast tracking eac internal procurement processes such as invoking the adhoc meetings of the procurement committee and conducting evaluations. eac bank 2. key recommendations with particular emphasis on ensuring sustainability of project benefits key issue max 10, add rows as needed key recommendation responsible deadline there is need to procure consultants who have bilingual capabilities and knowledge of the two partner states. in future projects the eac will ensure that the consultant recruited have nationals of the countries are participating and the consultant has suff icient experience in executing projects in the region incorporate requirements in eois in the procurement processeseac next projectthere is need to improve channels of communications with key project stakeholders. eac will develop communication strategy with the relevant stakeholders. this will mitigate delays in obtaining comments from partner states. eac next project there is need to conduct c ontinuous training by the bank to pmus on bank rules and procedures. continuous training to be provided by the bank to pmus on bank rules and procedures . this will be done during missions including as project appraisal and supervision virtual andor in persons meetings . bank continuous v overall pcr rating 15 pcr template version 10232014 dimensions and criteria rating * dimension a: relevance 3 relevance of project development objective ii.a.1 3 relevance of project design ii.a.2 3 dimension b: effectiveness 2 development objective do ii.b.4 2 dimension c: efficiency 2.7 timeliness ii.c.1 1 resource use efficiency ii.c.2 4 cost -benefit analysis ii.c.3 na implementation progress ip ii.c.4 3 dimension d: sustainability 3.67 financial sustainability ii.d.1 na institutional sustainability and strengthening of capacities ii.d.2 4 ownership and sustainability of partnerships ii.d.3 4 environmental and social sustainability ii.d.4 3 average of the dimension ratings 2.7 overall project completion rating s vi acronyms and abbreviations acronym add rows as needed full name cmicorridor management institution eaceast african community esia environmental and social impact assessment eirr economic internal rate of return osbp one stop border post npv net present value pim project information memorandum rap resettlement action plan rec regional economic community pmu project management unit capex capital expenditure loa letter of agreement

The overall objective of the Project is to foster inclusive agricultural growth that creates jobs and reduces food imports, through incentives for private investment in key sub-sectors (rice, corn, soyabean, sesame, broiler chicken and cashew nuts). More specifically, this entails: (i) facilitating private investment in key value chains through policy, governance, and incentive support measures; (ii) promoting the development of priority value chains through the provision of infrastructure to support production, storage, and processing; and (iii) stakeholder capacity-building in priority agroindustrial value chains

African development bank african development fund djibouti drought resilience and sustainable livelihood program me in horn of africa countries - phase drslp - project completion report pcr rdgeahai departmentsjanuary 2024 1 project completion report rap for public sector operations basic dataa report data report date date of report: 23 january 2024 mission date if field mission from: 11 september 2023 to: 22 september 2023 b responsible bank staff position at approval at completion regional director gabriel negatu nnenna nwabufo country manager - - sector director chiji ojukwu martin fregene division manager josephine mwangi pascal sanginga task manager bouchaib boulanouar chantal umuhire alternate task manager - edson r. mpyisi pcr team leaderchantal umuhire pcr team membersviviane matingou -ekwegbalu, principal disbursements officer sebefoly fani, financial management specialist christine dovonou, agricultural consultant justin yameogo, procurement consultant, patrick byusa, consultant, environmental and social safeguards specialist project data project code: pz1-aaz -037 financing instrument numbers: 2100150033443 project title: drought resilience and sustainable livelihood program in the horn of africa countries drslp country: djibouti sector : agriculture, rural development environmental categorization 1 -3: category 2 processing milestones bank -approved financing only key events bank -approved financing only disbursement and closing dates bank -approved financing only financing sourceinstrument 1: adf loan date approved: 17 june 2015 date signed: 12102015 date of entry into force: 12022016 date effective for first disbursement : 23022016 financing sourceinstrument 1: adf loan cancelled amounts: na additional funding : na restructuring specify date amount involved: na extensions specify dates : 1st extension 2 years : 31122022 2nd extension 6 months: 30062023 3rd extension 6 months : 30122023 financing sourceinstrument 1:adf loan first disbursement deadline: 60 months initial closing date: 31 december 2020 revised disbursement deadline if applicable : 96 months revised closing date if applicable: 30122023 2 financing sourceinstrument 2: na date approved:date signed:date of entry into force:date effective for first disbursement : date of actual first disbursement : - financing sourceinstrument 2: na cancelled amounts:additional funding : restructuring specify date amount involved:extensions specify dates : financing sourceinstrument 2:na first disbursement deadline:initial closing date:revised disbursement deadline if applicable : - revised closing date if applicable:financing sourceinstrument:foreign exchange ua: local currency ua: total in ua financing sourceinstrument 1: adf loan 7,744,866 3,755,134 11,500, financing sourceinstrument 2: na - - - government 690, 460, 1,150, total: 8,434,866 4,215,134 12,650, financing sourceinstrument: disbursed to date amount, ua: disbursed to date : not disbursed to date amount, ua: not disbursed to date : financing sourceinstrument 1:11,489,454.50 99.91 10,545.47 0.09 financing sourceinstrument 2: government 1,856,392.521 161.42 - 0.00 total: 13,345,847 105.50 10,545.47 0.09 financing sourceinstrument: committed to date amount, usd: committed to date : uncommitted to date amount, usd: uncommitted to date : financing sourceinstrument 1: 11,500, 100 0 0 financing sourceinstrument 2: 0 0 0 0 government1,856,392.52 161.42 0 0 total: 13,356,392.52 180.71 0 0 executing and implementing agency ies: ministry of agriculture, water resources, fishing, livestock and fishery resources maepa co-financers and other external partners:government of djibouti d management review and comments report reviewed by name date reviewed comments country manager -sector division manager pascal sanginga regional director nnenna nwabufo sector director martin fregene ii. project performance assessmenta relevance 1. relevance of project development objective rating narrative assessment 1 the expected counterpart contribution is ua 1,150,. however, the expenses paid by the national treasury to cover contract exemptions contributed to exceedance of the set budget counterpart contribution budget. 3 4 the development objective of drslp - was to improve the drought and climate -change resilience of rural communities in the targeted areas, through improved availability and access to water, and the development of sustainable livelihoods. this objective re mained fully aligned with: i csp 2016 -2020, extended to 2022 , focusing on a single pillar, namely development of sustainable, high -quality socio -economic infrastructure in the energy and agriculture sectors; ii the bank's regional integration strategy for east africa 2011 -2015, particularly through the capacity -building pillar; the bank's long -term strategy 2013 -2022 , through support for agricultural infrastructure, capacity -building, food security and improved living conditions for the population; iv the country's development strategies , in particular: the djibouti government's vision 2035; the regional programming framework crp to put an end to drought -related emergencies in the region; the primary sector development master plan for 2010 -2020; the national agricultural investment and food security program pniasa 2014 -2018; the national gender policy 2011 -2022; and the accelerated growth and employment promotion strategy scape; v the needs of beneficiaries , notably through activities to improve water availability and access, and diversify productive activities. 2. relevance of project design rating narrative assessment 3 factual and objective data show that djibouti is extremely vulnerable to climate variability and change for structural and cyclical reasons. droughts combined with human activities are gradually leading to desertification and the almost irreversible degradation of scarce agricultural land less than 1 km2 of arable land for a total surface are a of 23,200 km2 and pastoral resources. drslp - was formulated in response to a request from the government of the republic of djibouti for a second round of support from the bank under the drought resilience and sustainable livelihoods development program for the horn of africa drslp. drsp - has been designed with contextual concerns in mind, while building on the experience gained from the first phase of the programme. when the project was designed, its objective was to improve the drought and climate -change resilience of rural communities in the targeted areas, through improved availability and access to water, and the development of sustainable livelihoods. from the ap proval phase to the closing phase, the design of drslp was consistently conducive to the achievement of the programme's outcomes . the initial design was therefore sound and remained appropriate throughout. similarly, the bank's intervention remained relevant since it was designed to support the djibouti government's commitment to implementing its national priorities and development s trategies for the country the djibouti government's vision 2035, the regional programming framework rpf to put an end to drought -related emergencies in the region. the project was therefore designed to help the country develop its adaptive capacities i n order to reduce its exposure to the adverse effects of climate change, particularly those of nomadic populations and agro -pastoralists. 3. lessons learned related to relevance key issues lessons learned target audience availability of technical studies and bidding documents at project start -up for projects involving infrastructure structures or works, it is essential to make the following available at the outset: i preliminary technical feasibility studies that provide relevant, objective guidance on the choice of structure or work options; and ii bidding documents. this contributes to better quality at project entry, and therefore greater efficiency in project implementation. this requires the inclusion of advance procurement actions in the appraisal reports of projects of this nature . government and bank have standard structures 1. harmonize the design of hydro -agricultural structures reservoirs, wells; government 4 b effectiveness 1. progress towards the project's development objective project purpose comments the economy of the republic of djibouti is driven by the services sector, which accounts for over 80 of gdp . the primary sector is underdeveloped, with an estimated contribution of 3.0 and 4.5 of gdp . this is justified by the fact that the region is arid, with an etpprecipitation ratio of less t han 3. low rainfall average 150 mmyear and poor soils make farming difficult. it was in this context that prsp - was designed and implemented with the objective of boosting the drought and climate -change resilience of rural communities in the targete d areas, through improved availability and access to water, and the development of sustainable livelihoods. drslp - was implemented under the following four components: 1 natural resource management; 2 market access and product marketing; 3 support for improved living conditions; and 4 project management and capacity building. based on the outcome and output indicators detailed below, drslp - has led to progress in improving the living conditions of agro -pastoral households, as well as their resilience in rural areas. the hydro -agricultural infrastructure created 1 micro -dam built, 6 dykesrecharge structures built, 4 boreholes equipped, a drip irrigation system installed on 188 ha has contributed to the d rought resilience of the beneficiary population, and in increasing the usable agricultural area. through the construction rehabilitation of wells and water reservoirs 64 wells and 95 water reservoirs built or rehabilitated, accessibility to water points has incre ased, leading to a significant reduction in the average distance travelled by households to reach a water point from 1.5 km to 1 km. the results also show a positive effect on the level of food security: the percentage of households living above the food security threshold rose from 56 to 86 of the project site population, representing an increase of 30 compared to the 2018 baseline situation . also, thanks to the increase in arable agricultural area brought about by the equipping of vegetable farms greenhouses, agricultural inputs, as well as the diversification of income sources, the incomes of agro -pastoral households have improved from fdj 338, to fdj 420,, representing a n increase of 24 compared to the pre -project situation. similarly, agricultural yields have improved by 40 as a result of the project's intervention. the population directly impacted by the project is 10, households. 2. outcome reporting outcome indicators baseline value 2018, project baseline study a most recent value 2023, impact assessment b end-target c expected value at project completion progress towards target realized [b-ac -a] narrative assessment core sector indicator yesno outcome 1: improved food security and incomes for rural households including those headed by women 1.1. food security level of households in the project area including those headed by women 56 86 20 increase or 67.2 268 target exceeded the progress recorded for this indicator is satisfactory. the percentage of households living above the food security threshold rose from 56 to 86 of the population in the project area, representing an increase of 30 relative to the 20 expected at completion. yes 2. support technical departments in designing studies and plans. project ownership by beneficiary structures when beneficiaries do not contribute in kind or in cash to the financial package of a project, there is a risk of their not having ownership of the project right from the design stage, and this can undermine the sustainability of project results after completion . for future projects, it will be necessary to set the ratio of beneficiaries' contribution. government, adf and other donors 5 outcome indicators baseline value 2018, project baseline study a most recent value 2023, impact assessment b end-target c expected value at project completion progress towards target realized [b-ac -a] narrative assessment core sector indicator yesno 1.2. household income growth rate by gender fdj 338, fdj 420, 30 increase fdj 439,400 80.9 satisfactorily in progress the result is satisfactory for this outcome indicator. household income rose from fdj 338, 2018 baseline situation to fdj 420, in 2023, representing an increase of 24 relative to the 30 expected at project completion. yes outcome 2: increased agricultural and pastoral productivity and production 2.1. productivity of staple crops 1.7 to 2.8tha 4tha 40 increase i.e. 2.38 to 3.9 tha 109 - 338 target exceeded calculations are based on vegetable crop yields in the 200 farms supported by the project. by the end of the project, the final target had been significantly exceeded. yes 2.2. livestock productivity weighted growth rate ofgoats 1.75 weighted growth rate of goats 2.1 weighted growth rate of goats 2 140 target exceeded livestock productivity is remarkable at the project sites. the impact study reveals that the weighted growth rate of goats rose from 1.75 to 2.1, representing an increase of 140 relative to the target. the distribution of 1,040 goats has helped to reconstitute the goat population. yes outcome 3: share of alternative sources of income for supported households including women 3.1. percentage of households engaged in alternative income -generating activities including women5 7.1 20 increase i.e., 6 210 target exceeded the percentage of households practicing alternative income -generating activities on project sites rose from 5 to 7.1, representing an increase of 42 relative to the 20 expected at project completion. 10, households were affected by the project, as initially projected. yes 3.2. percentage contribution of diversification activities to household income including women 3.1 6.2 20 increase i.e., 3.72 500 target exceeded the percentage contribution of diversification activities to the income of agro -pastoral households shows a very satisfactory result, surging from 3.1 to 6.2 between 2018 and 2023, representing an increase of 100 relative to the 20 expected at project completion. yes outcome 4: sustainable access to improved natural resources water, pastureland 6 outcome indicators baseline value 2018, project baseline study a most recent value 2023, impact assessment b end-target c expected value at project completion progress towards target realized [b-ac -a] narrative assessment core sector indicator yesno 4.1 average minimum distance to nearest water source 1.5 km 1 km 30 reduction i.e., 1.05 km target exceeded the average minimum distance travelled by households to the nearest water point for both drinking water and livestock watering has fallen from 1.5 km to 1 km, representing a reduction of 0.5 km or 33 relative to the 30 reduction expected at project completion. yes rating narrative assessment 3 the outcomes of the project are highly satisfactory. in fact, six 6 out of seven 7 outcome indicators far exceeded the final targets expected at completion . according to the results of the impact study conducted in november 2023, the project has yielded a substantial increase in the availability and accessibility of water and energy resources for beneficiary agro -pastoralist households, as well as an improvement in their living conditions and livelihoods. 3. output reporting output indicators most recent value november 2023 a end-target bexpected value at project completion progress towards target achieved ab narrative assessment core sector indicator yesno output 1: the construction of micro -dams is completed 1 1 100 target attained the construction works on 1 micro -dam have been completed at the harou site in the dikhil region. this facility is operational. yes output 2: the construction of dykesrecharge structures is completed 6 6 100 target attained construction works on 6 dykesrecharge structures have been completed in the arta and ali -sabieh regions. these structures are operational.yes output 3: construction of equipped boreholes 4 3 133 target exceeded construction works on 3 new boreholes has been completed at the wea arta, silalmia tadjourah and gagade dikhil sites, as well as rehabilitation of the mouloud borehole dikhil with upgraded equipment. these structures are operational. yes output 4: irrigated farms are developed 160 ha 160 ha 100 target attained the irrigated farms and vegetable gardens covering a total area of 200 ha, have been developedrehabilitated and equipped, benefiting 200 agro -pastoralist beneficiary households, including 60 women heads of agro -pastoralist households in the regions of arta, dikhil and ali -sabieh. these farms are operational.yes output 5: vegetable farms are equipped 40 ha 40 ha 100 yes 7 output indicators most recent value november 2023 a end-target bexpected value at project completion progress towards target achieved ab narrative assessment core sector indicator yesno output 6: number of integrated watershed management projects paibv designed 4 4 100 target attained four integrated watershed management projects have been completed yes output 7: representation of women in natural resource management nrm decision -making bodies 33 33 100 target attained women participate in decision -making and hold senior positions as presidents of the various agro -pastoral organizations and agricultural cooperatives in djibouti . their representation in nrm reached 33 according to the results of the project's impact study. yes output 8: rural roads are rehabilitated through the treatment of critical areas km 20 km 20 km 100 target attained the project completed works on the bolli -adailou access road in the tadjourah region. the road was inaugurated on 16 october 2021 by the prime minister on world food day the results of the impact study indicate that this road facilitates the sale of agro -pastoral products in the tadjourah region and boosts all agro -pastoral activities in the area. yes output 9: quantity of seedsinputssmall implements distributed4 4 seed lots for 4 nurseries100 target attained four lots of seedsinputssmall implements were distributed to 200 beneficiary agro -pastoral households living in watershed areas in the arta, dikhil and ali -sabieh regions. yes output 10: procurement of 3 crossbred goats 1040 3 34.6 target not attained in view of the drought, which has pushed up the unit price of a goat, the projected goat population has been revised downwards. in all, 1, local goats and 40 exotic male goats were distributed to 200 beneficiary households in the watershed areas. yes output 11: the livestock market is constructed 3 3 100 target attained construction work on livestock markets and fencing in ali -sabieh, tadjourah and obock have been completed and the infrastructure handed over . yes output 12: slaughter areas are rehabilitated 4 4 100 target attained rehabilitation works on three slaughter areas in dikhil, ali -sabieh and obock, and construction works on a new slaughter area in arta have been completed and the infrastructure handed over . yes output 13: constructionrehabilitation of vaccination centres 3 2 150 target attained construction works on three vaccination centres in tadjourah and obock, and rehabilitation works on the ali -sabieh centre yes 8 output indicators most recent value november 2023 a end-target bexpected value at project completion progress towards target achieved ab narrative assessment core sector indicator yesno have been finalized and the infrastructure handed over . output 14: number of animal health infrastructure built rehabilitated equipped 3 3 100 target attained construction works on a veterinary post in sagalou tadjourah and rehabilitation works on the veterinary post in medeho obock and the veterinary clinic in balbala djibouti city have been completed and the infrastructure handed over. yes output 15: mobile laboratories are equipped 1 1 100 target attained the mobile laboratory, equipped with a refrigerator and sink, has been delivered to the livestock and veterinary services department. it is fully operationalyes output 16: number of irrigation kits distributed 500 m2unit 1200 1200 100 target attained irrigation kits were delivered and installed on the farms of beneficiary agro -pastoralist households. yes output 17 : procurement of an ice factory for loyada fishing port 1 1 100 target attained the ice factory for fishermen has been supplied and installed. in contrast to drslp i, the drslp project used this activity to strengthen the resources of beneficiary fishermen in the arta region, loyada site. yes output 18: number of community beneficiaries trained including 50 women 2 2 100 target attained the project trained 2, beneficiaries from agro -pastoral cooperatives, including 900 women 45 in: improved farming techniques; support for the introduction of exotic male goats; gender; community development; climate change, nutrition, hivaids and ot her endemic diseases. yes output 19: number of staff members trained. 16 20 80 averagely satisfactory results 16 staff members from the technical departments of the supervisory ministry maepe -rh were trained.yes output 20: number of irrigation equipment repair workshops rehabilitated and equipped 1 1 100 target attained the maintenance workshop of the directorate for rural irrigation was reinforced with eight generators and eight surface submersible pumps. column pipes were also delivered and accepted by the directorate for rural irrigation dhr. no output 21: number of awareness -raising workshops organized on gender, hivaids, climate change, nutritionhealth, etc. 20 20 100 target attained twenty awareness -raising workshops organized on the following themes: 1 improved farming techniques; 2 training to support the introduction of exotic billy goats into households; 3 trainingawareness -raising on gender; 4 trainingawareness -raising on commu nity development, climate change, nutrition, hivaids and other endemic diseases. yes 9 output indicators most recent value november 2023 a end-target bexpected value at project completion progress towards target achieved ab narrative assessment core sector indicator yesno output 22: a monitoringevaluation mechanism is set up. 1 1 100 target attained the me system has been set up and is operational for monitoring project activities. no output 23: the esmp is implemented 1 1 100 target attained implementation of the project esmp is rated as highly satisfactory.no output 24: number of gender -sensitive tools developed 20 20 100 target attained 20 gender -sensitive tools have been developed.yes rating narrative assessment 3 the achievement of outcomes is satisfactory. the expected final targets have been achieved or even exceeded for some indicators. although the project got off to a rocky start, its performance was deemed satisfactory at completion, thanks to the efforts of the project implementation unit and the bank's supervision team. all planned activities were completed before the project's closing date of 31 december 2023. development objective do rating do ratingnarrative assessment 3 both the outcomes and the outputs are deemed satisfactory, so the development objective is met. indeed, the project has improved the living conditions of agro -pastoralist households in the project area, as well as their resilience to rural challenges. the construction of hydro -agricultural infrastructure, improved access to water points and the diversification of income -generating activities have all booste d beneficiaries' resilience to drought, increased the useful agricultural surface area and raised household incomes by 24 relative to the pre -project situation . also, the food security situation has improved with a13.16 increase in the number of househol ds living above the food security threshold relative to the baseline survey conducted in 2018. accordingly, the food security threshold has surged from 56 in 2018 to 86 in 2023. 4. beneficiaries actual a planned b progress towards target realized ab of women category e.g., farmers, students 10, households, or 60, people 10, households, or 60, people 100 51 farmers -breeders agro -pastoralists -nomads -fishermen -djibouti consumers -administration executives 10 5. unanticipated or additional outcomes description type positive or negative impact on the project no unanticipated or additional effects were recorded na na na 6. lessons learned related to effectiveness key issues lessons learned target audience availability of technical studies the project experienced delays in the execution of its main activities due to the unavailability of technical studies for the planned infrastructure prior to project commencement. the bulk of the project's activities were conducted during the last two years of project implementation, leading to a slippage in the project's initial timetable. it is important to have the technical studies available prior to project commencement to ensure greater efficiency. government and bank protracted procurement time -limits cumbersome procurement procedures have had an impact on the completion of major works and on capacity -building for agro -pastoralists to ensure the timely ownership and sustainability of investments. government and bank low capacity of national companies local companies do not meet the technical and financial qualification criteria required by the bank's procedures, and some contracts are declared unsuccessful. in the future, it will be necessary to consider the low capacity of national companies in terms of the bank's procurement rules and procedures when determining qualification criteria, and to strengthen the capacity of stakeholders, including companies, suppliers and service providers, in terms of procu rement methods and bidding requirements. government and bank 11 c efficiency 1. timeliness planned duration - years a as per par actual implementation period - years b ratio of planned and actual implementation time ab rating 5 8 0.625 2 narrative assessmentcompliance with the project timetable is based on a comparison of the projected and actual duration of the project, from the date of fulfillment of the conditions precedent to first disbursement. given that the date of fulfillment of conditions prece dent to first disbursement for drslp was 12022016, and the current project closing date is 31122023, the actual duration of the project is almost 8 years 7 years and 10 months. this gives a ratio of 0.625, i.e., between 0.50 and 0.75. the rating for timeliness is therefore unsatisfactory 2 . this is due to: i the time taken by the piu to prepare technical studies for the design of works and infrastructures prior to construction works; ii administrative bottlenecks in the contract award process and i n the signing of contracts for services, the supply of goods and the execution of infr astructure and hydro -agricultural works; and the worldwide covid -19 pandemic between early 2020 and 2021, which resulted in a population lockdown and the cessation of all economic activities. despite this slippage on the initial schedule, the activity completion rate was 99.8 at the time of writing. 2. resource use efficiency median physical implementation of rblf outputs financed by all financiers commitment rate b ratio of the median percentage physical implementation and commitment rate ab rating 100 107.85 1.08 4 narrative assessment resource use efficiency is rated as highly satisfactory. all the project's expected outputs were achieved overall, and even exceeded for some indicators. the average physical achievement rate for outcome targets was 100 as of 31 december 2023. total commitments adf l oan and government counterpart funds. the median value of the project's physical output achievement rate relative to the commitment rate is higher than 1, representing a score of 4 highly satisfactory . overall, the project achieved all its outputs and even more, within the available budget. the overrun in commitments stems from the overru n in the government's counterpart contributions, due to the three extensions of the project's closing date. this count erpart contribution essentially includes value -added tax, the salaries of seconded staff project officers, office space and utilities electricity and water. 3. cost -benefit analysis economic rate of returnat approval updated economic rate of return at completion rating 17 19 4 narrative assessment the economic rate of return err at appraisal was 17. the updated economic rate of return at completion is 19. the calculation of project profitability took into account the final value of actual investments made, annual operating costs, in cluding maint enance, as well as quantifiable project outcomes economic value of investments, animal health infrastructure and hydro -agricultural facilities for drinking water and livestock watering, valuation of actual investment costs and the 25 -year lifespan. the r atio of the err at completion to the err at appraisal is 1.1, i.e., greater than 1, yielding a score of 4. this performance is highly satisfactory. 12 4. implementation progress ip ratingnarrative assessment comment specifically on the ip items scored as unsatisfactory or highly unsatisfactory, as per last ipr 3 project implementation is rated as satisfactory. the project was implemented in accordance with the rules of procedure of the bank and the government of djibouti. the implementation status was evaluated in each of the following 3 main categories: i compliance with commitmentsproject conditions : the government of djibouti fulfilled the financing conditions of the project. the loan became effective on 12022016 and the conditions precedent to first disbursement were fulfilled on 23022016, meaning that performance is satisfactory. environmental and social safeguards: the implementation of environmental and social measures is deemed satisfactory at project completion. audit : the audit for the 2022 fiscal year has been submitted to and approved by the bank. the auditor's contract has been renewed to conduct the 2023 audit and the closing audit. ii project systems and proceduresprocurement arrangements : despite the results obtained, procurement arrangements were the weakest link in the entire project. shortcomings were noted at three levels: i time taken for technical studies; ii extremely long delays in the processing and exchange of procurement fi les between the piu, the procurement commission and the bank; and the delay also caused by the covid -19 pandemic which paralyzed the country, like the rest of the world. it should be noted, however, that all planned procurements had been completed by the project closing date. financial management : the project's financial risk management was rated as moderate during the project completion mission of september 2023. overall, the financial management of the project remains satisfactory. however, the piu must continue with closing arrangements in a ccordance with the bank's standards. monitoring and evaluation : the project has set up a computerized monitoring -evaluation system. quarterly and annual progress reports were submitted on time. the updated awp band pp was also submitted to and approved by the bank. a baseline situation survey was conducted in 2018, providing objective data for all impact and result indicators. similarly, an impact study was conducted in 2023 to assess the results, outcomes and impacts achieved at project completion, in particular the observable changes in the living conditions of the beneficiary populations living in the project area. project implementation and financingdisbursement s: the disbursement rate of the adf loan was 99.46 as of 31 december 2023. project resources should be fully disbursed by the final disbursement deadline of 30 april 2024. budget commitments : adf loan resources have been fully committed. counterpart funding: the amount disbursed as the government's counterpart funding was ua1,856,392 in kind and in cash, well above the budgeted amount of ua1,150,. 5. lessons learned related to effectiveness key issues lessons learned target audience administrative bottlenecks in the disbursement procedures: the authorization of direct payment requests dpr and fund renewal requests frr requires three signatories in djibouti national project coordinator, director of external financing and director of public debt, who are the only ones authorized to sign. the director of external financing and the director of public debt sign all dprs and frrs for all projects and all donors, which is quite a substantial workload. all the more so as operations have to wait for them to return from missions abroad. this procedure delays the payment of invoices and affects the financial capacity of companies, which in turn has an impact on their work pace. it is advisable to appoint alternates in the event of the absence of authorized signatories. government 13 payment method for small businesses : small businesses find it difficult to execute contracts within the contractual deadlines, in particular because of the direct payment procedure as stated above. this discourages them from participating in bank -financed contracts. it should be stated in the appraisal report that a special community account be opened to pay community or small businesses. bank and government performance of the piu the project coordinator is the executive secretary of the ministry of agriculture of agriculture maepe -rh. this position facilitated administrative procedures with the authorities, mainly by speeding up the processing of various files contract award, fulfillment of conditions precedent to first disbursement, mobilization of counterpa rt funds, etc. and ensuring the achievement of the results recorded . in addition to the coordinator, there is an assistant coordinator. government d sustainability 1. financial sustainability rating narrative assessment 1 regarding financial sustainability, the mechanisms envisaged by the project are deemed insufficient to guarantee the continued flow of project -related benefits after completion. the viability of the investments made by the project hinges on beneficiaries continuing to develop their agricultural plots and other livestock activities, including the purchase of inputs. similarly, taking into account the recurrent maintenan ce costs of the hydro -agricultural structures constructed is also crucial to the sustainability of the investments made by the project. it was noted that appropriate measures had not yet been taken to guarantee the financial viability of the project's inve stments. the piu should continue to provide trainingawareness -raising, support and supervision to beneficiaries at project sites, particularly in rural areas in the tadjourah, ali -sabieh and dikhil regions, in contrast to semi -urban areas sites in the ar ta region where agro -pastoral cooperatives are better organized and more active, notably in damerjog and douda. with regard to the management of hydro -agricultural structures, the technical departments and regional sub -departments of the ministry of agric ulture, water, fishing, livestock and fisheries resources maepe -rh must ensure regular monitoring of beneficiaries and maintenance management of the structures. to ensure the marketing of agricultural and livestock products resulting from project investm ents, the government will need to facilitate access to markets through government resources or other current or future projects e.g., brefons. 2. institutional sustainability and strengthening of capacities rating narrative assessment 3 maepe -rh is the supervisory ministry of the project. during project implementation, the piu closely involved the technical departments of the maepe -rh by means of specific partnership agreements. the project also made a significant contribution to institutional capacity building in its target sectorarea. the training of maepe -rh executives 16 staff members - particularly young engineers, agronomists, veterinarians and technicians recruited from the ministry's technical departments and regional sub -departments, in various themes through the project - helped to build their technical capacities. these aspects contribute to sustainability at the institutional level. 3. ownership and sustainability of partnerships rating narrative assessment 3 the project has been effective in involving most stakeholders and promoting a sense of ownership among beneficiaries. the project has implemented a capacity -building program for both public -sector stakeholders and beneficiaries in target communities, in th e form of training sessions on agricultural techniques, particularly drip irrigation, and in livestock farming and management, coupled with local technical supervision. this has led to a certain structuring and empowerment of the beneficiaries, as well as social ownership of project investments by the owners of the reinforced agro -pastoral farms. however, it appears that capacity -building among beneficiaries must continue in order to ensure greater ownership and sustainability of the project's benefits. the development of public -private partnerships, notably through the management of the ice factory installed at loyada fishing port, is encouraging and 14 represents a partnership model to be promoted in future projects. the effective sustainability of agropastoral cooperatives on project sites is also ensured through their level of autonomy as community groups, as well as the satisfactory inclusion of women as members of the governing bodies. maepe -rh should continue to support these cooperatives through its regional sub -directorates and the funding of other similar projects. 4. environmental and social sustainability rating narrative assessment 3 based on the requirements of the bank's integrated safeguard system and the national legal framework, the project has been classified in category 2, and subjected to an environmental and social impact study accompanied by an environmental and social manage ment plan. implementation of this plan is the first environmental and social clause of the financing agreement between the bank and the country. efforts have been made by the project implementation unit and the government of djibouti to properly monitor th e environmental and social management plan esmp. the implementation of environmental and social measures is rated as satisfactory. indeed, monitoring reports on the implementation of environmental and social measures were produced regularly on a quarter ly basis in line with the bank's requirements. the 20222023 environmental and social compliance audit has been completed, and the final report has been sent to the bank for validation. 5. lessons learned related to sustainability key issues lessons learned target audience capacity building for community organizations community organizations, made up of both men and women, are not very formalized, even though they have existed for a long time around key founders. these organizations are fragile and require further capacity -building . government infrastructure maintenance. the beneficiaries of the constructed infrastructure need to be supported over time, especially for the maintenance of these assets, in order to guarantee the sustainability of the generated benefits. such support should focus on: i operating costs and equipment depreciation, and ii the establishment of maintenance funds set up and managed by users. - government - donors - project designers post -project support for beneficiaries continued support for beneficiaries after completion is essential to ensure the sustainability of project achievements. to that end, there is need to promote state funding mechanisms to support beneficiaries beyond the life of the project. for example, cer tain activities of closed projects should be integrated into new operations. government and donors mainstreaming of processing into the project the creation of small, economically, financially and technically viable product processing units could have been a guarantee of financial sustainability for the rural and semi -urban community groups served, particularly women. government and donors . performance of stakeholders1. bank performance rating narrative assessment of the bank's performance by the borrower 3 quality at entry: efforts need to be made to improve project quality at entry, with greater national participation and consideration of the country's specific characteristics targeting of activities, procurement methods, etc.. similarly, the completion of technical infrastructure studies should be a condition precedent to project start -up. compliance with project clauses: the project was approved on 17 june 2015. the loan agreement was signed on 12 october 2015, and the loan became effective on 12 february 2016. the first disbursement was made on 23 february 2016; that is, 4 months after the signing of the loan agreement, which is satisfactory. supervision : the bank conducted regular supervision missions from 2016 to 2023 and also carried out a mid -term review mission in 2020. procurements : the processing of file s was slow, causing a delay in the implementation of activities. it should be noted that for much of the project's implementation, there was no bank procurement specialist for the country. 15 disbursements : the bank's disbursement performance was satisfactory 99.46 as of 31 december 2023 and 100 expected at the last disbursement deadline. the borrower considers the bank's performance to be satisfactory. the bank's comments on its own performance the bank has provided ongoing support to this project. it conducted supervision missions and helped to resolve the many constraints in the implementation of this project. the results achieved at completion attest to the bank's satisfactory performance. key issues lessons learned delays in the implementation of key project activities the construction of planned infrastructure was delayed due to the unavailability of technical studies. for projects involving large -scale infrastructure works, the bank had to require that technical studies be available prior to project commencement. to th at end, funding will have to be sourced from existing projects or other financing instruments such as project preparation funds ppf, or from other external sources. frequent change of project managersensure continuity in project monitoring by reducing changes of task managers to a strict minimum. a deputy task manager must be appointed for each project if the tm changes. furthermore, the tm must produce handover notes for hisher successor. there is also need to ensure that the handover between tms is more successfully conducted. 2. borrower performance rating narrative assessment on borrower performance 3 compliance with project clauses: the project was approved on 17 june 2015. the loan agreement was signed on 12 october 2015 and came into force on 12 february 2016. the first disbursement was made on 23 february 2016; i.e., 4 months after signature and a few days after entry into force. this performance is deemed satisfactory. management of the project : satisfactory performance was noted in the holding of annual sessions of the drslp steering committee. this made it possible to ensure the proper monitoring of programmed activities, and the external monitoringevaluation of the project for periodic assessment by the parties concerned. project implementation: overall, the borrower has achieved satisfactory results over the life of the project. the borrower has subjected the project's operations to regular internal audits, and the issues raised were addressed. mobilization of counterpart funds: the government's performance regarding the disbursement of counterpart funds is deemed to be satisfactory 161 . compliance with environmentalsocial safeguards the esmp was implemented. although the piu was slow in recruiting an environmental and social safeguards expert, supervision activities have accelerated over the last 3 years. procurement of goods, services and works: note has been taken of the poor quality of procurement files submitted to the bank. the piu's failure to consider the bank's comments on procurement files led to the bank's rejection of these files and consequent significant delays in the processing of pr ocurement files and in project implementation. financial management and audit: the financial management systems within the project implementation unit are satisfactory on the whole, and the overall fiduciary risk is deemed to be moderate. the audit for the 2022 fiscal year has been submitted to and validated by the bank. the auditor's contract has been renewed to conduct the 2023 audit and the closing audit. despite some procurement weaknesses, the borrower's overall performance is considered satisfactory. key issues lessons learned 16 availability of technical studies in principle, technical studies are the primary responsibility of the government, which must seek the resources to finance them. the government can either resort to the state budget or mobilize resources from the bank ppf or other instrument or from other technical and financial partners. the country's difficulties in paying its counterpart contribution when appraising projects, a realistic assessment should be made of the states' capacity to honour their financial commitments and of their real contribution to the project. cumbersome administrative disbursement procedures streamline the signature process for direct payment requests dpd and fund renewal requests drf, which requires three signatories, and designate alternates in the absence of authorized signatories. 3. performance of other stakeholders rating narrative assessment on the performance of other stakeholders, including co -financiers, contractors and service providers. 3 the project relied on various companies, suppliers and services to implement its activities. agreements have also been signed with technical departments, and collaboration has focused on, inter alia: awareness -raising and mobilization of the communities co ncerned; development and implementation of training programs for members of management committees and communities; support for the development of terms of reference tors and bidding documents bds; joint monitoring of the implementation of studies and t hrough periodic supervision tours reporting on the main findings and recommendations for improving the implementation of activities; and the definition of maintenance, quality control and operating procedures for works carried out under the project. on the whole, agro -pastoral community organizations participated and fully contributed to the success of the project . however, the poor structuring of beneficiary producer or agro -pastoral cooperatives and their weak technical skills could undermine the sustainability of the infrastructure and goods put at their disposal. they need support from the technical structures of maepe -rh after project completion. key issues lessons learned target audience capacity -building for community organizations agro -pastoral community organizations, although long -established, are fragile and require continued capacity -building beyond the project implementation phase . government and bank iv. summary of key lessons learned and recommendations 1. key lessons learned key issues lessons learned target audience improving quality at entry * conduct technical infrastructure studies prior to project start -up. * apply the advance procurement action procedure to infrastructure contracts; * harmonize designs for hydro -agricultural structures and support technical departments in preparing studies and plans. government and bank government project ownership by beneficiary structures beneficiaries' contribution in cash or in kind to the funding of a project encourages greater ownership and the sustainability of project results. government, bank and other donors maintenance of the infrastructure constructed the beneficiaries of the constructed infrastructure need to be supported over time, especially for the maintenance of these assets, in order to guarantee the sustainability of the generated benefits. such support should focus on: i operating costs and equipment depreciation, ii the establishment of maintenance funds set up and managed by users. government, donors and project developers 17 post -project support for beneficiaries * community organizations, made up of both men and women, are not very formalized, even though they have existed for a long time around key founders. these organizations are fragile and require further capacity -building . * continued support for beneficiaries after the project is completed is essential to ensure the sustainability of the project's achievements. to that end, there is need to promote state funding mechanisms to support beneficiaries beyond the life of the proje ct. for example, it will be necessary to consider integrating certain activities from closed projects into new operations. government and donors frequent change of project managersensure continuity in project monitoring by reducing changes of task managers to a strict minimum. a deputy task manager must be appointed for each project if the tm changes. furthermore, the tm must produce handover notes for hisher successor. bank 2. main recommendations key issues main recommendations responsible entity deadline programming of similar investments the maepe -rh should programme similar high -priority investments in localities and sites in rural areas not yet covered, in order to enhance the resilience of djibouti's population to drought, particularly in rural areas . government and bank beneficiaries the next 5 yearsgreater involvement of members of waterpoint management committees at project sites the members of the management committees of existing water points in the project sites were not involved as stakeholders in the drslp project, as was the case for the groups of agro -pastoral cooperatives. in the future, it would be desirable to involve the members of these committees in similar projects. the aim is to ensure ownership and sustainable managem ent of the irrigation infrastructures builtrehabilitated, within environmental and climatic context that has been disrupted due to climate change. government, bank and beneficiaries 6 months using the agro -pastoral value chain approach the use of a value chain approach that includes aspects of processing would have made it possible to link agro -sylvo -pastoral and fishing activities to markets. the creation of small, economically, financially and technically viable product processing units could have been a guarantee of sustainability for the rural and semi -urban community groups served, particularly women. government, bank and beneficiaries for the near future development of alternative income -generating activities for beneficiaries, particularly women's groups the development of alternative income -generating economic activities, particularly for male and female farmers, should be supported on an ongoing basis, to make up for the shortfall in agricultural producers' income between the two crop seasons winter or cold season and summer or hot season. government, bank and beneficiaries the next 5 years development of a specific communication strategy aimed at nomads. it is important to develop a specific communication strategy to better target the group of pastoralists or nomads and caravanners on account of their nomadic lifestyle. the results of the field survey indicate that this group has not been adequately covere d through training and awareness -raising activities to the same degree as settled farmers or agro -pastoralists. government, bank and beneficiaries the next 6 months 18 v. overall pcr rating dimensions and criteria rating dimension a: relevance 3.5 relevance of project development objective ii.a.1 4 relevance of project design ii.a.2 3 dimension b: effectiveness 3 development objective do ii.b.4 3 dimension c: efficiency 3.0 timeliness ii.c.1 2 resource use efficiency ii.c.2 4 cost -benefit analysis ii.c.3 3 implementation status ip ii.c.4 3 dimension d: sustainability 2.5 financial sustainability ii.d.1 1 institutional sustainability and strengthening of capacities ii.d.2 3 ownership and sustainability of partnerships ii.d.3 3 environmental and social sustainability ii.d.4 3 average of the dimension ratings 3 overall project completion rating 3 19 vi acronyms and abbreviations acronym description afdb african development bank group bv catchment area piu project implementation unit rblf results -based logical framework crp regional programming framework bd bidding documents dpr direct payment request drslp - drought resilience and sustainable livelihood program in horn of africa countries - phase csp country strategy paper frr fund renewal request ip implementation status adf african development fund fdj djibouti franc nrm natural resource management ha hectare km kilometer maepe -rh ministry of agriculture, water resources, fishing, livestock and fishery resources do development objective pniasa national agricultural investment and food security programme prsdmsd drought resilience and sustainable livelihood programme in horn of africa countries paibv gourou basin integrated development project esmp environmental and social management plan gdp gross domestic product ppf project preparation fund pcr project completion report par project appraisal report scape accelerated growth and job promotion strategy rst terms of reference tm task manager err economic rate of return ua unit of account required attachment: updated implementation progress and results ipr report - the date should be the same as the pcr mission. 20 implementation progress and results ipr reportafrican development bank group a report summary and proposed actions report data report type: date of report: 09.11.2023 mission date if field mission launchfield supervision missionrmpsummary reviewother specify : completion mission from: 11 september 2023 to: 22 september 2023 prepared by: task manager: chantal umuhirealternate task manager: - division manager:pascal sanginga project data project code: pz1-aaz-037 financing instrument numbers: 2100150033443 project title: drought resilience and sustainable livelihood program in the horn of africa countries drslp country: djibouti sector : agriculture, rural development processing milestones - bank -approved financing only add delete rows depending on the number of financing sources key events bank -approved financing only disbursement and closing dates bank -approved financing only financing sourceinstrument 1: adf loan date approved: 17 june 2015 date signed: 12102015 date of entry into force: 12 february 2016 date effective for first disbursement : 23022016 financing sourceinstrument 1: adf loan cancelled amounts: na additional funding : na restructuring specify date amount involved: na extensions specify dates:1st extension 2 years : 31122022 2nd extension 6 months: 30062023 3rd extension 6 months : 30122023 financing sourceinstrument 1:adf loan first disbursement deadline: 60 months initial closing date: 31 december 2020 revised disbursement deadline if applicable: 96 months revised closing date if applicable: 30122023 21 financing sourceinstrument 2: na date approved:date signed:date of entry into force:date effective for first disbursement:date of actual first disbursement : - financing sourceinstrument 2: na cancelled amounts:additional funding : restructuring specify date amount involved:extensions specify dates:financing sourceinstrument 2:na first disbursement deadline:initial closing date:revised disbursement deadline if applicable: - revised closing date if applicable:funding sourceinstrument adddelete rows depending on the number of funding sources : foreign exchange ua: local currency ua: total in ua financing sourceinstrument 1: adf loan 7,744,866 3,755,134 11,500, financing sourceinstrument 2: na total: 7,744,866 3,755,134 11,500, funding sourceinstrument adddelete rows depending on the number of funding sources : disbursed to date amount, ua: disbursed to date : not disbursed to date amount, ua: not disbursed to date : financing sourceinstrument 1:11,051,018.20 96.10 448,981.10 3.90 financing sourceinstrument 2: total: 11,051,018.20 96.10 448,981.10 3.90 executing and implementing agency ies: ministry of agriculture, water resources, fishing, livestock and fishery resources maepa -rh co-financers and other external partners:government of djibouti performance status progress towards the development objective development objective do rating performance rating summary of main conclusions current previous - the objective of the project is to improve the drought and climate -change resilience of rural communities in the targeted areas, through improved availability and access to water, and the development of sustainable livelihoods. 98 of the activities linked to the project objective have been carried out. physical implementation has risen from 86.7 to 98.0 since the last supervision mission. 3 3 implementation progress implementation progress ip rating performance rating summary of main conclusions current previous - the commitment rate is 100 and the economic discount is around 96. most of the key activities have already been completed, with the exception of the 3 works contracts still to be finalized and the impact study, which is in progress. the project has achieved more than 88 of the expected outcomes 3 3 22 according to the preliminary data in the impact study. however, the sustainability of these interventions over time, especially at the end of specific project support, is not guaranteed. this is a challenge for both the government and the beneficiaries . consolidation measures need to be taken to ensure the long -term viability of the infrastructure already in place. overall performance classification project status pp, or n project status summary of main conclusions current previous - despite a difficult start -up and three extensions resulting from delays in implementing certain activities, the drslp project will be completed on 31 december 2023 and has a current physical implementation rate of 98. this performance is deemed satisfactory. over the past two years, the drslp project has made significant progress in the implementation of its activities, in particular through the completion of major works and procurements, enabling the achievement of expected results in many areas . significant efforts have gone into training and the distribution of agricultural inputs and improved small ruminants goats. the major works construction of new irrigated farms, rehabilitation of 180 ha of small, irrigated farms, construction of 20km of rural access roads bolli -adailou, and the procurement of cold equipment, goats and capacity -building for beneficiaries in several areas were completed after the removal of numerous constraints encountered during implementa tion. particular attention needs to be paid to the operationalization and sustainability of the infrastructure constructed, and to the implementation of the necessary attendant measures for genetic improvement programmes. most of the project's indicators h ave already been achieved, and the impact study, which is underway, will confirm the project's performance in achieving its outcomes . n n issues, risks and actions for management consideration issues affecting project implementationreport major challenges to project implementation and proposed actions for management attention complete actions can be del eted in future eers. main issues corrective measures responsible entity deadline status complete, in progress, not yet initiated the completion of two activities still in progress. ensure regular monitoring of these activities piu 31.12.2023national counterpart funds not disbursed on time this will require high -level dialogue to ensure that the counterpart funds are made available to projects on time. orceministry of finance - - main risks and mitigation measures report major risks to project implementation and proposed actions for management attention risks mitigation measures applied or proposed responsible entity deadline 23 - activities that may not be completed by the project closing date. - provide effective and regular management throughout the implementation process. governmentpiu 31.12.2023 management review and comments report reviewed by name date reviewed comments country manager na na - regional director nnenna mwabufo - - sector division manager pascal sanginga - - sector director martin fregene - - b results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logical framework and assess progress. the aim of the project is to improve the drought resilience of rural communities in the target areas in order to ensure good food security, by improving the availability of and access to water and ensuring the diversification of productive activities. outcome reporting outcome indicators as specified in the rlf, add rows as needed baseline value a most recent value b end-target expected value at project completion c progress towards end target realized b-ac-a assessment outcome 1: improved food security and incomes for rural households including those headed by women 1.1 food security level of households in the project area including those headed by women 45 8620 increase 205 the project has made remarkable progress on this indicator, with an improvement in household food security of 205, well in excess of the target set. in fact, the project was able to achieve a 41 increase, instead of 20 of the final target 1.2 household income growth rate fdj 338, fdj 420,30 increase80.86 the result is satisfactory for this outcome indicator, with a significant rise in household incomes noted at the time of the project's final evaluation, showing an achievement rate of 80.86 towards the target. outcome 2: increased agricultural and pastoral productivity and production 24 2.1. productivity of staple crops 1.7 to 2.8tha 4tha 40 increase 196 calculations are based on vegetable crop yields in the 200 farms supported by the project. the results show greatly improved productivity. productivity is up 196, with the target largely exceeded by the end of project activities. this is due to irrigation support and the use of high -yield inputs such as seeds and fertilizers. 2.2. livestock productivity growth rate goats 1.75 growth rate for goats 2.1 -growth rate for: sheepgoats 2, goats 140 the results in terms of livestock productivity are remarkable on the project sites. the impact study reveals that the goat population grew by 140 relative to the target, in areas where breeders benefited from the distribution of 1,040 goats by the piu. this helped to boost the animal population. the various household surveys show that goats are sold on the project sites at a culling rate of 15 the herd populati on. outcome 3: share of alternative sources of income for supported households including women 3.1. percentage of households engaged in alternative income -generating activities including women 3.1 6.2 20 increase 3.72 500 in terms of the proportion of households practicing alternative income -generating activities on drslp project sites, the progress recorded at project completion is highly satisfactory, with a calculated result of 210, well in excess of the target set for this out come indicator . 3.2. percentage contribution of diversification activities to household income including women3.1 6.2 20 increase 3.72 500 the contribution of diversification activities to the income of agro -pastoral households also showed a highly satisfactory result, with an achievement rate 500 for this outcome indicator, relative to the set target. outcome 4: improved sustainable access to natural resources water, pastureland 4.1 average minimum distance to nearest water source 1.5 km 1 km 30 reduction 1 km 100 a 100 achievement rate has been recorded, relative to the target set for this indicator on sustainable access to improved natural resources, and relative to the minimum distance travelled by households to the water point nearest to their dwelling. both for drinking water and for watering livestock. the progress recorded for this outcome indicator is highly satisfactory at the completion of the drslp project, following the investments made in the rehabilitation of hydraulic structures. 4.2. pastureland carrying capacity 5hatlu4hatlu 3hatlu 50 the project included preparation and maintenance work on forage plant nurseries. however, this activity was abolished when the lbs was revised, as it was not a priority for the beneficiaries, who preferred to enhance their pasture lands by improving their small farms and procuring forage plant seedlings to regenerate the rangelands. 25 outcome rating rating on project outcomes this report the previous report justification a rating of 2 or 1, along with proposed remedies, should be discussed in the issues, risks and actions for management section. 3 3 the impact of the project is assessed through the results of the outcome indicators, and the results obtained are satisfactory for 88 of the outcome indicators calculated, as indicated in the impact study. capacity -building institutional, organizational and human and awareness -raising activities significantly contribute to s trengthening of the project's impact. these measures also enable beneficiaries to take greater ownership of the outcomes, while ensuring the sustainability of the results obtained. the project's participatory approach and awareness -raising mechanisms have proven to be quite effective, considering that the piu has been able to achieve a substantial improvement in the level of access to water sources and water points, and ownership of the hydro -agricultural structures builtrehabilitated for the beneficiary r ural agro -pastoral households, on all sites in the project area. output reporting output indicators as specified in the rlf, add rows as needed most recent value overall target cumulative value expected at end of reporting year end target expected cumulative value at completionprogress towards target realized progress towards end target realized assessment output 1: : the construction of micro -dams is completed 1 1 1 100 100 construction works on 1 micro -dam and 6 dikesrecharge structures in the arta and ali -sabieh regions have been completed. output 2 : the construction of dykesrecharge structures is completed 6 6 6 100 100 output 3 : construction of equipped boreholes 4 3 3 133 100 construction works on 3 new boreholes have been completed at the wea arta, silalmia tadjourah and gagade dikhil sites, as well as rehabilitation of the mouloud borehole dikhil with upgraded equipment. these structures are operational. output 4 : irrigated farms are developed 132 132 ha 132 ha 100 100 planned constructionrehabilitation works on 188 ha of land in the arta and ali -sabieh regions have been completed. output 5 : vegetable farms are equippedha 56 56 ha 56 ha 100 100 output 6: number of paibv prepared. 4 4 4 100 100 four integrated watershed development projects have been completed by the consultancy firm. 26 output 7: representation of women in natural resource management nrm decision -making bodies 33 33 33 100 100 there is a 33 female representation in nrm decision -making bodies, and according to the results of the project's final impact study, there has been effective participation of women in decision -making and senior positions, as presidents of the various agro -pastoral organizations and agricultural cooperatives in djibouti. output 8: rural roads are rehabilitated through the treatment of critical areas km 20 20 km 20 km 100 100 the project has completed work on the bolli -adailou road. the road was inaugurated on 16 october 2021 by the prime minister on world food day. output 9: quantity of seedsinputssmall equipment distributed 4 4 lots of seeds 4 100 100 4 quantity lots of seedsinputssmall implements were distributed to 200 beneficiary agro -pastoral households living in watershed areas in the arta, dikhil and ali -sabieh regions. output 10: procurement of 3 crossbred goats 1040 3 3 34.67 34.67 the target was partially achieved, following a downward revision of the number of goats by the technical department, and delivery was carried out in accordance with the contract. 1, local goats and 40 exotic male goats were distributed to 200 beneficiary households , in the watershed areas of arta, ali -sabie h and dikhil. output 11: the cattle market is constructed 1 1 1 100 100the works have been completed and handed over. output 12: slaughter areas are rehabilitated 4 4 4 100 100 output 13: constructionrehabilitation of vaccination centres2 2 2 100 100 output 14: number of animal health facilities built rehabilitated equipped 1 1 1 100 100 output 15: mobile laboratories are equipped 1 1 1 100 100 the equipped mobile laboratory has been delivered to the livestock and veterinary services department. it is fully functional. 27 output 16: number of irrigation kits distributed 50 m2unit 1200 1200 1200 100 100 irrigation kits were delivered and installed on the farms of beneficiary agro -pastoralist households. output 17: number of laboratory staff trained including 50 women 2 2 2 100 100 the project has trained 2, beneficiaries from agro -pastoral cooperatives, including 900 women i.e., 45 on the following topics: 1improved farming techniques, 2 training to support the introduction of exotic billy goats, 3 gender training and awareness -raising, 4 community development trainingawareness -raising on climate change, nutrition, hivaids and other endemic diseases. output 18: number of staff members trained. 16 20 20 80 80 16 staff members from the technical departments of maepe -rh and the piu were trained. output 19 : procurement of power generators, submersible pumps, surface pumps and column pipes dhr - 1 single lot 1 100 100 the maintenance workshop of the directorate for rural water supply dhr has been reinforced with the 8 generators. some 8 surface submersible pumps and the column pipes have been supplied and were accepted by the directorate for rural water supply dhr. output 20 : number of awareness -raising workshops organized on gender, hivaids, climate change, nutritionhealth, etc. 20 20 20 100 100 the awareness -raising workshops focused on the following points: 1improved farming techniques, 2 training to support the introduction of exotic billy goats in households, 3 gender training and awareness -raising, 4 community development trainingawareness -raising on climate change, nutrition, hivaids and other endemic diseases. 28 output 21: a monitoringevaluation mechanism is set up. 1 1 1 100 100 the me system has been set up and is operational for monitoring project activities, under the supervision of the cep me manager. output 22: the esmp is implemented 1 1 1 100 100 the activities of cep's environmental and social expert are well underway, and the rate of implementation of the project's esmp measures is highly satisfactory. output 23 : number of gender -sensitive tools developed 20 20 20 100 100 the piu recruited a consortium of consultancy firms to develop the 20 gender -sensitive tools. output 24: number of quarterly reports produced 29 20 20 145 145 having benefited from a three -year extension, the project was able to exceed all set targets. the audit report for the 2022 financial year is expected at the bank no later than 30 june 2023, and the closing audit must be submitted no later than 30 april 20 24. output 25: number of audit reports approved5 5 5 100 100 output rating rating of project outputs this report the previous report justification a rating of 2 or 1, along with proposed remedies, should be discussed in the issues, risks and actions for management section. 3 4 the overall performance of the project is deemed satisfactory. the current physical implementation rate is estimated at 98. the latest 6 -month extension has been possible thanks to savings on previous procurements. only three contacts are still in progres s, to be closed by 31 december 2023. the overall performance of the project is deemed satisfactory. despite a difficult start -up and three extensions resulting from delays in implementing certain activities, the drslp project will be completed on 31 de cember 2023 and has a current physical implementation rate of 101. significant efforts have gone into the training of agropastoral households and the distribution of agricultural inputs and improved billy goats. rehabilitation works on the large, irrigated farms, and the small farms in weima and beyya dader, construction of 20 km of rural access roads boli -adaillou, and procurement of cold -storage equipment, etc. were completed after the elimination of numerous constraints encountered during implementati on. particular attention needs to be paid to the operationalization and sustainability of the hydro -agricultural infrastructures and structures constructed, and to the implementation of the local technical support measures needed to guide the producer orga nizations of the beneficiary agro -pastoralist households. development objective do rating 29 development objective do rating this report the previous report justification a rating of 2 or 1, along with proposed remedies, should be discussed in the issues, risks and actions for management section. 3 3 considering the project's physical implementation rate, the project's objectives will be achieved . we note that all project activities were carried out in the 4 project components. a physical implementation rate of 101 was recorded at completion. in addition, the project's outcome indicators are satisfactory, with the majority of targets met or exceeded. the project's development objective has been fully achieved for the beneficiary communitie s in the project sites. household food security is improving significantly, and household incomes in the sites are on the rise, with activities in the agro -pastoral sector strengthened by project investments that have guaranteed sustainability. unexpected or additional outcomes or outputs optional indicator add rows as needed baseline value end target most recent value 1. 1. 1. 1.

1 pcr template version 10232014 i basic data a report data report date date of report: september 2023 mission date if field mission from: na to: na b responsible bank staff positions at approval at completion regional director director general rdge: gabriel negatu director general rdge: nnenna nwabuf o country manager na na sector director ousseynou nakoulima daniel schroth sector manager monojeet pal monojeet pal task manager namho oh adele boadzo alternate task manager pcr team leaderpcr team members c project data project name: scaling-up the clean cooking industry in africa , multi-country ghana, kenya, cameroon project code: p-z1-fz0-018 instrument numbers: grant no. 5700155003101 project type: technical assistance sector: energy country: multi-country ghana, kenya, cameroon environmental categorization 1 -3: na processing milestones - bank approved financing only adddelete rows depending on the number of financing sources key events bank approved financing only disbursement and closing dates bank approved financing only financing source instrument1:grant no. 5700155003101 financing source instrument1: fund for african private sector assistance fapa grant financing source instrument1: fund for african private sector assistance fapa grant date approved: 28 june 2018 cancelled amounts: nil deadline: original disbursement 31 december 2022 project completion report for public sector operations pcr african development bank group this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 2 pcr template version 1023 2014 date signed: na supplementary financing: nil original closing date: 31 december 2022 date of entry into force : 1 january 2019 restructuring specify date amount involved : na revised if applicable disbursement deadline:na date effective for 1st disbursement: 11 march 2019 extensions specify dates : 30 september 2020 to 31 july 2022 revised if applicable closing date: na date of actual 1st disbursement: 8 april 2019 financing sourceinstrument adddelete rows depending on the number of financing sources : disbursed amount amount, ua: percentage disbursed : und isbursed amount ua: percentage undisbursed : financing source instrument1: fapa ua 765, 662 100 0 0 financing source instrument2:government :other eg. co -financiers. add rows as needed total ua 765, 662 100 0 0 d management review and comments report reviewed by name date reviewed comments country manager nasector manager monojeet pal regional director as chair of country team nnenna nwabuf osector director daniel schroth ii project performance assessment a relevance 1. relevance of project development objective rating * narrative assessment max 250 words 2 the project aimed to promote clean cooking solutions throughout the industry's value chain in ghana , kenya, and cameroon and focused on regulatory bodies and key players in the clean cooking sector. the project objectives included improving policies, standards, and labeling for cookstove quality, supporting three cookstove enterprises, enhancing the lpg regulatory framework with technical assistance, and providing women in cameroon with training opportunities. the program offered technical assistance ta t hrough the global alliance for clean cookstoves gacc1 and the global lpg partnership glpgp through a contracting arrangement . gacc focused on providing standards and labeling support in kenya and ghana, while also building the capacity of three cookstove enterprises bidhaa sasa, havgas lpg, circle gas. the glp gp, provided a training and certification program designed to educate lpg companies and distributors in cameroon on best distribution practices . kenya and ghana have integrated clean cooking into their national policies and sustainable energy for all se4all initiative, aiming for universal clean cooking access by 2030 in their intended nationally determined contributions 1 now known as the clean cook ing alliance cca this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 3 pcr template version 1023 2014 indcs. cameroon views the energy sector as pivotal for its 2035 development plans. teaming up with the global liquefied petroleum gas partnership glpgp , they announced an lpg master plan in december 2016 to elevate household lpg usage to 58 approximately 18 million people by 2030. the plan involves investments in lpg equipment, supply chain improvements, and policy enhancements. policy priorities remained the same throughout implementation. in addition, , the project maintained its relevance by aligning with the bank's new deal on energy for africa strategy, which is designed to achieve the goal of light up and power africa in the context of the bank's high 5s agenda. the project's focus on scaling up clean cooking solutions aligns with the flagship programs prioritized within the new deal on energy for africa. additionally, the project's efforts to accelerate private sector growth in the ener gy sector, specificall y within the cookstoves, fuels, and lpg industry, closely align with the bank's private sector development strategy. the rating for relevance of project development objective is satisfactory. * for all ratings in the pcr use the following scale: 4 highly satisfactory , 3 satisfactory , 2 unsatisfactory , 1 highly unsatisfactory 2. relevance of project design rating * narrative assessment max 250 words 3 the project design aimed to enhance the human resource capacity and physical infrastructure of clean cooking enterprises to facilitate their expansion . at appraisal the project had f ive components namely : 1. component 1 - strengthen enterprise engagement in the development of national cookstoves standards and labelling programs in ghana and kenya 2. component 2 - provide targeted capacity building for ghanaian and kenyan clean cookstove and fuel enterprises, and support the development of consumer financing pilots 3. component 3 - provide advisory support for ghana cylinder, a quasi -government owned company 4. component 4 - training and certification of the lpg distribution players, and safety audit of the filling plants in cameroon 5. component 5 - women's lpg entrepreneurship program in cameroon the essence of project broadly remained unchanged with regard to scope, design and implementation. the bank collaborat ed with two reputable organizations, gacc and glpgp as the two executing entities , who are actively engaged with governments in promoting the clean cooking agenda in african countries .. leveraging the existing delivery modalities within gacc and glpgp facilitated the smooth and efficient implementation of various support schemes. gacc adopted a two -tiered management structure with in -country market managers in kenya and ghana, along with staff at gacc headquarters. their oversight of sub -contractors, consultants, and grantees ensured responsible utilization of donor funds within the contractual framework. glpgp staff, both within cameroon and outside the country, provided oversight for the activities under the glpgp component. in summary, the project's design resulted in the attainment of expected outputs and the fulfillment of some project development objective s, despite the delays in implementation and project closure . as a result, the project design is assessed as satisfactory. 3. lessons learned related to relevance key issues max 5, add rows as needed lessons learned target audience 1. timeframe of the project was insufficient . 1. the originally allocated timeframe in the project agreement document 2 years proved to be insufficient, considering the logistical delays partly linked to the covid -19 pandemic midway through the implementation period and afdb this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 4 pcr template version 1023 2014 field visit setbacks that impacted the timeline for technical studies development. for instance , in cameroon , with the onset of covid -19, the delay in cylinder delivery by the selected compan ies significantly impacted the morale, marketing efforts, sales, and profitability of start -up businesses involved in the glpgp component. b effectiveness 1. progress towards the project's development objective project purpose comments provide a brief description of the project components and the context in which it was designed and implemented. state the p roject development objective usually the project purpose as set out in the rlf and assess progress. unanticipated outcomes should also be accounted for, as well as specific reference of gender equality in the project. the consistency of the assumptions that link the different levels of the results chain in the rlf should also be considered. indicative max length: 400 words. the project's overarching aim was to fortify the clean cookstove and fuel markets across three pivotal african nations, with a focus on fostering sustained growth and positive impacts on health, gender equality, climate, and livelihoods. across various pro ject components, substantial strides were accomplished. in ghana, collaboration with the energy commission and the council for sci entific and industrial research bolstered cookstove regulations. these efforts emphasized establishing a clear trajectory for biomass stove standards, ultimately enhancing product quality and safety. similarly, in kenya, the project played a crucial role in engagin g stakeholders to set standards. after grappling with initial standards, a comprehensive review process resulted in new standards better aligned with the capabilities of the market. conducting a comprehensive assessment in ghana and kenya revealed barriers hindering market growth. consequently, tailored advisory services were offered to selected enterprises, focusing on scalability and implementing technologies to improve acce ssibilit y. an appointed advisor supported ghana's cylinder manufacturing company, aiming to privatize operations and secure investments for cylinder production --an integral part of ghana's cylinder recirculation model , which was launched in 2023. in cameroon, safety audits assessed lpg filling plants, offering risk -mitigating suggestions. safety training for wholesalers reinforced protocol adherence. a women's entrepreneurship program trained staff to become lpg distributors, showing promising sale s. the african cookstoves and fuel sector lags behind solar and mobile markets, struggling to attract investment due to risk. despit e this, ghana and kenya show innovation, attracting capital. lpg gains traction as a clean cooking solution in cameroon, yet its supply chain needs expansion. overall, the sector seeks investment for growth, presenting potential in emerging markets. the primary goal of the project was to support an enabling environment for the growth of clean cookstove and fuel markets in three crucial african markets, with the aim of enhancing the sector's long -term sustainability and contributing to better health, gender equality, climate, and livelihood outcom es. the project has largely succeeded in fulfilling these objectives, and achievements have been recorded across all focus areas of the project. the progress of each component of the project is detailed below: overall , the scaling -up the clean cooking industry in africa project has achieved some objectives. the measures implemented through the project have yielded positive outcomes . this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 5 pcr template version 1023 2014 2. outcome reporting outcome indicators as per rlf; add more rows as needed baseline value year a most recent value b end target c expected value at project completion progress towards target realized [b-ac -a] narrative assessmentindicative max length: 50 words per outcome core sector indicator yesno outcome 1: increased sales numbers and clean cooking solutions adoption ghana: 0 companies kenya : 0 companies ghana: 0 companies kenya: 0 companies ghana: 4 companies show 10 increased sales kenya : 3 companies show 10 increased sales 0 not achieved during the project . although the capacity of enterprises in the clean cooking industry value chain, including cookstoves and fuels such as lpg, was enhanced, there was no notable increase in sales observed among companies in kenya and ghan a during the period of project implementation . however, the enterprises expect to reach over 1 million households by 202 6. yes outcome 2: number of enterprises complying with the standards and labels ghana: 10 kenya: 0 ghana: 10 kenya: 0 ghana: 20 companies kenya: 15 companies 29 not achieved during the project . although enabling regulatory environments have been established and compliance measures have been implemented, there is no available record of the number of companies that have actually complied as a result. no rating * see ipr methodology narrative assessment1 the assessment of the outcome level is considered highly unsatisfactory due to the unavailability of data regarding sales in kenya and ghana, as well as a lack of clarity regarding the number of enterprises complying with the new standards and labeling measures. however, some additional outcomes were observed . through the standards labeling program in kenya, the release of the new ks 1814 :20192 standard , specifically addressing the challenges faced during the implementation of ks 1814:2018 . with regard to the gl plpg component in cameroon, the women's associations collectively sold 220 new cylinders, 219 regulators, and completed 8,764 refills, generating a revenue of 62,509,540 fcfa, which is approximately equivalent to usd 108,. these results demonstrate the positive impact of the program and the potential for empowering women entrepreneurs in the lpg sector . one of the enterprises, bidhaa sasa, used the capacity building and business development support and in 2022 raised debt financing from the spark+ africa fund, a clean cooking focused impact investment fund which the afdb was instrumental in establishing in collaboration with the gacc . additionally, gacc has also leveraged the scaling -up the clean cooking industry in africa project to mobilise usd 100, in donor funding to develop a follow -up project to support more clean cooking enterprises with capacity building and operational support . in january 2022, circle gas announced an investment by japanese trading and investment company, marubeni corporation 2 kenya standard -- biomass stoves - specification this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 6 pcr template version 1023 2014 3. output reporting output indicators as specified in the rlf; add more rows as needed most recent value a end target b expected value at project completion progress towards target realized ab narrative assessmentindicative max length: 50 words per out put core sector indicator yesno output 1: number of manufacturers, distributors, and partners that have been educated ghana :3 kenya: 12 ghana 20: kenya: 15 ghana: 15 kenya: 80 partially achieved . four enterprises including bidhaa sasa, havgas, circle gas and the ghana cylinder manufacturing company received training on business plans, marketing, financial modelling. additionally , enterprises were trained during the standards labelling trainings in g hana and kenya. yes output 2: number of clean cooking enterprises identified and provided with technical assistance ghana: 1 companies kenya: 3 companies ghana: 1 compan y kenya: 3 companies ghana: 100 kenya: 100 achieved . four enterprises, namely bidhaa sasa, havgas, circle gas, and the ghana cylinder manufacturing company, received technical assistance ta support for digitizing their manual operations. this included areas such as customer relationship management, inventory management, and loan processing. additionally, ta was provided for th e creation of it infrastructure systems to streamline and enhance their operations . yes output 3: number of cylinders and stoves produced cylinders: 120, stoves: 200, cylinders: 240, stoves: 400, cylinders: 50 stoves: 50 not achieved . gacc offered advisory support to the ghana cylinder manufacturing company, and they are projected to reach a distribution of 700,00 cylinders over the next 5 years , once the advised measures are fully implemented andthere is increased local lpg demand . th ese projections also hinge on the government 's ability to fully adopt the cylinder recirculation model and implement the government lpg policy goal. no rating * see ipr methodology narrative assessment 2 the rating of output is unsatisfactory . one indicator was fully achiev ed, w hile two were partially achieved. ghana cylinder ma nufacturing company gcmc underwent a restructuring involving the creation of a new business strategy , updated financial projections and operations capacity building. although ghana fell short of its objectives in expanding outreach to more enterprises, the assistance provided to gcmc, a prominent cylinder manufacturing company in ghana, and the establishment of the cylinder recirculation model have generated a benefici al ripple effect within ghana's lpg industry. this initiative is set to be massively implemented in the upcoming years, aiming to significantly increase the adoption of lpg throughout the country. this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 7 pcr template version 1023 2014 4. development objective do rating do rating derived from updated ipr * narrative assessment indicative max length: 250 words 1 the development objective do rating is highly unsatisfactory . the output on cylinder and stove distribution was not achieved. gacc has successfully provided support for targeted business development support to gcmc , however, the development objective for the distribution of cylinders and stoves is yet to be achieved. based on the identification and outline of gcmc's business development needs, gcmc has been better able to engage the ministry of energy, which is a 100 shareholder, on gcmc's growth plans. additionally, gcmc has been able to streamline its participation in ghana's national cylinder recirculation model rollout, to which gcmc has been contributing. 5. beneficiaries add rows as needed actual a planned b progress towards target realized ab of women category eg. farmers, students 23 clean cookstove enterprises received training35 clean cookstove enterprises received training66 not available management and staff 4 en terprises received capa city building support 4 enterprises received capacity building support 100 not available management and staff 6. gender equality assessment on the performance of gender equality in the operation indicative max length: 250 words as part of the glpgp component, the women entrepreneurship program for lpg in cameroon was initiated. 24 women's associations were equipped with an inventory of liquefied petroleum gas lpg cylinders and related equipment. additionally, the staff of these associations received training to enable them to act as distributors for lpg marketing companies . these associations registered businesses that became operational progressively through the months of january to july 2020 depending on registration processes, lease acquisitions and available funding. the support of ministry of water resources and energy minee and the companies b oosted the installation of the businesses . five months into the program, starting from its initiation through may 2020, visits were conducted to various associations af ter businesses resumed operations. during these visits, progress reports were gathered from 20 associations, specifically focusing on their sales performance, achievements, and encountered challenges. among the collected data, the sales records of 12 associations were examined. they collectively reported the sale of 112 new cylinders and 3,601 refills, resulting in a total revenue equiv alent to usd 44, . 7. unanticipated or additional outcomes add rows as needed description type eg. gender, climate change, social, other positive or negative impact on project high, medium, low 1. the sl components successfully enhanced the understanding of ccak members regarding the crucial role of standards and labeling in other positive medium this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 8 pcr template version 1023 2014 stimulating market growth. the timing of the training and emphasis on sl was deemed appropriate, considering that the approved biomass standards in kenya are mandatory for all biomass cookstove manufacturers and distributors. participants expressed the need for ongoing follow -up to assess the value of sl implementation as the market and sector stakeholders continue to evolve. 2. ghana's government's focus on incorporating minimum standards has heightened stakeholders' awareness, including ghacco ghana alliance for clean cookstoves and biomass stove manufacturers, of the imperative to produce and sell stoves that meet or exceed the country's biomass stove standards. the project has also underscored the importance of testing centers offering constructive feedback to manufacturers, an d these centers are willing to collaborate with manufacturers to enhance their stoves. the sense of urgency in meeting standards is evident, and stakeholders are motivated to take necessary actions without delay. other positive high 8. lessons learned related to effectiveness add rows as needed key issues max 5, add rows as needed lessons learned target audience 1. during the implementation of gacc components, there was a lack of effective tracking or reporting on certain outcome and output indicators related to improvements in sales figures for the clean cookstoves of the enterprises that received technical assistance ta support. as a result, a comprehensive assessment of this key sector indicator could not be conducted. 1. task managers and executing entities are responsible for ensuring that executing entities track and report on all indicators throughout the project, from its inception to its completion. it is crucial to establish robust monitoring and reporting systems to capture relevant data and measure progress towards the project's objectives. by closely monitoring the indicators, task managers can ensure that the project stays on track and that the desired outcomes are achieved. regular communication and collaboration between the task managers and exec uting entities are essential to address any challenges and ensure comprehensive reporting of all indicators. furthermore, the project management budgets may include financial resources to conduct quick field surveys to measure certain key indicators. afdb , executing entities 2. the support provided to women's associations was primarily focused on purchasing infrastructure. however, there was an opportunity to enhance the assistance by addressing wider business policy -related matters. for instance, facilitating enabling policies could have significantly boosted the adoption of liquefied petroleum gas lpg and increased the revenues of women's associations. one crucial area where support was lacking pertained to legal assistance. this could have aided in managing the necessary documentation required to initiate and run businesses effectively. additionally, there was a distinct need for support in terms of bus iness operations to assist in formulating robust business plans geared 2. similar clean cooking programs geared at women in the future , could offer comprehensive support that encompasses infrastructure investment alongside capacity -building programs. this could involve workshops, mentorship programs, and training sessions focusing on business planning, financial management, and legal compliance. furthermore, the programs could collaborate with relevant stakeholders and policymakers to address regulatory gaps and create a conducive environment for these associations to thrive . afdb, gplpg this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 9 pcr template version 1023 2014 towards profitability and ensuring long -term sustainability. c efficiency 1. timeliness planned project duration - years a as per par actual implementation time - years b from e ffectiveness for 1st disb. ratio of planned and actual implementation time ab rating * 2 years 3 years 0.67 2 narrative assessment indicative max length: 250 words the project , initially designed for two years, required an additional one -year extension to achieve full implementation over three years. throughout this period, the project encountered various implementation challenges, including delays caused by the covid -19 pandemic, which affected the progress of certain technical studies and fieldwork . 2. resource use efficiency median physical implementation of rlf outputs financed by all financiers a see ii.b.3 commitment rate b see table 1.c - total commitment rate of all financiers ratio of the median percentage physical implementation and commitment rate ab rating * 65 100 0.65 2 narrative assessment indicative max length: 250 words the project was allocated a total budget of usd 995,360, which was fully funded by fapa fund for african private sector assistance. all grant resources were committed and disbursed. the original budget allocation, as outlined below, remained unchanged throughout the implementation phase: technical assistance amount usdenterprise engagement in local cookstoves standards labeling program in ghana and kenya120,330targeted capacity building for kenyan and ghanaian enterprises271,380ghana cylinder advisory support108,300training and certification of the lpg distribution players in cameroon181,724safety audit of the filling plants in cameroon118,206women's lpg entrepreneurship program in cameroon195,420total project cost995,360 in summary, the grant resources were utilized to achieve some outcomes. the financing allocated for various activities was used to accomplish the desired results. financial processes, including the selection and disbursement of funds for sub -contracted activities and hiring contractors for technical studies, were tra nsparent and documented in regular reports. the project has delivered some planned outputs within the allocated budget. this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 10 pcr template version 1023 2014 3. cost benefit analysis economic rate of return at appraisal a updated economic rate of return at completion b ratio of the economic rate of return at completion and at appraisal ba rating * not applicable. no cost benefit analysis was undertaken at appraisal, due to the nature of the intervention grant not applicable not applicable na narrative assessment indicative max length: 250 words na due to the nature of the grant, which primarily involves providing technical assistance to promote the growth of clean cooking solutions in the industry, traditional cost -benefit analysis methods such as economic rate of return err, financial rate of return frr, and internal rate of return irr are not applicable. the focus of the grant is on supporting the development and expansion of clean cooking solutions across the value chain, rather than generating direct financial returns or measuring economic profitability. the evaluation of the grant's success and impact is based on the achievement of planned objectives and outcomes rather than finan cial indicators. 4. implementation progress ip ip rating derived from updated ipr * narrative comments commenting specifically on those ip items that were rated unsatisfactory or highly unsatisfactory, as per last ipr. indicative max length: 500 words na no ipr implementation progress and results report . in general, fapa -financed projects began following the ipr process from 2021 and accordingly this project which was approved ear lier and was drawing to a close in late 2021 i.e., disbursement of over 90 followed th e beneficiary quarterly reports process. 5. lessons learned related to efficiency key issues max 5, add rows as needed lessons learned target audience the execution of this project was made possible through strategic partnerships with two renowned global organizations specializing in clean cooking initiatives. these organizations boast extensive experience and a deep -rooted involvement with small to medium enterprises, which constitute the core beneficiaries of this program. specifically, gacc and gl plpg, demonstrated their ability to mobilize dedicated in -country teams to collaborate directly with enterprises. looking ahead, it would be advantageous for the bank to sustain its efforts in advancing clean cooking adoption by forging partnerships with like -minded organizations. the bank could extend the success of this model by incorporating it into other national electricity programs. this collaborative approach carried several advantages, including fostering more effective communication, expertise, and ensured that the project's interventions were tailored to the specific needs and contexts of the target regions. this direct engagement allowed for the development of customized solutions, which addressed the technical aspects of clean cooking technology, cultural, social, and economic factors that influence adoption and sustainability. afdb this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 11 pcr template version 1023 2014 d sustainability 1. financial sustainability rating * narrative assessment indicative max length: 250 words 3 the project's design incorporate d financial sustainability by focusing on creating conducive environments and promoting enterprise development within the clean cooking industry in ghana, kenya, and cameroon. although the immediate sales figures weren't captured within the project's implementation timeframe, measures have been initiated to secure the long -term financial sustainability of program components. for instance, gacc continues to engage with chosen pri vate sector organizations through subsequent private sector development programs, monitoring their progress for success. this ongoing collaboration ensures sustained partnerships and assessments, reinforcing the overall financial stability of these entities. furthermore , these follow -up initiatives are expected to cultivate a stream of financially viable businesses, laying a foundation for future investments in the sector. additionally, the selected enterprises received assistance in preparing for investment rounds, empo wering them to improve their strategic development, operations, products, and services. this enhancement aims to generate value within these enterprises, making them more appealing to potential investors. 2. institutional sustainability and strengthening of capacities rating * narrative assessment indicative max length: 250 words 4 to ensure long -term sustainability, the project was implemented by global agencies in the clean cooking sector, namely gacc and glpgp. these organizations possess strong coordination abilities and extensive sector experience, which were crucial in providing technical assistance ta support to enterprises and conducting training activities. the project focused on targeted capacity building for clean cookstove and fuel enterprises in ghana and kenya, as well as supporting the development of consumer financing pilots. in cameroon, the project strengthen ed the regulatory environment for lpg by providing training and certification to participants in lpg distribution, as well as conducting safety audits of lpg cylinder filling plants nationwide. another important aspect of the project was the training and start -up support provided to women lpg entrepreneurs, enabling them to establish community -level lpg distribution businesses . this initiative not only improved female -led businesses but also contributed to enhancing the livelihoods of communities. 3. ownership and sustainability of partnerships rating * narrative assessment indicative max length: 250 words 3 the effective implementation of the project can be attributed to the ownership and commitment demonstrated by the governments, agencies, and enterprises involved. through this project, government s were able to establish a clear roadmap and process for achieving biomass stove standards over a defined period of time . in ghana, the standards and labeling sl initiative supported the energy commission ec to create improved regulations for enhanced cookstoves. working alongside ghana's ec, gacc focused on strengthening the capacity of csir -iir test lab and streamlining the accreditation process. this effort facilitated the establishment of clearer pathways to achieving biomass stove standards in a shorter time frame. the project's impact will enhance ghana's clean cooking sector by promoting standards ad option, elevating product quality, safety, and efficiency. notably, the ministry of energy plans to integrate these standards into al l biomass stove projects, a significant shift from previous practices. in kenya, gacc played a pivotal role in engaging stakeholders and enterprises in the nation's standards and voluntary labeling program. technical support to the clean cooking association of kenya ccak was crucial. although the initial standard set high benchmarks, its mandatory status risked d isrupting the biomass cookstove market. subsequently, a comprehensive review process led to the release of the revised ks 1814:2019 standard, specifically addressing challenges from ks 1814:2018 implementation. this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 12 pcr template version 1023 2014 moreover, the project has stimulated technology innovation and advancements within the clean cooking industry. as the sector continues to evolve, the project has played a crucial role in driving continuous improvement and encouraging the adoption of new te chnologies. 4. environmental and social sustainability rating * narrative assessment indicative max length: 250 words na the pr oject has had a positive impact on both environmental and social sustainability by promoting the adoption of clean cooking solutions. by encouraging the use of cleaner fuels and reducing the reliance on solid biomass for cooking, the project has contributed to mitigating the harmful effects associated with the use of wood and charcoal, such as health issues, environmental degradation, and adverse impacts on livelihoods. one of the key objectives of the pro ject was to support delivery models that prioritize the g rowth of clean cooking solutions, which offer multiple benefits to consumers. these solutions focus on improving efficiency, reducing emissions, promoting better health outcomes, and saving time, particularly for women and children who are often disproport ionately affected by the negative consequences of traditional cooking methods. by addressing environmental and social challenges associated with traditional cooking practices, the program has contributed to a more sustainable future for the target populations. 5. lessons learned related to sustainability key issues max 5, add rows as needed lessons learned target audience 1. certain operationa l indicators e.g. cylinder sales in specific components of the project were not effectively tracked or monitored. as a result, there was a lack of comprehensive data on these indicators, which hindered the complete assessment of the financial performance and outcomes of those particular components. it is crucial to establish clear communication and understanding among all stakeholders at the inception of the project to ensure proper tracking of financial indicators. by aligning everyone's expectations and responsibilities from the start, the project team can establish robust monitoring systems and allocate appropriate resource s. afdb, executing entities performance of stakeholders 1. bank performance rating * narrative assessment by the borrower on the bank's performance, as well as any other aspects of the project both quantitative and qualitative . see guidance note on issues to cover. indicative max length: 250 words 2 this is a bank executed projec t the bank is the legal beneficiary of the grant. the performance of the bank in collaboration with executing entities was deemed satisfactory, with the exception of delays attributed to the impact of the covid -19 pandemic. both gacc and glplgp exhibited commitment and leadership in the design and implementation of the program. they demonstrated compliance with fiduciary requirements and displayed satisfactory financial management by regularly submitting reports. the implementation partners were responsive to the bank's communications and reporting requirements. comments to be inserted by the bank on its own performance both quantitative and qualitative. see guidance note on issues to cover. indicative max length: 250 words the bank's involvement with the executing entities has had a significant impact on the project's implementation and has set the stage for future investment support in various clean cooking solutions that can be replicated throughout africa. drawing from its expertise in delivering similar projects, the bank has played a n important role in conceptualizing and managing the project. despite initial delays, particularly due to the onset of the covid -19 pandemic, the bank displayed this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 13 pcr template version 1023 2014 remarkable efficiency in collaborating with all involved parties to recommence project processing upon activity completion. this involved conducting multiple update calls and check -ins with project partners. consequently, the bank efficiently processed extension requests and timelines were adjusted accordingly . key issues related to bank performance, max 5, add rows as needed lessons learned 1. the transition of task managers, with the departure of the original task manager from the bank, resulted in delays in completing the final project reporting activities. this change in personnel and some documentation gaps disrupted the continuity and coordination of the reporting process . 1. projects should include alternate task managers during project implementation to ensure continuity and seamless transition until the end of the project , with all documentation in place . 2. borrower performance rating * narrative assessment on the borrower performance to be inserted by the bank both quantitative and qualitative, depending on available information. see guidance note. indicative max length: 250 words na this is a bank executed project the bank is the legal beneficiary of the grant. comments to be inserted by the borrower on its own performance both quantitative and qualitative. see guidance note on issues to cover. indicative max length: 250 words na key issues related to borrower performance , max 5, add rows as needed lessons learned 3. performance of other stakeholders rating * narrative assessment on the performance of other stakeholders, including co -financiers, contractors and service providers. see guidance note on issues to cover. indicative max length: 250 words na the program offered technical assistance ta through the global alliance for clean cookstoves gacc3 and the global lpg partnership glpgp through a contracting arrangement . gacc and gplpg supported the project extension to address delays and ensure the completion of activities and achievement of results. communication channels were established between the afdb and the executing entities , with the task manager engaging with the project managers. key issues related to performance of other stakeholders , max 5, add rows as needed lessons learned max 5 target audience for lessons learned 1. reporting on revenue figures for private entities was incomplete for some private entities acknowledging the existence of gaps in reporting, executing entities perceive this as a learning opportunity to derive lessons for future project implementations. both the bank and the executing entities are committed to leveraging these lessons learned to ensure more robust, transparent, and efficient execution of future projects, thereby advancing towards greater success and impactful outcomes. 1. bank and executing entities 3 now known as the clean cook ing alliance cca this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 14 pcr template version 1023 2014 iv summary of key lessons learned and recommendations 1. key lessons learned key issues max 5, add rows as needed key lessons learned target audience 1. timeframe of the project was insufficient 1. the originally allocated timeframe in the project document 2 years proved to be insufficient, considering the logistical delays and field visit setbacks that impacted the technical studies development plan timeline for gacc and glpgp. therefore, a longer imple mentation time period, specifically three years, would have been recommended to accommodate these challenges and ensure smooth project implementation. afdb 2. during the implementation of gacc components, there was a lack of effective tracking or reporting on certain outcome and output indicators related to improvements in sales figures for the clean cookstoves of the enterprises that received technical assistance ta support. as a result, a comprehensive assessment of this key sector indicator could not be conducted. 2. task managers are responsible for ensuring that executing entities track and report on all indicators throughout the project, from its inception to its completion. it is crucial to establish robust monitoring and reporting systems to capture relevant data and measure progress towards the project's objectives. by closely monitoring the indicators, task managers can ensure that the project stays on track and that the desired outcomes are achieved. regular communication and collaboration between the task managers and executing entities are essential to address any challenges and ensure comprehensive reporting of all indicators. afdb 3. the successful execution of this project was made possible through strategic partnerships with two global organizations specializing in clean cooking initiatives. these organizations boast extensive experience and a deep -rooted involvement with small to medium enterprises, which constitute the core beneficiaries of this program. specifically, gacc and glplpg, demonstrated their ability to mobilize dedicated in -country tea ms to collaborate directly with enterprises. this collaborative approach carried several advantages, including fostering more effective communication, expertise, and ensured that the project's interventions were tailored to the specific needs and contexts of the target regions. this direct engagement allowed for the development of customized solutions, which addressed the technical aspects of clean cooking technology, cultural, social, and economic factors that influence adoption and sustainability. looking ahead, it would be advantageous for the bank to sustain its efforts in advancing clean cooking adoption by forging partnerships with like -minded organizations. the bank could extend the success of this model by incorporating it into other national electri city programs. afdb 4. certain operational indicators e.g. cylinder sales in specific components of the project were not effectively tracked or monitored. as a result, there was a lack of comprehensive data on these indicators, which hindered 4.it is crucial to establish clear communication and understanding among all stakeholders at the inception of the project to ensure proper tracking of financial indicators. by aligning everyone's expectations and responsibilities from the start, the afdb, executing entities this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 15 pcr template version 1023 2014 the complete assessment of the financial performance and outcomes of those particular components. project team can establish robust financial monitoring systems and allocate appropriate resource s. 2. key recommendations with particular emphasis on ensuring sustainability of project benefits key issue max 10, add rows as needed key recommendation responsible deadline 1. improving the linkage between project components with outputs and outcome indicators 1. the connection between outcome indicators and project inputs should be carefully planned and mapped out during the project design phase. this involves identifying the key inputs required to achieve the desired outcomes and establishing the specific indicators that will measure the success or progress towards those outcomes. task managers v overall pcr rating dimensions and criteria rating * dimension a: relevancerelevance of project development objective ii.a.1 2 relevance of project design ii.a.2 3 dimension b: effectivenessdevelopment objective do ii.b.4 1 dimension c: efficiencytimeliness ii.c.1 2 resource use efficiency ii.c.2 2 cost -benefit analysis ii.c.3 na implementation progress ip ii.c.4 na dimension d: sustainabilityfinancial sustainability ii.d.1 3 institutional sustainability and strengthening of capacities ii.d.2 4 ownership and sustainability of partnerships ii.d.3 3 environmental and social sustainability ii.d.4 na average of the dimension ratings 2.5 overall project completion rating 3 vi acronyms and abbreviations acronym add rows as needed full name afdb african development bank ccak clean cooking association of kenya this template is provided to help operations teams understand what is needed for pcr. all pcrs should be completed and submitted online using the bank results reporting system rrs . 16 pcr template version 1023 2014 fapa fund for african private assistance gacc global alliance for clean cookstoves ghacco ghana alliance for clean cookstoves and fuels glpgp the global lpg partnershipgoc government of cameroongsa ghana standards authorityindcs intended nationally determined contributions lpg liquefied petroleum gaspayg pay as you go se4all sustainable energy for allsme small and medium -sized enterprise slstandards and labelingunf united nations foundation vat value -added tax

Implementation progress and results report ipr a. report summary and proposed actions report data project name: green zones development support project -phase 2 project code: p-ke-aad -005 country kenya sector: forestry plantations environmental categorization 2-category 2 report type: date of report: 27.06.2024 mission: desk supervision 5 from: 21.05.2024 to: 23.05.2024 prepared by task manager: onesmus waweru maina alternate task manager : division manager : sanginga cigoho pascal ahai4 project data project financing in uac financing sourceinstrument foreign currency local currency totala.d.b. project 3,748,.00 662,.00 4,410,.00a.d.f. project 7,686,741.00 22,003,259.00 29,690,.00governmentbeneficiary project 862,.00 2,538,.00 3,400,.00t o t a l 12,296,741.00 25,203,259.00 37,500,.00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 2203402 03.12.2018 23.04.2019 15.07.2019 15.07.2019 31.12.2025 2100150040546 03.12.2018 23.04.2019 15.07.2019 15.07.2019 31.12.2025 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 2203402 5,204,.00 4,218,478.95 4,218,478.95 0.00 4,218,478.95 2100150040546 29,690,.00 29,690,.00 29,690,.00 0.00 29,690,.00 t o t a l 33,908,478.95 33,908,478.95 0.00 33,908,478.95 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 2203402 3,197,443.66 2,591,919.44 61.44 1,626,559.51 38.56 2100150040546 13,819,381.53 13,819,381.53 46.55 15,870,618.47 53.45 t o t a l 16,411,300.97 48.40 17,497,177.98 51.60 executing and implementation agencies borrower governement of kenyaguarantor ministry of financeexecuting agency ministry of environment and forestryperformance status progress towards development objective performance rating summary of key findings rating on development objective do current previous project on track towards achieving its development objective. satisfactory satisfactory implementation progress rating on implementation progress ip performance rating summary of key findings current previous implementation progress is satisfactory satisfactory satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous overall project performance is satisfactory. non potentialy problematic project non potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status low budgetary ceiling by the national treasury engage the ministry of environment forestry and national treasury to adjust the ceiling from kes 656 million to kes 1 billion per year gok 31.12.2024 in progress lack of disbursement of counter part funds request the ministry environment climate change and forestry to budget for counterpart funds. to request kfs to pay for services which normally paid using counterpart funds gok 31.12.2024 in progress project offices burnt down thereby slowing down project implementation construction of project office at kenya forest service headquarters on -going gokbank 31.12.2024 in progress changing weather patterns due to climate change has impacted on weather -dependent project activities use of appropriate early warning systems and appropriate technologies. gok 31.12.2024 in progress ban on the use polythene tubes as potting material for tree seedling production follow -up on request to nema to exempt current project stock of polythene tubes for tree seedling production from the ban as project implements a transition phase gok 31.07.2024 in progressmain risks and mitigation risks mitigation measures applied or proposed responsible deadline lack of kenya bureau of standards kebs lack of kenya bureau of standards kebs certified biodegradable compostable seedling planting bags in the market despite gazetted s tandards project to commence early procurement of biodegradable seedling planting material to facilitate a faster full transition to total compliance with gazetted standards. this will provide sufficient time for kebs certification of project samples prior to deliv ery. document and sharing of lessons learnt from the project's pilot use of biodegradable planting bags since nov 2023 to inform the research on certified biodegradable planting bags piugok 30.08.2024 na wastewater treatment delay in preparation of designs for a wastewater treatment system for londiani value addition centre sub project fast track the design and implementation of a wastewater treatment system for the londiani value addition centre. piugok 31.07.2024 na b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress to improve forest conservation and livelihoods for sustainable forest management in 15 counties in kenya outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment increased forest area and improved household incomes increase in forest cover ha ha 304,871. 402,646. 632,671. 29.83 likely to be achieved with correctives actions on trackincrease in average annual household income kes ksh 90,. 282,725. 150,. 321.21 likely to be achieved with correctives actions baseline survey report march 2022outcome rating rating on project outcomes performance rating summary of key findings current previous na 3 3 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment rehabilitation of degraded forest areas area of forest land rehabilitated ha ha 11,802. 11,750.00 21,950. 0.00 0.51 on track on track protection for natural regeneration ha ha 271,081. 271,081.00 571,081. 0.00 0.00 on track on track km of riverine rehabilitated km 57. 0.00 100. 0.00 57.00 not on track on track forest area under invasive species restored ha ha 178. 0.00 1,. 0.00 17.80 not on track on track restoration of community county hilltops ha ha 2,584. 2,548.00 2,848. 0.00 12.00 on track on track promotion of bamboo production and commercialization no. of model bamboo nurseries developed 40 female owned nbr 3. 0.00 3. 0.00 100.00 on track on track establishment of bamboo plantations ha ha 31. 0.00 1,. 0.00 3.10 on track on track forest infrastructure developed number of forest ranger camps nbr 1. 2.00 3. 0.00 0.00 on track on track number of ranger outposts3 nbr 1.800 0.00 2. 0.00 90.00 on track on track km of forest roads improved to forest grade km 3. 0.00 300. 0.00 1.00 on track on track number of bridges constructed nbr 6. 11.00 11. 0.00 0.00 on track on track community livelihoods and capacities improved number of bridges constructed nbr 20. 26.00 30. 0.00 0.00 on track on track no of igas supported 50 female -headed nbr 195. 190.00 235. 0.00 11.11 on track on track no of ecotourism sites supported nbr 31. 0.00 3. 0.00 1,033.33 on track on track no of forest parks4 supported nbr 0. 0.00 2. 0.00 0.00 on track on track exchange and learning visits 50 female nbr 8. 0.00 142. 0.00 5.63 on track on track no of ffs in forestry established 50 female attendance nbr 10. 0.00 60. 0.00 16.67 on track on track output rating rating on project outputs performance rating summary of key findings current previous na 3 3 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous project on track towards achieving its development objective. satisfactory satisfactory additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value

Implementation progress and results report ipr a. report summary and proposed actions report data project name: projet de developpement des chaines de valeur dans la region de l'indenie -djuablin pdc -id project code: p-ci-aa0-023 country cote d'ivoire sector: agriculture environmental categorization 2-category 2 report type: date of report: 26.06.2024 mission: achievement mission 1 from: 25.11.2023 to: 29.11.2023 prepared by task manager: aminata sow alternate task manager : division manager : ihedioha onyema damian ahai1 project data project financing in uac financing sourceinstrument foreign currency local currency totaln.t.f. project 1,717,.00 3,,.00 4,717,.00government project 0.00 400,.00 400,.00t o t a l 1,717,.00 3,400,.00 5,117,.00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 2200161939 21.10.2016 14.02.2017 13.04.2017 28.07.2017 31.12.2023 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 2200161939 4,,.00 4,,.00 4,,.00 0.00 4,,.00 t o t a l 4,,.00 4,,.00 0.00 4,,.00 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 2200161939 2,170,353.48 2,170,353.48 54.26 1,829,646.52 45.74 t o t a l 2,170,353.48 54.26 1,829,646.52 45.74 executing and implementation agencies borrower gouvernement de la cote d'ivoire ministere de l'economie et des financesguarantor gouvernement de la cote d'ivoire ministere de l'economie et des financesexecuting agency ministere de l'agric. et des ressources animalesperformance status progress towards development objective rating on development objective do performance rating summary of key findings current previous sur la base des notes combinees des produits et des effets, la note pour l'objectif de developpement est de 2. soit, une performance satisfactory satisfactory insatisfaisante. cependant, le projet est sur une bonne dynamique dans la realisation des activites. en effet, le taux de realisation physique des activites est passe de 7,3 debut janvier 2021 a 31,4 au 30092021. soit, un bond de 24,1. ce taux devrait nettement s'ameliorer et atteindre 41,9 avec la mise a disposition pour fin novembre 2021 des equipements de production et de conditionnement de miel, des equipements de transformation de manioc et autres produits vivriers. implementation progress rating on implementation progress ip performance rating summary of key findings current previous la note de l'ee est comprise entre 2,5 et 3,49. soit, une performance satisfaisante. satisfactory satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous le projet est potentiellement problematique dans la mesure ou le taux de decaissement sur le fonds fsn est de 22,2 a quatorze 14 mois de la date de cloture du projet. les acquisitions en cours de materiel de production et de conditionnement de miel, et le materiel de transformation de manioc et autres produits vivriers ainsi que l'achevement des processus de passation de marches devraient permettre d'ameliorer significativement le taux de decaissement du projet. non potentialy problematic project non potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status demission de cinq 5 cadres du projet experte en agribusiness, expert en genre et developpement, expert en environnement, assistant en passation des marches, assistant en genie rural pourvoir aux postes vacants proceder au recrutement de personnel occasionnel ecp 31.01.2022 in progress les contrats des prestataires de services sur la part etat pour les besoins courants du projet divers entretiens, transport de courrier, etc. ne sont pas encore signes. finaliser le traitement des contrats des prestataires en vue de leurs signatures. ecp, controle financier 05.11.2021 in progressmain risks and mitigation risks mitigation measures applied or proposed responsible deadline retard des activites retard eventuel de l'activite d'amenagement des sites maraichers avant la cloture du projet. en effet, les etudes d'avant -projet detaille devant permettre de recruter les entreprises de travaux ne sont pas encore disponibles. le processus de recrutement d e l'ingenieur -conseil n'etant pas encore acheve. accelerer le processus de recrutement de l'ingenieur -conseil. bad, ecp 31.12.2022 b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress contribuer a la securite alimentaire et nutritionnelle et la creation de la richesse partagee. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment la production maraichere commercialisee augmentee tomate, oignon, gombo, ton 500. 3,600. 1,500. 310.00 likely to be achieved with correctives actions - 3600 tonnes commercialisees a partir des grands centres de production maraichere apprompronou, nianda, duffrebo, sankadiokro, etc. les revenues des acteurs des chaines de valeur ont accrus a travers la transformation locale des produits. taux de transformation des produits agricoles ameliore manioc, mais, legumes..etc 30. 58. 60. 93.33 achievedlikely to be achieved la production agricoles vivrieres est estimee a 70 tonnes pour une quantite transformee de 40 400 tonnes.quantite des produits agricoles transformee manioc, mais, etc.. ton 10,. 40,400. 60,. 60.80 achievedlikely to be achieved - 31 tonnes de manioc transformees par 45 groupements et 58 transformatrices individuels recenses ; - 9 400 tonnes de mais transformes par 75 unites reparties dans la regionoutcome rating rating on project outcomes performance rating summary of key findings current previous la production agricoles vivrieres est estimee a 70 tonnes pour une quantite transformee de 40 400 tonnes.commercialisation. - 31 tonnes de manioc transformees par 45 groupements et 58 transformatrices individuels recenses ; - 9 400 tonnes de m ais transformes par 75 unites reparties dans la region - 3600 tonnes commercialisees a partir des grands centres de production maraichere apprompronou, nianda, duffrebo, sankadiokro, etc. 3 3 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment acces aux semences selectionnees de produits vivriers ameliore un reseau de semences selectionnees de mais, igname et manioc en place dans la zone du projet. 30 femmes nbr 1. 1.00 1. 100.00 100.00 on track les acteurs semenciers sont integres dans les plateformes filieres dont la mise en place a ete amorcee. le groupe whatsapp mis en place entre les producteurs semenciers et les producteurs de masse permettra faciliter la circulation de l'information et l'op erationnalisation du reseau appui aux groupements des maraichers nombre de groupement des maraichers appuyes groupes motopompes, puisards, equipements, formation nbr 50. 50.00 50. 100.00 100.00 on track la production maraichere a demarre sur 30 ha avec 31 groupements sur les sites anciennement exploites par les producteurs. en attente du recrutement de l'ingenieur -conseil pour la realisation des etudes d'avant -projet detaille en vue de l'amenagement des s ites. [women] -nombre de groupement des maraichers appuyes groupes motopompes, puisards, equipements, formation nbr 50. 50.00 50. 100.00 100.00 on track la production maraichere a demarre sur 30 ha avec 31 groupements sur les sites anciennement exploites par les producteurs. en attente du recrutement de l'ingenieur -conseil pour la realisation des etudes d'avant -projet detaille en vue de l'amenagement des s ites. output rating rating on project outputs performance rating summary of key findings current previousles acteurs semenciers sont integres dans les plateformes filieres dont la mise en place a ete amorcee. le groupe whatsapp mis en place entre les producteurs semenciers et les producteurs de masse permettra faciliter la circulation de l'information et l'operationnalisation du reseau les appuis du projet etaient initialement orientes vers uniquem ent les groupements de femmes. cependant, avec la faible mobilisation, ce sont 13 groupements de femmes et 18 groupements mixtes qui ont beneficie de l'appui conseil, et des appuis en intrants, petits materiels et outillages agricoles. 4 4 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous sur la base des notes combinees des produits et des effets, la note pour l'objectif de developpement est de 2. soit, une performance insatisfaisante. cependant, le projet est sur une bonne dynamique dans la realisation des activites. en effet, le taux de realisation physique des activites est passe de 7,3 debut janvier 2021 a 31,4 au 30092021. soit, un bond de 24,1. ce taux devrait nettement s'ameliorer et atteindre 41,9 avec la mise a disposition pour fin novembre 2021 des equipements de production e t de conditionnement de miel, des equipements de transformation de manioc et autres produits vivriers. satisfactory satisfactory additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value d

Implementation progress and results report ipr a. report summary and proposed actions report data project name: creating sustainable youth msmes through urban farming project code: p-z1-a00-032 country multi -countries sector: agriculture and rural development environmental categorization 3-category 3 report type: date of report: 28.06.2024 mission: field mission 2 from: 24.06.2024 to: 24.06.2024 prepared by task manager: edson rurangwa mpyisi alternate task manager : uzoamaka joe -nkamuke division manager : ihedioha onyema damian ahai1 project data project financing in usd financing sourceinstrument foreign currency local currency totalfapa projcyclegrant 0.00 937,235.57 937,235.57beneficiary projcyclegrant 0.00 105,973.00 105,973.00t o t a l 0.00 1,043,208.57 1,043,208.57processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 5700155003851 22.06.2022 26.09.2022 22.06.2022 08.12.2022 31.12.2024 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 5700155003851 937,235.00 736,826.21 736,825.76 0.00 736,825.76 t o t a l 736,826.21 736,825.76 0.00 736,825.76 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 5700155003851 937,235.00 736,825.76 100.00 0.00 0.00 t o t a l 736,825.76 100.00 0.00 0.00 executing and implementation agencies borrower africa projects development centreguarantor --executing agency africa projects development centreperformance status progress towards development objective rating on development objective do performance rating summary of key findings current previous the creating sustainable youth mses through urban farming symuf project has made substantial strides as it progresses towards its conclusion point. a thorough assessment highlights significant advancements in meeting its core developmental objectives. the project's highly satisfactory highly satisfactory strategic approach and its positive impact on empowering youth, fostering agribusiness expansion, and strengthening community engagement are evident. one notable development is the enhancement of demonstration facilities. although there were no upgrades or expansions at the apdc in abuja, nigeria, significant efforts were made to improve the horticulture enterprise. an irrigation facility was installed, and a sorting table was constructed for the aquaculture unit, reflecting the project's commitment to be tter demonstrate sustainable agricultural systems. at the iita -kalambo campus, facilities were meticulously maintained to support experiential training. the greenhouse saw improvements with crop selection, training module revisions, and the installation of flowerbeds covered with film bags. in the poultry section, cages were restructured for egg -laying and black soldier fly technology training. equipment was cleaned, and training modules were revised. similarly, in the fish cluster, training modules were updated, initial contacts with local catfish vendors were made, and fish ponds were cleaned. the youth agripreneur's marketing center was set up to facilitate both theoretical and practical training sessions in various commodities, ensuring a comprehensive learning experience for participants. procurement activities were aligned with the specific needs of facilitators for demonstration and training purposes across multiple enterprises. for the poultry enterprise, items such as feed, day -old chicks, medica tions, vaccines, wood shavings, chick trays, drinkers, and lamps were acquired. the aquaculture enterprise received various sizes of fish feed, juveniles, fingerlings, brood stocks, vaccines, spices, charcoal for processing, and packaging materials. the ho rticulture and mushroom cultivation enterprises were supplied with seeds, seedlings, spawns, ethanol, and wood dust. a significant milestone was achieved with the call for applications in nigeria in january 2024. the call received an overwhelming respons e of 9 ,464 applications, out of which 41 beneficiaries were selected for the third cohort of training. the training commenced on march 25, 2024, marked by an opening ceremony that hosted partners and stakeholders in the agricultural sector. similarly, iit a designed and published a flyer, receiving 1,400 applications through community leaders, demonstrating the project's extensive reach and appeal. specialized training and enterprise management services have been provided at the abuja hub, covering areas such as poultry, aquaculture, horticulture, mushroom cultivation, and snailery. to bolster agribusiness services, three experts in finance, business development, and administrative services were recruited. additionally, mentorship programs were strengthene d through virtual webinars, fostering dialogue among mentors, msmes, and other stakeholders on creating sustainable youth msmes. collaborative efforts were emphasized through the development of agreements to establish clusters of beneficiaries. new stake holders were identified to support business skills development activities from april to december 2024, enhancing the project's support network. the focus on targeting unemployed graduate youths aged 18 -35 was evident in the third cohort's selection, which comprised 69 female and 31 male participants, underscoring the project's commitment to gender inclusivity. quarterly webinars were established to provide continuous post -training support and guidance to beneficiaries. this platform integrates ongoing mentorship and coaching, aiming to help participants succeed in their entrepreneurial pursuits. the integration of individual consultants has been pivotal in providing beneficiaries with expertise in business modeling, financial analysis, and market access, culminating in a closing bootcamp scheduled for the next quarter. effective project coordination and management have been maintained through various tools and activities. these include stakeholder m eetings, operational work plans, procurement plans, financial management systems, me plans, and the creation of communication and knowledge management materials. the opening ceremonies of new cohorts brought together diverse stakeholders, including farmers, government representatives, private sector partners, commercial entities, and you th clubs. financial management and logistic support were strengthened with the recruitment of a qualified accountant, who commenced work in october 2023. the financial management team automated the system to facilitate budgeting, financial planning, repo rting, and tracking. quarterly financial reports were produced, aligned with project implementation and management activities. business analyses and supply chain management support were pivotal in conducting rapid value chain analysis and input supply ch ain reviews for selected value chains. these reports support incubation management and market access delivery models by incubatees and associates. additionally, the project team participated in the enable youth program in nairobi, kenya, sharing experience s and successes, thereby enhancing donor visibility. the project has maintained engagements with relevant banks to facilitate opportunities for incubatees to open bank accounts, access financial literacy services, and obtain specialized loans. these effo rts underscore the project's commitment to providing comprehensive support to youth agripreneurs, ensuring their financial inclusion and sustainability. in summary, the symuf project continues showcase transformative progress through tailored training, s trategic collaborations, and effective management. these combined efforts promise to foster lasting growth and prosperity for african youth in agribusiness. implementation progress rating on implementation progress ip performance rating summary of key findings current previous project implementation is progressing very well and has submitted all the project progress reports and other required me reports. highly satisfactory highly satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous the project is progressing well and is classified as non -potentially problematic project n as the ip and do are rated highly sa tisfactory non potentialy problematic project non potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status obtaining financing from commercial banks at rates accessible to young participants remains a significant challenge. the alignment of available aside, working with microfinancing institution and promoting cooperative among beneficiaries, the implementing consortium recommends incorporating special credit or input financing in future project designs. other potential solutions apdc 31.12.2024na in progressfinancing options with the financial capacity of youth participants is a persistent obstacle. include finding and attaching beneficiaries to dedicated youth agripreneurship funds and seeking collaborations with impact investors interested in sustainable a griculture. continuous advocating for policy reforms that provide tax incentives or subsidies to financial institutions offering youth -friendly loan products through awareness programme involving various stakeholders drawing knowledge and lessons from the symuf pr oject. the demand among unemployed youth to participate in the programme has exceeded expectations. with over 40, applications received for just 360 training positions through the course of implementing the project, selecting suitable candidates becomes an int ricate task. increased resources to support more youth across multiple locations. apdc 31.12.2024na in progressmain risks and mitigation risks mitigation measures applied or proposed responsible deadline the project's increased visibility the project's increased visibility has led to a high volume of applications, far exceeding the available training positions, which c ould result in many qualified youth being unable to participate. low financing by commercial institutions has been a major factor in this phase of the project implementation. gender disparity in interests shown; over 70 of total applications received were male applicant. to mitigate the challenge, the project will leverage increased public awareness to attract more funding opportunities. additionally, as beneficiaries begin to gain business traction, the perceived risk for financiers will decrease. we will also establish p artnerships with financial institutions to create more youth -friendly financing options and explore alternative funding sources to accommodate the high demand for training positions. special gender and value chains of interest to female youth cohorts were conducted; female only cohorts. apdc 31.12.2024 na b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress the specific objectives of the symuf are to: 1 empower city based graduate youth and early start -up msmes to establish bankable en terprises through business incubation and access to financial products and services; 2 empower african youth with agribu siness technical skills, knowledge including on climate smart agriculture practices, technologies and market networks; and 3 provide professional mentorship and coaching to youth through role models and mentors to address the uncertainties and risks i nherent in all new enterprises. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment increase in profitable youth agribusiness enterprise hubs within the participating communities number and of trained youth who successfully established and grew their agribusinesses. disaggregated by gender and enterprise nbr 0. 305. 360. 84.72 achievedlikely to be achieved the project's target for year 2 70 has been exceeded with an achievement of 84.7 overall target met.number and of participating youth who were gainfully employed and those who remain employed - disaggregated by gender. nbr 0. 301. 252. 119.44 achievedlikely to be achieved the project has surpassed its target by 19.4number and of participating youth who exhibit the required skills needed by would be employers in the agribusiness industry - disaggregated by gender nbr 0. 219. 288. 76.04 achievedlikely to be achieved on trackimproved access to agribusiness financing by the benefiting youth. of trainees who have access to financingloans to establish their agribusiness enterprise - disaggregated by gender. 0. 146. 80. 182.50 achievedlikely to be achieved the project improved approach to innovative and inclusive driven financing options and continues to show positive progress in achieving results. input finance options have also been adopted.increased awareness and uptake of climate smart agricultural practices and technologies number of youth agripreneurs successfully incorporating climate smart agricultural practices and technologies into their agribusinesses nbr 0. 305. 360. 84.72 achievedlikely to be achieved a significant number of the trained youth agripreneurs have successfully incorporated csa practices in their agricultural businessesoutcome rating rating on project outcomes performance rating summary of key findings current previous the project is already achieving some of the outcomes such as agripreneurs having the required skills and others having access to finance. 4 4 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment increased agribusiness ventures started and remaining profitable number of agribusiness enterprises established - disaggregated by gender. nbr 219. 252.00 252. 86.90 86.90 on track exceeded target [women] -number of agribusiness enterprises established - disaggregated by gender. nbr 85. 85.00 85. 100.00 100.00 on trackexceeded target number of youth agripreneurs registered and trained in agribusiness - disaggregated by gender. nbr 297. 360.00 360. 82.50 82.50 on track exceeded target number of youth trained on climate smart agricultural practices and technologies. nbr 297. 720.00 720. 41.25 41.25 on track not on track. providing business modeling, value chain validation and on -farm training number of youth trained on business modeling and market research. nbr 297. 360.00 360. 82.50 82.50 on track exceeded target number of agro dealers identified and linked to trained youth. nbr 27. 50.00 50. 54.00 54.00 on track on track number of off -takers linked to youth agripreneurs nbr 41. 50.00 50. 82.00 82.00 on track on track establishment of self employment business enterprises, incubation mentoring and support to youth enterprises. no. of trainees who were linked to financing institutions nbr 252. 250.00 250. 100.80 100.80 on track exceeded target number of business plans prepared by trainees nbr 250. 360.00 360. 69.44 69.44 on track on track number of business plans funded. disaggregated by gender. nbr 149. 250.00 250. 59.60 59.60 on track on track number of youths that move from informal to formal market due to project. nbr 233. 720.00 720. 32.36 32.36 on track not on track. output rating rating on project outputs performance rating summary of key findings current previous most of the project outputs have been surpassed and will exceed the final targets by project end. at the time of this report, it is still being exceeded. 4 4 development objective do rating progress towards development objective performance rating summary of key findings current previous rating on development objective do highly satisfactory highly satisfactory the creating sustainable youth mses through urban farming symuf project has made substantial strides as it progresses towards its conclusion point. a thorough assessment highlights significant advancements in meeting its core developmental objectives. the project's strategic approach and its positive impact on empowering youth, fostering agribusiness expansion, and strengthening community engagement are evident. one notable development is the enhancement of demonstration facilities. although there wer e no upgrades or expansions at the apdc in abuja, nigeria, significant efforts were made to improve the horticulture enterprise. an irrigation facility was installed, and a sorting table was constructed for the aquaculture unit, reflecting the project's co mmitment to better demonstrate sustainable agricultural systems. at the iita -kalambo campus, facilities were meticulously maintained to support experiential training. the greenhouse saw improvements with crop selection, training module revisions, and the installation of flowerbeds covered with film bags. in the poultry section, cages were restructured for egg -laying and black soldier fly technology training. equipment was cleaned, and training modules were revised. similarly, in the fish cluster, training modules were updated, initial contacts with local catfish vendors were made, and fish ponds were cleaned. the youth agripreneur's marketing center was set up to facilitate both theoretical and practical training sessions in various commodities, ensuring a comprehensive learning experience for participants. procurement activities were aligned with the specific needs of facilitators for demonstration and training purposes across multiple enterprises. for the poultry enterprise, items such as feed, day -old chicks, medications, vaccines, wood shavings, chick trays, drinkers, and lamps were acquired. the aquaculture enterprise received various sizes of fish feed, juveniles, fingerlings, brood stocks, vaccines, spices, charcoal for processing, and packaging mat erials. the horticulture and mushroom cultivation enterprises were supplied with seeds, seedlings, spawns, ethanol, and wood dust. a significant milestone was achieved with the call for applications in nigeria in january 2024. the call received an overwh elming response of 9 ,464 applications, out of which 41 beneficiaries were selected for the third cohort of training. the training commenced on march 25, 2024, marked by an opening ceremony that hosted partners and stakeholders in the agricultural sector. similarly, iita designed and published a flyer, receiving 1,400 applications through community leaders, demonstrating the project's extensive reach and appeal. specialized training and enterprise management services have been provided at the abuja hub, c overing areas such as poultry, aquaculture, horticulture, mushroom cultivation, and snailery. to bolster agribusiness services, three experts in finance, business development, and administrative services were recruited. additionally, mentorship programs we re strengthened through virtual webinars, fostering dialogue among mentors, msmes, and other stakeholders on creating sustainable youth msmes. collaborative efforts were emphasized through the development of agreements to establish clusters of beneficiar ies. new stakeholders were identified to support business skills development activities from april to december 2024, enhancing the project's support network. the focus on targeting unemployed graduate youths aged 18 -35 was evident in the third cohort's sel ection, which comprised 69 female and 31 male participants, underscoring the project's commitment to gender inclusivity. quarterly webinars were established to provide continuous post -training support and guidance to beneficiaries. this platform integr ates ongoing mentorship and coaching, aiming to help participants succeed in their entrepreneurial pursuits. the integration of individual consultants has been pivotal in providing beneficiaries with expertise in business modeling, financial analysis, and market access, culminating in a closing bootcamp scheduled for the next quarter. effective project coordination and management have been maintained through various tools and activities. these i nclude stakeholder m eetings, operational work plans, procurement plans, financial management systems, me plans, and the creation of communication and knowledge management materials. the opening ceremonies of new cohorts brought together diverse stakeholders, including farmers, government representatives, private sector partners, commercial entities, and you th clubs. financial management and logistic support were strengthened with the recruitment of a qualified accountant, who commenced work in october 2023. the financial management team automated the system to facilitate budgeting, financial planning, repo rting, and tracking. quarterly financial reports were produced, aligned with project implementation and management activities. business analyses and supply chain management support were pivotal in conducting rapid value chain analysis and input supply ch ain reviews for selected value chains. these reports support incubation management and market access delivery models by incubatees and associates. additionally, the project team participated in the enable youth program in nairobi, kenya, sharing experience s and successes, thereby enhancing donor visibility. the project has maintained engagements with relevant banks to facilitate opportunities for incubatees to open bank accounts, access financial literacy services, and obtain specialized loans. these effo rts underscore the project's commitment to providing comprehensive support to youth agripreneurs, ensuring their financial inclusion and sustainability. in summary, the symuf project continues showcase transformative progress through tailored training, s trategic collaborations, and effective management. these combined efforts promise to foster lasting growth and prosperity for african youth in agribusiness. additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value

Implementation progress and results report ipr a. report summary and proposed actions report data project name: additional financing to sustainable rural water and sanitation infrastructure project project code: p-mw -e00-009 country malawi sector: water supply and sanitation environmental categorization 2-category 2 report type: date of report: 26.06.2024 mission: desk supervision 3 from: 28.12.2023 to: 29.12.2023 prepared by task manager: lazarus botoman phiri alternate task manager : division manager : assefaw mecuria ahws2 project data project financing in usd financing sourceinstrument foreign currency local currency totalgef-global envi. facility inssupregrant 597,640.00 2,045,860.00 2,643,500.00t o t a l 597,640.00 2,045,860.00 2,643,500.00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 0155001651 10.05.2019 14.08.2019 14.08.2019 14.08.2019 31.12.2023 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 0155001651 2,643,500.00 1,921,818.66 1,921,818.66 0.00 1,921,818.66 t o t a l 1,921,818.66 1,921,818.66 0.00 1,921,818.66 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 0155001651 2,262,615.38 1,644,916.38 85.59 276,902.28 14.41 t o t a l 1,644,916.38 85.59 276,902.28 14.41 executing and implementation agencies borrower government of malawiguarantor government of malawiexecuting agency ministry of irrigation and water develop mentperformance status progress towards development objective rating on development objective do performance rating summary of key findings current previous the stated objective of the gef additional financing for climate resilience activities was to sustain the availability of water supply in the river courses and climate proof the water resources outputs of the baseline sustainable rural water and sanitation infrastructure for improved satisfactory satisfactory health and livelihoods project srwsihlp in the same five districts of rumphi, nkhotakota, ntcheu, mangochi and phalombe. furthermore, it was to allow beneficiary communities to improve their resilience to climate change and ability to respond to drough t and flood conditions, while supporting the construction of more resilient infrastructure and more sustainable natural resource management practices, particularly catchment management. it was also envisaged to contribute to empowering the rural communit ies by improving livelihoods and providing support inclusive of women's priorities and needs to develop alternative income generating activities and reduce the dependence on trees. the project was well aligned with the objectives of malawi's national adaptation programme of action napa 2006 and the national adaptation plan nap stocktaking report 2016. in particular, the napa noted that water is a critical resource for human and industrial use, and for the maintenance of ecosystems. increasing dr oughts and floods seriously disrupt water availability, in both quantity and quality. the napa called for increased investment in the types of water resilience measures prioritized by the least developed country fund ldcf project, including construction of boreholes, water harvesting, water resource management, and flood management. activities were directly aligned to the core objectives of the bank's strategy for 2013 - 2022, the transition toward green growth that will protect livelihoods, improve wa ter, energy, and food security, promote the sustainable use of natural resources and spur innovation, job creation and economic development contributing the improvement of the quality of life of the rural people in the targeted districts. the strategy did not change. the supplementary financing was also in line with the bank's results based country strategy paper rbcsp 2013 -2017 pillar i: which seeks to address weak infrastructure and support transport, energy, water supply and irrigation. implementation progress rating on implementation progress ip performance rating summary of key findings current previous most of the planned activities were implemented and completed. the procurement activities for all activities have been completed. the consultancy for the development of catchment adaptation plans was also rolled out and executed for each of the catchment m anagement committees. the number of institutional latrines was reduced due to budgetary constraints. satisfactory satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous the project did achieve its development objective project outcomes upon completion on 31st december 2023. it also disbursed 96.9 of its resources, in spite of the extension beyond the initial project duration for which it was designed, due particularly to initial planning challenges and the global impact of the covid -19 pandemic. what remains outstanding, is to ensure that the different models demonstrated through this project are replicated, using government of malawi's own resources, and to provide ong oing back stopping to the water user association and catchment management committee, in the noble work that they do, protecting fragile natural catchments. the subject of prompt maintenance of facilities already built, need not be overemphasised. non potentialy problematic project non potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status capacity building the need for ongoing capacity building of the wuas and the cmt is of necessity, to sustain the project gains, and keep these operational. water user fees, still need to be properly clarified to beneficiaries, so that the pool of resources required for futu re maintenance, and operation of these can be guaranteed gom 31.12.2024 in progressmain risks and mitigation risks mitigation measures applied or proposed responsible deadline none none none gom 31.12.2024 b. results reporting and assessment progress towards development objective project purpose state the project development objective us ually the project purpose as set out in the results -based logframe and assess progress to improve access to clean and sustainable water supply and improved health of rural communities. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment increased access to clean and sustainable water and improved and inclusive sanitation no. of added people with access to clean drinking water by gender nbr 0. 463,460. 515,850. 89.84 achievedlikely to be achieved as part of improving resilience of the gravity fed schemes under the baseline project, the gef additional financing has supported the drilling and construction of solar powered high yielding boreholes to supplement water resources in kasinje and nanyangu gravity fed schemes in ntcheu district phalombe major and sombani grav ity fed scheme in phalombe district. these works have been successfully implemented adding to the resilience of the beneficiary communities to climatic shocks. additionally, intake protection works for sombani intake weir and the construction of a masonry dam for dombole gravity fed system have been completed.[women] -no. of added people with access to clean drinking water by gender 0. 52. 52. 100.00 achievedlikely to be achieved as part of improving resilience of the gravity fed schemes under the baseline project, the gef additional financing has supported the drilling and construction of solar powered of high yielding boreholes to supplement water resources in kasinje and nanyang u gravity fed schemes in ntcheu district phalombe major and sombani gravity fed scheme in phalombe district. these works have been successfully implemented adding to the resilience of the beneficiary communities to climatic shocks. additionally, intake p rotection works for sombani intake weir and the construction of a masonry dam for dombole gravity fed system have been completed. according to the demography of the districts, over 52 of the beneficiary population are women.outcome rating rating on project outcomes performance rating summary of key findings current previous the project did achieve its development objective project outcomes upon completion on 31st december 2023. it also disbursed 96.9 of its resources, in spite of the extension beyond the initial project duration for which it was designed, due particularly to initial planning challenges and the global impact of the covid -19 pandemic. what remains outstanding, is to ensure that the different models demonstrated through this project are replicated, using government of malawi's own resources, and to provide ongoing back stopping to the water user association and catchment mana gement committee, in the noble work that they do, protecting fragile natural catchments. the subject of prompt maintenance of facilities already built, need not be over emphasised. 4 4 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment boreholes constructed motorised deep boreholes sited with drought risk consideration nbr 9. 3.00 3. 300.00 300.00 on track 9 high yield boreholes have been provided under the project, to address the drought induced water supply challenges in mitongwe and khola. a total of 70,382 41,022 women community members reportedly benefited from this water source augmentation. no. of additional water supply measures installed e.g., sand dams, rainwater harvesting nbr 12. 20.00 20. 60.00 60.00 not on track a masonry dam that was constructed in dombole to harness water for further use under the system. though currently not functional as it was silted up, the project is working on rectifying it. the construction of rainwater harvesting structures in schools ha s also been completed. the ministry is reportedly revising its in house designs, on account of the silting up of the masonry dam. deforested land reforested no of tree seedlings planted nbr 1,185,. 1,240,.00 1,240,. 95.56 95.56 on track tree planting has been completed in all catchments under the project. the survival rates are impressive trees lost from cattle damage and floods, at an average of 78 though some trees have been washed away during the tropical cyclones ana and gombe mainly in mangochi and phalombe districts. hectares of degraded catchment area hotspots restored nbr 504. 40.00 40. 1,260.00 1,260.00 on track restoration of about 504 hectares of damaged upper reaches of the catchments were undertaken, to reverse the destruction, as well as encroachment in 12 catchments. number of people trained on alternative income generation and nbr 9,651. 6,.00 6,. 160.85 160.85 on track under catchment management activities the mission was informed that sensitization of communities and identification of areas for tree regeneration were done in all the targeted districts. in phalombe about 630 community members were sensitized of which 302 were female and 328 were male. in ntcheu total of 747 were sensitized of which 403 were women. in nkhotakota a total of 246 were sensitized of which were women. communities trained in climate change adaptation number of institutions trained to identify, prioritize, implement, monitor and evaluate adaptation strategies and measures and capacity score out of 10 nbr 5. 24.00 24. 20.83 20.83 not on track training done in 5 district councils. catchment areas with climate change risks identified and nbr 14. 12.00 12. 116.67 116.67 on track 14 catchment areas were identified and scoped dwambadzi in khotakota and lingamasa in mangochi added catchment areas with climate change risks identified and documented nbr 14. 12.00 12. 116.67 116.67 on track all the 14 catchment areas were identified and scoped. number of catchment areas with climate adaptation plans prepared nbr 14. 12.00 12. 116.67 116.67 on track 14 climate adaptation plans have been prepared for all the 14 catchment areas water resources monitoring strengthened ce and operational nbr 10. 10.00 10. 100.00 100.00 on trackconstruction of data collection platform houses has been completed and that the supply of data loggers was completed in june 2022, training and installation of the data loggers has also been completed. now functional and used as early warning tool. waterways with community -led stream protection and erosion control measures implemented nbr 12. 12.00 12. 100.00 100.00 on track the project has implemented several land degradation prevention activities in all the districts which has assisted in reclaiming de - graded land institutional sanitation facilities constructed no. of latrines constructed rehabilitated with flood risk consideration nbr 25. 100.00 100. 25.00 25.00 not on track due to budgetary constraints the project reduced the scope on the number of institutional latrines with flood risk consideration constructed under the project. output rating rating on project outputs performance rating summary of key findings current previous most of the planned activities were implemented and completed. the procurement activities for all activities have been completed. the consultancy for the development of catchment adaptation plans was also rolled out and executed for each of the catchment management committees. the number of institutional latrines was red uced due to budgetary constraints. 3 3 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous the stated objective of the gef additional financing for climate resilience activities was to sustain the availability of water supply in the river courses and climate proof the water resources outputs of the baseline sustainable rural water and sanitation infrastructure for improved health and livelihoods project srwsihlp in the same five districts of rumphi, nkhotakota, ntcheu, mangochi and phalombe. furthermore, it was to allow beneficiary communities to improve their resilience to climate change and ability to respond to drought and flood conditions, while supporting the construction of more resilient infrastructure and more sustainable natural resource management practices, particularly catchment management. it was also envisaged to contribute to empowering the rural communities by improving livelihoods and providing support inclusive of women's priorities and needs to develop alternative income generating activities and reduce the dependence on trees. the project was well aligned with the objec tives of malawi's national adaptation programme of action napa 2006 and the national adaptation plan nap stocktaking report 2016. in particular, the napa noted that water is a critical resource for human and industrial use, and for the maintenance of ecosystems. increasing droughts and floods seriously disrupt water availability, in both quantity and quality. the napa called for increased investment in the types of water satisfactory satisfactory resilience measures prioritized by the least developed country fund ldcf project, including construction of boreholes, water harvesting, water resource management, and flood management. activities were directly aligned to the core objectives of the bank 's strategy for 2013 - 2022, the transition toward green growth that will protect livelihoods, improve water, energy, and food security, promote the sustainable use of natural resources and spur innovation, job creation and economic development contributi ng the improvement of the quality of life of the rural people in the targeted districts. the strategy did not change. the supplementary financing was also in line with the bank's results based country strategy paper rbcsp 2013 -2017 pillar i: which seeks to address weak infrastructure and support transport, energy, water supply and irrigation. additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value

Implementation progress and results report ipr a. report summary and proposed actions report data project name: pfm and statistics technical assistance and capacity building projectproject code: p-er-kf0-003 country eritrea sector: institutional support environmental categorization 3-category 3 report type: date of report: 26.06.2024 mission: field mission 7 from: 10.06.2024 to: 14.06.2024 prepared by task manager: mosllem ahmed alamir ahmed alternate task manager : division manager : gebre -selassie kalayu ecgf2 project data project financing in uac financing sourceinstrument foreign currency local currency totalfragile states facility tsf - pillar 3 0.00 4,500,.00 4,500,.00t o t a l 0.00 4,500,.00 4,500,.00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 5900155010251 04.07.2016 10.10.2016 10.10.2016 25.11.2016 30.12.2025 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 5900155010251 4,500,.00 4,500,.00 4,500,.00 0.00 4,500,.00 t o t a l 4,500,.00 4,500,.00 0.00 4,500,.00 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 5900155010251 2,182,644.70 2,182,644.70 48.50 2,317,355.30 51.50 t o t a l 2,182,644.70 48.50 2,317,355.30 51.50 executing and implementation agencies borrower government of eritreaguarantor government of eritreaexecuting agency government of eritreaperformance status progress towards development objective rating on development objective do performance rating summary of key findings current previous the project is rated unsatisfactory. both project's outcomes and outputs are rated unsatisfactory. the project implementation is on track towards achieving its development objective build and enhance transparency and accountability in the use of public re sources through better public financial management systems and institutional capacity building in national statistics satisfactory satisfactory implementation progress rating on implementation progress ip performance rating summary of key findings current previous the project's implementation progress is rated as unsatisfactory. the project remains red flagged for slow disbursement after over 7 years of implementation, although it has slightly picked up to 48.50 by 15 june 2024 compared to the 33.11 in april 2024. the slow implementation of activities is attributed to delayed completion of the ifmis readiness study due to covid -19 pandemic and recruitment of it expert consultancy firm to support and monitor ifmis implementation. due to covid 19 shocks during the fi rst quarter of 2021, the consultant was unable to travel for his onsite mission as planned. the project has made progress in the debt management reform component which include: i installation and operationalization of a new software ii data migration fr om legacy system to the new software, data management and reporting iv development of a public debt user manual; v staff training, vi public debt data reports in line with good international practices; and vii acquisition of it equipment for the m of. the national statistics office nso was also equipped with enhanced it infrastructure system supported by end -user training of 16 staff 45 of professional staff. with the project' support, the nso is now in a better capacity to address the statist ical challenges that the eritrea is facing. it is expected that the project implementation progress will improve following the engagement of the qualisys consulting ltd who will provide technical assistance services for the implementation, monitoring, and quality assurance of the introductionroll out of a new integrated financial management information systems ifmis including support for the selection of ifmis system integrator. a contract was signed on 09 november 2023 with a firm to conduct the design , supply, installation, configuration, and training of integrated financial management information system ifmis software and it infrastructure. the payment for ifmis implementation constitutes the bulk of the project, which is expected to raise the overa ll disbursement rate to 99 once fully executed and paid. the firm made a site visit to eritrea from 27 november - 01 december 2023 to observe the infrastructure hold discussions with moct regarding the connectivity issue. an inception report was submitted and validated in january 2024. two disbursement application requests received and paid usd 708,350. the disbursement rate is projected to reach 100 by q4 2025. the project was granted an extension for one year in august 2020 from 31122020 to 3112 2021, and subsequently extended for additional two year in june 2021 from 31122021 to 31122023. the project was extended for a third time for two years from 31122023 to 31122025. satisfactory satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous the project's do and ip are rated unsatisfactory therefore, the project is classified a . the project is flagged in the bank systems for low disbursements. the disbursement rate has remained unsatisfactory given that the project has disbursed only ua 2, 182,644.70 48.50 of the tsf grant financing since approval in july 2016 and has no commitments in the system. however, the process for the recruitment of an it consultant to unlock the implementation of the ifmis has been completed. the procurement of the ifmis was completed and contract signed in november 2023, which has a budget allocation of 2,648,210 over 60 of the grant. non potentialy problematic project non potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status difficulty in attracting quality tas to work in eritrea. identification of suitable, affordable and committed personnel to work in eritrea is continuing to be a challenge, largely due to covid, security and personal reasons. continue conducting an aggressive image building campaign for eritrea especially in the foreign press executing agency mof 31.12.2024ongoing in progressmain risks and mitigation risks mitigation measures applied or proposed responsible deadline delay and slow implementatio delay and slow implementation of project activities partly due to slow initiation of procurement activities, covid -19, weak project piu experience, and badslow connection internet service. expedite execution of procurement activities to ensure timely submission of quality of bidding request for proposal documents, evaluation reports and contracts. build contingency plan to provide intensive training for the project's piu staff including fid uciary clinic. executing agency mof and afdb 31.12.2024 complete low disbursement status low disbursement status - the disbursement rate has remained unsatisfactory given that the project has disbursed only ua 2,182,644.70 48.50 of the tsf grant financing since approval in july 2016 and has no commitments in the system. a number of actions are agreed to improve the disbursement rate, to 100 at end of the project in december 2025. the project plans to absorb the pending procurement activities, which their completion will enable the project to reach 100 disbursement rate. the procurement of ict hardware, acquisition of cots software, configuration, and training program, and install any other office equipment, which will absorb ua 2 ,648,210 and improve the disbursement by 60 . executing agency mof and afdb 31.12.2024 ongoing inadequate financing for the procurement of it consultan inadequate financing for the procurement of it consultant - the recruitment of an it consultant is crucial to the acquisition of the ifmis. the mission was informed that the financial proposal for the best evaluated it consultant is higher than the budget allocation of usd120,. moreover, the estimated cost for the cots and the associated ict equipment is more than the total funding available for the project. the exchange rate usdua has deteriorated from 1.4 usdua at appraisal to 1.34 usdua as of apri l 2022, further worsening the funding shortfall. aware of the critical importance of engaging the it consultant in the implementation process of the ifmis, a total of usd165, has been re -allocated from study tours, operating costs, and maintenance budget lines to bridge the financing gap. a revised de tailed cost table is presented. the piu will adopt and follow the revised cost allocations and will prepare a revised work plan and budget for the approval of the bank. executing agency mof and afdb 31.12.2024 ongoing outstanding justifications on the project special account outstanding justifications on the project special account - the project special account has usd 23,451.26 unjustified. the unjustified amount was part of the advance made on 13022020. the bank's disbursement guidelines require that funds disbursed throug h the special account are to be utilized and justified within a maximum period of 12 months. the justifications are therefore long overdue. the project's piu should submit overdue justification documents to the bank for the amounts spent with no further delays. justification for expenditures under the special account need not to be accompanied with a request for replenishment. executing agency mof 31.12.2024 ongoing b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress the project's overarching objective is to build and enhance transparency and accountability in the use of public resources through better public financial management systems and institutional capacity building in national statistics. project implementation pace has recently picked up. key activities have been accomplished including the implementation of the debt management software program demfas and training aspects, as well as acquisition of it equipment for the ministry of finance and the national stat istics office nso. procurement activity is expected to be accelerated during 2020, notably the acquisition of an ifmi, which will enhance progress towards development objective. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment improved fiscal planning and expenditure control reconciled financial reports not generated in real time because of using bespoke systems 0. 55. 100. 55.00 likely to be achieved with correctives actions on track. a consultancy firm the qualisys consulting ltd has been recruited to provide technical assistance services for the imple mentation, monitoring, and quality assurance of the introductionroll out of a new integrated financial management informat ion systems ifmis including support for the selection of ifmis system integrator. a contract was also signed on 09 november 2023 with a firm focal point general trading pfm smart to conduct the design, supply, installation, configuration, and training of integrated financial management information system ifmis software and it infrastructure. the firm made a site visit to eritrea from 27 november - 01 december 2023 to observe the infrastructure hold discussions with moct regarding the connectivity issue. the ifmis project management plan pmp and the inception report was submitted and validated in january 2024. the firm conducted a second on-site visit from february 26 -march 1, 2 -24 for a study phase of the project. on their stay they met and held extensive discussions with treasury, budget and it department of the ministry on the existing modules of the on-going system and the new modules to be included on the new ifmi s system. the end user's equipment for office use has also been supplied and delivered. inspection of the equipment done by the technical team of the project.public debt data recorded manually in a stand -alone system not connected to main treasury and fiscal planning systems. 0. 100. 100. 100.00 achievedlikely to be achieved achieved. quarterly and annual debt reports are being generated from one integrated source since 2019. installation of the debt management software demfas, staff training, data migration has been completed. foreign, and domestic public debt was also upda ted and recorded automatically in a debt management software. but according to the information received from the beneficiaries' department to get complete and clear report the dmfas needs full completion of ifmis process.annual gdp estimates not based on reliable macroeconomic data. 0. 100. 100. 100.00 achievedlikely to be achieved achieved - the national statistics office is equipped with enhanced it infrastructure system and the training program was completed. macroeconomic statistics and indicators generated from the upgraded system. outcome rating rating on project outcomes performance rating summary of key findings current previous the overall project outcomes rating is unsatisfactory. overall, 2 66.7 of the 3 program's outcomes were fully achieved. however, the project is expected to achieve the end -targets set for all its outcomes provided corrective actions are identified and implemented in a timely manner. 3 3 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment strengthened capacity for public financial management foreign and domestic public debt is updated and recorded 75. 100.00 100. 75.00 75.00 on track achieved. dmfas software that is required for debt management has been installed and it equipment needed for dmfas program has been fully delivered. data migration has been done; quarterly and annual debt reports are being generated from one integrated source since 2019. a number of it personnel of treasury department and pdid members have received different training related to dmfas program by unctad. five it personnel from treasury department have been trained on oracle database in relation to dmfas progr am. ict statistical infrastructure installed in national statistics office. ict statistical infrastructure 100. 100.00 100. 100.00 100.00 on track achieved. the national statistics office has been equipped with enhanced it infrastructure system and the training program was completed output rating rating on project outputs performance rating summary of key findings current previous the overall project outputs rating is unsatisfactory. overall, 2 of the 5 project's outputs were fully achieved or on -track notably in debt management reforms, acquisition of it equipment, training, and study tours, while one output is on track to be achi eved. in addition, based on the recommended actions, it is expected that implementation of remaining project activities will be accelerated and be completed ahead of project closure in december 2025. 4 4 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous the project is rated unsatisfactory. both project's outcomes and outputs are rated unsatisfactory. the project implementation is on track towards achieving its development objective build and enhance transparency and accountability in the satisfactory satisfactory use of public resources through better public financial management systems and institutional capacity building in national statistics additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value

Implementation progress and results report ipr a. report summary and proposed actions report data project name: aquaculture enterprise dev. project project code: p-zm-aaf-002 country zambia sector: fisheries maritime food environmental categorization 2-category 2 report type: date of report: 28.06.2024 mission: desk supervision 4 from: 27.06.2024 to: 27.06.2024 prepared by task manager: chukwuma ikechukwu ezedinma alternate task manager : division manager : numasawa kazuhiro ahfr2 project data project financing in usd financing sourceinstrument foreign currency local currency totala.d.b. project 30.825.938,80 14.569.531,20 45.395.470,00t o t a l 30.825.938,80 14.569.531,20 45.395.470,00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 2200602 18.11.2016 17.02.2017 23.05.2017 23.05.2017 31.12.2024 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 2200602 45.395.470,00 33.505.159,13 33.505.159,13 0,00 33.505.159,13 t o t a l 33.505.159,13 33.505.159,13 0,00 33.505.159,13 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 2200602 43.553.345,85 32.145.537,50 95,94 1.359.621,63 4,06 t o t a l 32.145.537,50 95,94 1.359.621,63 4,06 executing and implementation agencies borrower government of zambiaguarantor government of zambiaexecuting agency ministry of agriculture - water developmentperformance status progress towards development objective rating on development objective do performance rating summary of key findings current previous project development objective is likely to be achieved for the project. this is because there is also a built in mechanism for the private sector to continue with building aquaculture enterprises supported by a dedicated funds following project closure. satisfactory satisfactory implementation progress rating on implementation progress ip performance rating summary of key findings current previous the implementation progress for the project has been excellent. but for the challenge during the covid 19 years, the project has done exceptionally well with respect to implementation performance satisfactory satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous the project has been able to put in place a model for aquaculture enterprise investments in the country and has introduced a standard and certification system in the country for the first tine to build trust for trade in the aquaculture business. non potentialy problematic project non potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status fast tracking outstanding disbursements on outstanding contracts work with the project team to ensure that all outstanding disbursements on existing contracts are concluded before december 2024 piubank 30.11.2024 in progressmain risks and mitigation risks mitigation measures applied or proposed responsible deadline conclude outstanding disbursements ensure that all the outstanding disbursements are concluded ensure that contract delivery timelines are met piubank 30.11.2024 b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress to promote of aquaculture as a viable and inclusive business opportunity through enhanced production and productivity to improve the livelihoods of beneficiaries along the value chain outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment increased aquaculture production and productivity total annual aquaculture production tons ton 20.200, 76.629, 40,200 - 279.91 achievedlikely to be achieved this outcome indicator was exceeded.no. of people employed in aquaculture sub -sector of which 50 women nbr 12,210 41.736, 24.210, 172,43 achievedlikely to be achieved this outcome indicator acheived.[women] -no. of people employed in aquaculture sub -sector of which 50 women nbr 0, 20.868, 12.105, 172,39 achievedlikely to be achieved this outcome indicator was achieved and exceededpercentage improvement in fish handling through appropriate value chain and market linkage 5, 30, 45, 62,50 likely to be achieved with correctives actions achievement on this indicator has doubled from baseline but target is not achievedpercentage of fish producedimported compliant with international standards product compliant international standardstotal fish production and import 5, 100, 50, 211,11 achievedlikely to be achieved this outcome indicator is achieved and exceededper capita consumption of fish per capita consumption of fish kg 6, 11,700 12, 95,00 achievedlikely to be achieved this outcome indicator is almost achievedpercentage improvement in access to product and market information by fish producers and traders as well as service providers 0, 4, 5, 80,00 achievedlikely to be achieved this outcome indicator is almost achievedoutcome rating rating on project outcomes performance rating summary of key findings current previous most of the outcome indicators were met or exceeded project target except for one outcome indicator which may not meet target before project closure 3 3 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment support to aquaculture entrepreneurs no. of out -grower clusters established and functional nbr 2, 5,00 5, 25,00 25,00 on track achievement of the target for this indicator is not likely before project closure. [women] -no. of out -grower clusters established and functional nbr 1, 2,00 2, 50,00 50,00 on track the achievement of the target for this indicator is on track no. of emerging small medium scale aquaculture enterprises operational of which 40 women nbr 600, 700,00 700, 83,33 83,33 on track the achievement of the target for this indicator is on track [women] -no. of emerging small medium scale aquaculture enterprises operational of which 40 women nbr 575, 280,00 280, 205,36 205,36 on track the target for this indicator has been achieved and exceeded no. of proposals from young aqua -preneurs submitted, approved and operational nbr 1.437, 630,00 630, 287,67 287,67 on track the target for this indicator has been achieved and exceeded volume of funds released by financial institutions to yaep mi 19.110.237, 1..,00 1.., 2.112,25 2.112,25 on track the target for this indicator has been achieved and exceeded no. technical assistance sessions provided nbr 25, 10,00 10, 400,00 400,00 on track the target for this indicator has been achieved and exceeded no of business development training nbr 25, 5,00 5, 600,00 600,00 on track the target for this indicator has been achieved and exceeded fingerling's production increased nbr 3.384.688.219, 98..,00 98.., 8.116,31 8.116,31 on track the target for this indicator has been achieved and exceeded no. of hatcheries completed and functional nbr 2, 10,00 10, 0,00 0,00 on track there has been no change in respect of this indicator no. of private sector fish hatcheries nbr 16, 15,00 15, 110,00 110,00 on trackthe target for this indicator has been achieved and exceeded fish hatcheries quality certification system established nbr 1, 1,00 1, 100,00 100,00 on track the target for this indicator has been achieved. feed testing unit established and operational nbr 1, 1,00 1, 100,00 100,00 on track the target for this indicator has been achieved. mandatory standardization for fishsea food attained nbr 1, 1,00 1, 100,00 100,00 on track the target for this indicator has been achieved. fish standards testing laboratory established nbr 1, 1,00 1, 100,00 100,00 on track the target for this indicator has been achieved. no. of inspectors trained nbr 46, 50,00 50, 90,00 90,00 on track achieving the target for this indicator is on track support to growth enabling infrastructure one stop shop agro -service centres operational nbr 4, 5,00 5, 75,00 75,00 on track achieving the target for this indicator is on track no. of aquaculture parks establishedrehabilitated nbr 4, 5,00 5, 75,00 75,00 on track achieving the target for this indicator is on track kilometers of roads developed in aquaculture -parks km 12, 20,00 20, 46,67 46,67 on track achieving the target for this indicator is on track no. of fish market facilities developed nbr 4, 5,00 5, 75,00 75,00 on track this indicator is on track and will continue as private sector interest grows after project closure no. of weirs constructedrehabilitated nbr 3, 10,00 10, 12,50 12,50 on track the target for this indicator is not likely to be met before project closure no. of water reservoirs constructed and rehabilitated nbr 3, 15,00 15, 0,00 0,00 on track the target for this indicator is not likely to be met before project closure no. of ponds developed by fish farmers nbr 40.652, 50.,00 50., 79,23 79,23 on track achievement of the target for this indicator is on track but there is a built in mechanism for provate sector entities to construct fish ponds for potentila enterprises. no. of fish cages established by farmers nbr 1.452, 2.,00 2., 45,20 45,20 on track achievement of the target for this indicator is not likely to be achieved in the project life span but mechanisms have been built into the project for private sector to continue the construction of fish cages on demand. fish genetic improvement program gip established nbr 1, 1,00 1, 100,00 100,00 on track the target for this indicator has been achieved. no of laboratories rehabilitated and equipped nbr 1, 5,00 5, 0,00 0,00 on track there is no change in respect of this indicator no. of quarantine facilities established nbr 18, 1,00 1, 2.366,67 2.366,67 on track the target for this output indicator has been exceeded no of fish health lab established nbr 1, 1,00 1, 100,00 100,00 on track the target for this output indicator has been achieved project management institutional capacity building no. of aquaculture statistics surveys conducted nbr 4, 18,00 18, 6,67 6,67 on track achieving the target for this indicator is not likely by project closure national aquaculture statistics database website operational website user trafficmonth nbr 95, 100,00 100, 93,75 93,75 on track achievement of the target for this indicator is on track no. of information bulletins disseminated nbr 12, 12,00 12, 100,00 100,00 on track achievement of the target for this indicator is on track number of technical assistance staff trained nbr 6, 15,00 15, 25,00 25,00 on track achievement of the target for this indicator is on track aquaculture curricula reviewed and improveddeveloped nbr 3, 3,00 3, 100,00 100,00 on track the target for this output indicator has been achieved no. of study tours conducted nbr 2, 5,00 5, 40,00 40,00 on track this target for this output indicator is not likely to be met no of fish health strategy developed nbr 1, 1,00 1, 100,00 100,00 on track this output indicator has been achieved no of fish geneticists trained nbr 5, 4,00 4, 128,57 128,57 on track this output indicator has been achieved and exceeded no. of annual reports produced nbr 8, 6,00 6, 140,00 140,00 on trackthis output indicator has been achieved. no. of audit reports produced nbr 3, 6,00 6, 40,00 40,00 on track achievement of this output indicator is on track. work plans and budgets produced nbr 10, 11,00 11, 90,00 90,00 on track this output indicator has been achieved no. of steering committee meetings organized nbr 7, 12,00 12, 50,00 50,00 on track the output indicator is halfway achieved and on track [women] -no. of steering committee meetings organized nbr 7, 5,00 5, 144,44 144,44 on track target output acheived and exceeded output rating rating on project outputs performance rating summary of key findings current previous targets for several output indicators have been exceeded andor have been achieved 4 4 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous project development objective is likely to be achieved for the project. this is because there is also a built in mechanism for the private sector to continue with building aquaculture enterprises supported by a dedicated funds following project closure. satisfactory satisfactory additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value

Implementation progress and results report ipr a. report summary and proposed actions report data project name: eskom distributed battery energy storage programme project code: p-za-fa0-006 country south africa sector: electricity environmental categorization 2-category 2 report type: date of report: 26.06.2024 mission: field mission 3 from: 06.05.2024 to: 10.05.2024 prepared by task manager: anthony karembu njeru alternate task manager : division manager : kanonda farai epiphanius pesd5 project data project financing in usd financing sourceinstrument foreign currency local currency totalclean technology fund project 57,671,199.15 57,671,099.15 115,342,298.30t o t a l 57,671,199.15 57,671,099.15 115,342,298.30processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 5560131101 27.10.2021 11.07.2022 11.07.2022 06.04.2023 31.03.2025 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 5560131101 57,671,199.15 43,860,094.11 43,860,094.11 0.00 43,860,094.11 t o t a l 43,860,094.11 43,860,094.11 0.00 43,860,094.11 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 5560131101 22,200,.00 16,883,541.59 38.49 26,976,552.53 61.51 t o t a l 16,883,541.59 38.49 26,976,552.53 61.51 executing and implementation agencies borrower eskom holdings ltd public sector clientguarantor government of south africa ministry of finance, dept. of financeexecuting agency eskom holdings ltd public sector clientperformance status progress towards development objective rating on development objective do performance rating summary of key findings current previous the project is on course to increase efficiency and reliability of electricity supply to the grid from clean energy variable renewable energy - vre through dispatchable battery energy storage systems as well as to reduce ghg emissions. hex pongola and elandskop sites have been completed and commissioned satisfactory satisfactory and will increase the level of achievement of the developmental goal of the project the remain contracts for pinggao are expected to be comissioned in novermber 204 implementation progress rating on implementation progress ip performance rating summary of key findings current previous project implementation is ongoing and satisfactory following the comissioning of the hex, pongola and elandskop sites under the hyosung contracts construction of the pinggao contracts has commenced, the majority of the critical equipment have been procu red and delivered to site. a few containers delayed were delivered in april 2024. however, pinggao has not yet shipped the 10mva transformer due to currency issues. eskom noted the assistance being provided, however pinngao is yet to finalize the fdps thus working on site at risk. overall construction of the pinggao sites has been slow and a major issue being the change of sub -contractors. in skaapvlei, the bess bulk earth works are in progress while at graafwater, proconis is busy with the substation works . several challenges still noted under the pinggao contract include the contractor not being able to meet their contractual completion date and thus applied for an extension of time eot and cost claim which is being considered by eskome due to design iss ues that expected to be rectififed and commencement of contstruction being q4 2023. overall implementation has been satisfactory. satisfactory highly satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous overall implementation of the project is satiffactory following the recent commissioning of pongola and elandskop sites. pinggao is working on a recovery schedule whereby the hot commissioning of the paleisheuwel 45mwh, graafwater 30mwh, and skaapvlei 32 0mwh have been rescheduled to november 2024. non potentialy problematic project non potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status slow disbursement of the loan to eskom follow up with eskom to ensure the afdb is allocated substantial disbursement from the nation treasury foreign limit clearance for eskom. targeting upto usd 10 million to be disbursed in june 2024 follow up with eskom to ensure the afdb is allocated substantial disbursement from the nation treasury foreign limit clearance for eskom. targeting upto usd 10 million to be disbursed in june 2024 eskom 30.06.2024follow up with eskom in progressmain risks and mitigation risks mitigation measures applied or proposed responsible deadline disbursement risk risk that afdb will not be considered in the next disbursement foreacast for eskom due to competing disbursement of the world bank constant discussions and follow up with the eskom treasury team to ensure afdb is prioritized in the foreign borrowing limit clearance by national treasury and incorporate required information on client connection eskom and afdb 30.09.2024 follow up with eskom facility that expired in december 2023 and fully disbursed by february 2024, b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress the battery energy system storage project will consist of design, engineering, supply, construction, installation, testing an d commi ssioning distributed battery storage infrastructure at eskom sub -stations located at existing variable renewable energy vre plants, upcoming distributed solar pv to be implemented by eskom distribution operated by eskom renewables and the new reisites proje cts from bid window 4 5. the overall bess is structured in two phases. phase i will incorporate 7 sites identified in the western cape, northern cape, eastern cape and kwa -zulu natal provinces. the sites were evaluatedagainst a high -level set of criteria notably i proximit y to existing renewable energy plants; ii primary use per site dedicated to national peak shaving; capacity per site based on environmentaland land availability; iv 4 hours minimum discharge capability; v ancillary support voltage, frequency, reactive power or qos support. phase i aims to install at 200 mw of battery storage withfour 4 hours of energy storage capacity per day, equivalent to 800 mwh 200 mw ' 4h = 800mwh. phase i is expected to achieve commercial operation by december 2023. phase ii willincorporate 9 sites to be identified in free state, gauteng, north west, mpumalanga and limpopo provinces. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment accelerated development of large -scale renewable energy capacity percent of renewable energy in the energy mix 8. 8. 15. 0.00 likely to be achieved with correctives actions package 2b pongola 160mwh and elandskop 32mwh in kzn, package 3b hex - 100mwh in western cape worcester, package 3a paleisheuwel 45mwh and graafwater 30mwh, and package 1 skaapvlei 320mwh in western cape will facilitate evacuation of renewable ener gy from adjacent re projects in western cape. package 4 melkhout and reinfointein will also facilitate the evacuation of curtrailed 200mw of wind.this is will probably increase dispatchable re into the grid.mitigated greenhouse emissions million tons of co2 -equivalent mitigated tca 0.001 0.192 0.292 65.64 likely to be achieved with correctives actions package 2b pongola 160mwh and elandskop 32mwh in kzn, package 3b hex - 100mwh in western cape worcester, package 3a paleisheuwel 45mwh and graafwater 30mwh, and package 1 skaapvlei 320mwh in western cape will facilitate evacuation of renewable ener gy from adjacent re projects in western cape. this is will probably increase dispatchable re into the grid and mitigate co2 emissions.dispatched variable renewable energy incremental capacity of dispatchable bess energy mwh 0.001 292. 800. 36.50 likely to be achieved with correctives actions package 2b pongola 160mwh and elandskop 32mwh in kzn, package 3b hex - 100mwh in western cape worcester have been passed their performance testing and expected to be commissioned in june - july 2024jobs created number of part -time equivalent jobs created during construction phase nbr 0.001 350. 1,500. 23.33 likely to be achieved with correctives actions expected jobs have materialize during construction in particular hex ,pongola and elandskop. ancipated jobs for the package 3a paleisheuwel 45mwh and graafwater 30mwh, and package 1 skaapvlei 320mwh in western cape will increase the part -time jobs targ et. these packages have since commenced construction.number of full -time equivalent direct jobs created during operation nbr 0.001 30. 100. 30.00 likely to be achieved with correctives actions hex, pongola and elandskop will be commissioned in june -july 2024. iin this regard increase the permanent jobsoutcome rating rating on project outcomes performance rating summary of key findings current previous significant achievement of the outcomes expected in q4 2024 3 3 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment battery energy storage system bess installed mw of bess installed with 4 hours of battery storage mw 68. 200.00 200. 34.00 34.00 on track the hex site 20mw was commissioned on 9 november 2023; the performance testing and dry run was completed on 28 april 2024 at pongola 40mw and the contractor is preparing the report. performance testing and dry run at elandskop 8mw was completed on june 9, 2024. total bess installed to date is 68mw volume of direct financing leveraged through ctf funding amount in usd million mi 340. 440.00 440. 77.27 77.27 on track world bank and new development bank have mobilized upto usd340 million in 2024 output rating rating on project outputs performance rating summary of key findings current previous expected output already achieved on the usd leveraging, however, mw output has significvantly improved with the completeion of hex, elandskop and pongola at 68mw in total. 4 4 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous the project is on course to increase efficiency and reliability of electricity supply to the grid from clean energy variable renewable energy - vre through dispatchable battery energy storage systems as well as to reduce ghg emissions. satisfactory satisfactoryhex pongola and elandskop sites have been completed and commissioned and will increase the level of achievement of the developmental goal of the project the remain contracts for pinggao are expected to be comissioned in novermber 204 additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value :52:42 -prd

Implementation progress and results report ipr a. report summary and proposed actions report data project name: eastern corridor road development programme phase 1 project code: p-gh-db0-018 country ghana sector: road transport highways environmental categorization 1-category 1 report type: date of report: 26.06.2024 mission: field mission 7 from: 10.06.2024 to: 17.06.2024 prepared by task manager: sheila enyonam akyea alternate task manager : division manager : ilboudo jean -noel picu5 project data project financing in uac financing sourceinstrument foreign currency local currency totala.d.f. project 51.450.,00 6.850.,00 58.300.,00government project 0,00 4.720.,00 4.720.,00opec fund project 12.981.674,21 1.429.,00 14.410.674,21t o t a l 64.431.674,21 12..,00 77.430.674,21processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 2100150041743 26.06.2019 29.01.2020 18.03.2020 24.04.2020 31.12.2024 6540654001582 28.02.2020 00.00.0 00.00.0 00.00.0 00.00.0 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 2100150041743 58.300.,00 58.300.,00 58.300.,00 0,00 58.300.,00 6540654001582 0,00 0,00 0,00 0,00 0,00 t o t a l 58.300.,00 58.300.,00 0,00 58.300.,00 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 2100150041743 1.113.362,40 1.113.362,40 1,91 57.186.637,60 98,09 6540654001582 944.577,13 944.577,13 1,62 57.355.422,87 98,38 t o t a l 2.057.939,53 1,76 114.542.060,47 98,24 executing and implementation agencies borrower government of ghanaguarantor ministry of finance economic planningexecuting agency ghana highway authorityperformance status progress towards development objective performance rating summary of key findings rating on development objective do current previous do will still be achieved if procurement is expedited satisfactory satisfactory implementation progress rating on implementation progress ip performance rating summary of key findings current previous implementation will iprove if procurement is expedited satisfactory satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous project is currently flagged in the reporting system as because of slo procurement and disbursement potentialy problematic project potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status slow procuremwnt expedite procuremnt and submission of complet documents gha, mrh, pcu 31.12.2024projectclosing date in progressmain risks and mitigation risks mitigation measures applied or proposed responsible deadline disbursemen tclosing date construction which will take 24month is yet to end and disbursement closig date is in 12 months extend disbursement closing date gha, mrh, pcu 30.06.2024 6 months before closing date b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress contribute towards an efficient transportation system that promotes ghana's ports and corridors to enhance inclusiveness, stimulate socio -economic development and facilitate domestic and regional trade and integration outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment enhance travel along eastern corridor reduce transport cost voc vk 0,900 0,900 0,450 0,00 achievedlikely to be achieved likely to be achieved if procurment issues are resolvedreduce average journey times from tema to asikuma at peak times hr 2,500 2,500 1,500 0,00 likely to be achieved with correctives actions likely to be achieved if procurment issues are resolved reduce road accidents withing project area of influence traffic accidents and mortality within the project are of influence nuy 200, 200, 120, 0,00 likely to be achieved with correctives actions likely to be achieved if procurment issues are resolvedsupport to enhance basic social service delivery in edutaion and health in shai osudoku, north tongu and ho west districts increased access to basic education gross enrollment ration ger 79 gross enrollment ration ger 79 gross enrollment ration ger 81 in 15 schools na achievedlikely to be achieved likely to be achieved if procurment issues are resolvednumber of direct jobs created for women and youth nbr 0, 0, 1.500, 0,00 achievedlikely to be achieved likely to be achieved if procurment issues are resolved[women] -number of direct jobs created for women and youth nbr 0, 0, 450, 0,00 achievedlikely to be achieved likely to be achieved if procurment issues are resolvednumber of indirect jobs created for women and youth nbr 0, 0, 850, 0,00 achievedlikely to be achieved likely to be achieved if procurment issues are resolved[women] -number of indirect jobs created for women and youth nbr 0, 0, 500, 0,00 achievedlikely to be achieved likely to be achieved if procurment issues are resolvednumber of latrines rehabilitated in schools and health centres nbr 0, 0, 15, 0,00 achievedlikely to be achieved likely to be achieved if procurment issues are resolvedincrease in value added agriculture products and exports increase in value of livestock and products marketed percentage increas 0 percentage increas 0 20 increase na achievedlikely to be achieved likely to be achieved if procurment issues are resolvedincrease in vol. of fresh fruits and vegetables exported by women percentage increase percentage increase 10 increase na achievedlikely to be achieved likely to be achieved if procurment issues are resolvedincrease in no. of msmes of which at least 30 of women owned businesses established within the project corridor percentage inceease percentage inceease 20 increase na achievedlikely to be achieved likely to be achieved if procurment issues are resolvedefficiency and improvements in transit trade along the eastern corridor reduced transit time for goods passed through ghana destined for burkina faso and beyond day 15, 15, 9, 0,00 likely to be achieved with correctives actions likely to be achieved if procurment issues are resolvedoutcome rating rating on project outcomes performance rating summary of key findings current previous likely to be achieved if procurment issues are resolved 3 3 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment main road infrustructed constrcuted and related activities completed no. paps compensated andor resettled in accordance with the rap nbr 78, 1.454,00 1.454, 5,36 5,36 on track likely to be achieved if procurment issues are resolved [women] -no. paps compensated andor resettled in accordance with the rap nbr 0, 436,00 436, 0,00 0,00 on track likely to be achieved if procurment issues are resolved roads constructed - paved roads km 0, 64,00 64, 0,00 0,00 on track likely to be achieved if procurment issues are resolved all consultancy service activities completed design review report and works supervision reports submitted nbr 3, 12,00 12, 25,00 25,00 on track likely to be achieved if procurment issues are resolved no of audit reports submitted nbr 0, 10,00 10, 0,00 0,00 on track likely to be achieved if procurment issues are resolved no of sensitization campaigns gender conducted nbr 0, 1,00 1, 0,00 0,00 on track likely to be achieved if procurment issues are resolved [women] -no of sensitization campaigns gender conducted nbr 0, 1,00 1, 0,00 0,00 on track likely to be achieved if procurment issues are resolved no of road studies completed nbr 0, 3,00 3, 0,00 0,00 on track likely to be achieved if procurment issues are resolved staple crop processing zone report completed nbr 0, 1,00 1, 0,00 0,00 on track likely to be achieved if procurment issues are resolved feasibility and dd study for water and sanitation within 0, 1,00 1, 0,00 0,00 on track project area completed nbrlikely to be achieved if procurment issues are resolved no. of me reports submitted nbr 1, 3,00 3, 33,33 33,33 on track likely to be achieved if procurment issues are resolved project video documentary submitted nbr 0, 1,00 1, 0,00 0,00 on track achieved institutional support to pcu and afdb desk at mof provided no. of tas provided to the pcu nbr 3, 3,00 3, 100,00 100,00 on track achieved no of i.t equipment nbr 8, 8,00 8, 100,00 100,00 on track achived no of vehicles provided nbr 10, 8,00 8, 125,00 125,00 on track achieved esw report completed nbr 1, 1,00 1, 100,00 100,00 on track achieved transport sector conference held nbr 1, 1,00 1, 100,00 100,00 on track achieved people trained nbr 0, 12,00 12, 0,00 0,00 on track likely to be achieved if procurment issues are resolved [women] -people trained nbr 0, 5,00 5, 0,00 0,00 on track likely to be achieved if procurment issues are resolved community support projects provided no. of youth gender benefitting from 0, 500,00 500, 0,00 0,00 on track labour intensive public works lipu nbrlikely to be achieved if procurment issues are resolved [women] -no. of youth gender benefitting from labour intensive public works lipu nbr 0, 200,00 200, 0,00 0,00 on track likely to be achieved if procurment issues are resolved no of women beneficiaries of stores in the markets nbr 0, 200,00 200, 0,00 0,00 on track likely to be achieved if procurment issues are resolved [women] -no of women beneficiaries of stores in the markets nbr 0, 200,00 200, 0,00 0,00 on track likely to be achieved if procurment issues are resolved people trained nbr 0, 1.500,00 1.500, 0,00 0,00 on track likely to be achieved if procurment issues are resolved [women] -people trained nbr 0, 12,00 450, 0,00 0,00 on track likely to be achieved if procurment issues are resolved rural marketing and production facilities rehabilitated nbr 0, 3,00 3, 0,00 0,00 on track likely to be achieved if procurment issues are resolved classrooms and educational support facilities rehabilitated nbr 0, 15,00 15, 0,00 0,00 on track likely to be achieved if procurment issues are resolved health facilities rehabilitated nbr 0, 6,00 6, 0,00 0,00 on track likely to be achieved if procurment issues are resolved social facilities, community centres constructed nbr 0, 3,00 3, 0,00 0,00 on track likely to be achieved if procurment issues are resolved soft interventions to support trade and reginal intergration provided business process flow at tema port implement efficient business process flow at tema port na 5 days turnaround time for cargo processing at tema na na on track likely to be achieved if procurment issues are resolved no. of customs officials trained on transit procedures and regulations nbr 0, 50,00 50, 0,00 0,00 on track likely to be achieved if procurment issues are resolved policies and regulations harmonized and implemented along the corridor no. of policies and regulations harmonized and implemented along the corridor na minimum 5 no. of policies and regulations harmonized and implemented along the corridor na na on track likely to be achieved if procurment issues are resolved output rating rating on project outputs performance rating summary of key findings current previous likely to be achieved if procurment issues are resolved 4 4 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous do will still be achieved if procurement is expedited satisfactory satisfactory

Implementation progress and results report ipr a. report summary and proposed actions report data project name: renforcement des competences dans le secteur de la sante project code: p-dj-ke0-001 country djibouti sector: infrastructure environmental categorization 3-low es risks and report type: date of report: 25.06.2024 mission: field mission 4 from: 22.04.2024 to: 24.04.2024 prepared by task manager: nadege kiswensida balima alternate task manager : division manager : doroba chalwe hendrina ahhd1 project data project financing in uac financing sourceinstrument foreign currency local currency totala.d.f. project 4.945.,00 1.055.,00 6..,00a.d.f. projcyclegrant 257.,00 50.,00 307.,00government projcyclegrant 0,00 2.080.,00 2.080.,00t o t a l 5.202.,00 3.185.,00 8.387.,00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 2100150036493 05.12.2016 06.02.2017 26.07.2017 26.07.2017 30.06.2026 2100155033667 05.12.2016 06.02.2017 06.02.2017 05.07.2017 30.06.2026 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 2100150036493 6..,00 6..,00 6..,00 0,00 6..,00 2100155033667 307.,00 307.,00 307.,00 0,00 307.,00 t o t a l 6.307.,00 6.307.,00 0,00 6.307.,00 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 2100150036493 2.644.084,90 2.644.084,90 44,07 3.355.915,10 55,93 2100155033667 128.968,94 128.968,94 42,01 178.031,06 57,99 t o t a l 2.773.053,84 43,97 3.533.946,16 56,03 executing and implementation agencies borrower gouverment de djibouti ministere de l'econ. des fin. et de la planificationguarantor gouverment de djibouti ministere de l'econ. des fin. et de la planificationexecuting agency gouverment de djibouti ministere de l'econ. des fin. et de la planificationperformance status progress towards development objective performance rating summary of key findings rating on development objective do current previous the project's general objective is to back the government's efforts to improve access to quality and affordable health care by the people of djibouti. the specific objectives are to: i develop human resources for health medical specialists, paramedics, managers, and maintenance specialists and place a wide range of medical specialties at the disposal of the population; ii reduce the cost of evacuating patients abroad for specialized medical care; and enable the functioning of health facilities. in terms of developing human resources for the health sector, the project is on track. since the last supervision mission in october 2023, implementation continues to progress as: i courses continue to be provided by the higher institute of health scie nces i of djibouti for the training of paramedical staff, including i 63 in initial training to become state -certified nurses 31 in the first year and 32 in the second year ; ii 18 in in initial training as anesthesiologist nurses all in the se cond year; 11 in continuing education as operating theater nurses; iv 20 in continuous education to become emergency doctors; and v 15 in continuous education receiving healthcare management training. on doctors being trained abroad in specific specialization trainings, out of the 27 doctors in cohort 1 who went abroad in 2021, 14 have returned since 2022 and 8 others have returned in 2023. twenty 20 doctors out the second cohort went abroad in 2022 and 2 doctors of the third cohort went to st art their training in june 2023. one doctor in the third cohort is still awaiting registration and the two others from the ministry of health from the 5 initially planned in the third cohort have dropped out. the fifth cohort 3 doctors will not be abl e to be trained as part of the project as the cnss cannot avail more doctors without affecting its operations. it should be noted that from the second and third cohort, 15 doctors will not finish their training until after the closing date of the project, which is scheduled for december 31, 2026. the executing agency has formally committed to covering all fees and costs related to these 15 doctors until the end of their training. on the issue of gender balance in the number of trainees in i and doctor s in specific specialization trainings abroad, the bank is working on arranging a workshop to be held with the gender department to help the project improve the targets related to gender parity following recommendations from the midterm review. the proce ss of 1 purchasing two 2 ambulances for the new cnss hospital including the construction financed by the islamic development bank - idb and 2 the recruitment of the consulting firm for the design of the amu digitalization system were concluded. the two ambulances were delivered in q3 2023. both will supportimprove health facilities' function. satisfactory satisfactory implementation progress rating on implementation progress ip performance rating summary of key findings current previous overall, project implementation is satisfactory. the main activity of the project is training, which is on track - doctors who are to be trained abroad for their specialization are being trained abroad and will meet the target. th training provided by the higher institute of health sciences i is on track. in terms of goods to be acquire the hospital management system and related equipment for the hospital, has been launched in q1 2024 in anticipation of the completion of the works for the hospital now scheduled for q3 2024. the firm who will be managing the hospital has been recruited and has finalized preparation of the list of furniture and equipment. satisfactory satisfactory it should be noted that the project was initially to support the it equipment of the new hospital. since funds were planned as part of the hospital construction project to supply it equipment amongst other equipment in the lot, mtr of this project conclude d that it would be more effective to procure the hospital management system and related it equipment as part of this project instead. the mission of the consultant supporting the operationalization of universal health coverage uhc, medical standards an d quality standards was concluded in april 2023. the procurement process for the technical assistance activities planned for the digitalization of the uhc was concluded and the contract should be signed by q2 2024. overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous the overall project classification is rated as n. despite the project being flagged for not being at 50 disbursement after 6 years 44.07 disbursement on the loan instrument and 42.01 on the grant instrument, it can only be classified as n as all activities are on track and the design of the project and its core activitiesexpense types are what has led to the flags. loan: scholarships and school fees which make up the bulk of the instrument's expected disbursements are paid out quarterly and sal aries for 9 replacement doctors are paid out monthly. grant: piu staff and the 10th replacement doctor salaries are paid out monthly from the special account which cannot disburse more than 6 months in advance. non potentialy problematic project non potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status timely submission of error -free disbursement requests. meeting with piu to review workload distribution and quality control measures in place. afdb and piu 30.06.2024 completedmain risks and mitigation risks mitigation measures applied or proposed responsible deadline non return of medical staff sent abroad for training risk of medical staff trained abroad and not returning to their job to serve. close follow -up while in country and ensure enforceability of signed commitment to return to country. cnss 31.12.2024 further delay in end of construction of cnss hospital risk of delays in finalization of the construction and equipment of the hospital which would have an impact on the delivery timleine of the his which requires the hospital and it equipment to be in place. the end date for the construction of the cnss hospital was further delayed by another 6 months to october 2024. in order to minimize the risk of delayed delivery of the hospital management system which will need adaptation from software engineers based on the tors identified, the procurement process was initiated in february 2024 and should be concluded by 30 august 2024. cnss 30.08.2024 b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress the project's general objective is to back the government's efforts to improve access to quality and affordable health care b y the people of djibouti. the specific objectives are to: i develop human resources for health medical specialists, paramedi cs, managers and maintenance specialists and place a wide range of medical specialties at the disposal of the population; ii reduce the cost of evacuating patients abroad for specialized medical care; and enable the functioning of health facili ties. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment improved access to nursing care services coverage rate of nurses 1, 1, 1,250 0,00 achievedlikely to be achieved this indicator is not measurable yet until the nurses have completed their training. however, training provided by the higher institute of health sciences i is on track.coverage rate of specialists 0,400 0,400 0,800 0,00 achievedlikely to be achieved this indicator is not measurable yet: only 14 doctors out of the 50 have returned from their specialization training abroad.decrease in evacuation costs for patients seeking specialised care abroad cost of medical evacuations mi 6, 6, 2, 0,00 likely to be achieved with correctives actions this indicator is not measurable yet as only 14 doctors have returned from training, the cnss hospital funded by isdb is still under construction. this indicator may need to be revised as it is becoming clearer that this may not be measurable by the end of the project.improvement in universal medical coverage people coverage by universal medical coverage nbr 282., 282., 332., 0,00 achievedlikely to be achieved this indicator is not measurable yet as only 13 of technical assistance activities planned for this outcome have been completed - that of the work of the individual consultant. procurement is underway for the technical design and processes 23 and softw are purchase 33 for the activities related to this outcome to be completed.job creation jobs created nbr 0, 0, 300, 0,00 achievedlikely to be achieved this indicator is not measurable yet as the isdb cnss hospital is still under construction and is not expected to be operational before q1 2025.outcome rating rating on project outcomes performance rating summary of key findings current previous 3 3 there has been progress in capacity building of medical staff to improve and increase the quality of services. 22 doctors out of the 50 have returned from their specialization training, while the remaining 26 are still carrying out their trainings. the training provided by the higher institute of health sciences i is on t rack. output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment training of paramedics paramedics trained nbr 137, 196,00 196, 69,90 69,90 on track the training provided by the higher institute of health sciences i is ongoing and on track. trainings started in 2022. out of the 196 expected to be trained, 135 are currently still in training. disaggregated figures for female paramedics are yet to be shared. [women] -paramedics trained 0, 40,00 40, 0,00 0,00 on track numbers disaggregated by gender is has not yet been made available. training of specialist doctors specialists trained nbr 22, 28,00 53, 78,57 41,51 on track 22 doctors out of the 47 have returned from their specialization training - they are from cohort 1 27 doctors. while the remaining 25 are still carrying out their trainings and 3 others cohort 3 went abroad at the end of june 2023 and 2 dropped out. however, based on discussions with the piu, the 50 target will not be met as doctors to be sent for training are selected mainly on merit. [women] -specialists trained 0, 50,00 50, 0,00 0,00 on track number disaggregated by gender has not yet been made available. universal medical coverage is operational management of and accounting of umc is digitalized nbr 0, 1,00 1, 0,00 0,00 on track this indicator is not measurable yet as pre -requisite this output. procurement has just been concluded for the technical design and processes and software purchase for the activities related to this output. capacity of the maintenance of equipment and infrastructure enhanced maintenance center equipped and operating nbr 1, 1,00 1, 100,00 100,00 on track this activity is complete. biomedical engineers trained nbr 0, 0,00 5, 0,00 0,00 not on track this indicator is not measurable yet as the training of the biomedical engineers and maintenance technicians has not started yet. this target may need to be revised as it may not be achievable in the remaining timeline. maintenance technicians trained nbr 0, 0,00 10, 0,00 0,00 not on track this indicator is not measurable yet as the training of the biomedical engineers and maintenance technicians has not started yet. this target may need to be revised as it may not be achievable in the remaining timeline. output rating rating on project outputs performance rating summary of key findings current previous the project output rating is quite satisfactory. the umc individual consultant has finished their assignment. procurement has been concluded for the technical design and processes and software purchase for the digitalization of the umc. the training provi ded by the higher institute of health sciences i is on track and 22 doctors out of the 47 have returned from their specialization training, while the remaining 25 are still carrying out their trainings, with 2 more expected who went abroad for traini ng in june 2023 and one awaiting registration to be finalized by june 2024 2 having dropped out from doctors sent by the ministry. 3 3 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous the project's general objective is to back the government's efforts to improve access to quality and affordable health care by the people of djibouti. the specific objectives are to: i develop human resources for health medical specialists, paramedics, managers, and maintenance specialists and place a wide range of medical specialties at the disposal of the population; ii reduce the cost of evacuating patients abroad for specialized medical care; and enable the functioning of health facilities. in terms of developing human resources for the health sector, the project is on track. since the last supervision mission in october 2023, implementation continues to progress as: i courses continue to be provided by the higher institute of health sciences i of djibouti for the training of paramedical staff, including i 63 in initial training to become state -certified nurses 31 in the first year and 32 in the second year ; ii 18 in in initial training as anesthesiologist nurses all in the se cond year; 11 in continuing education as operating theater nurses; iv 20 in continuous education to become emergency doctors; and v 15 in continuous education receiving healthcare management training. on doctors being trained abroad in specific specialization trainings, out of the 27 doctors in cohort 1 who went abroad in 2021, 14 have returned since 2022 and 8 others have returned in 2023. twenty 20 doctors out the second cohort went abroad in 2022 and 2 doctors of the third cohort went to st art their training in june 2023. one doctor in the third cohort is still awaiting registration and the two others from the ministry of health from the 5 initially planned in the third cohort have dropped out. satisfactory satisfactory the fifth cohort 3 doctors will not be able to be trained as part of the project as the cnss cannot avail more doctors without affecting its operations. it should be noted that from the second and third cohort, 15 doctors will not finish their training until after the closing date of the project, which is scheduled for december 31, 2026. the executing agency has formally committed to covering all fees and costs related to these 15 doctors until the end of their training. on the issue of gender balance in the number of trainees in i and doctors in specific specialization trainings abroad, the bank is working on arranging a workshop to be held with the gender department to help the project improve the targets related to gender parity following recommen dations from the midterm review. the process of 1 purchasing two 2 ambulances for the new cnss hospital including the construction financed by the islamic development bank - idb and 2 the recruitment of the consulting firm for the design of the amu digitalization system were concluded. the two ambulances were delivered in q3 2023. both will supportimprove health facilities' function. additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value

Implementation progress and results report ipr a. report summary and proposed actions report data project name: mano river union road development and transport facilitation programme mrurdtfp phase ii project code: p-z1-db0-172 country multi -countries sector: road transport highways environmental categorization 1-category 1 report type: date of report: 25.06.2024 mission: field mission 3 from: 15.04.2024 to: 21.04.2024 prepared by task manager: patrick tamba musa alternate task manager : division manager : ilboudo jean -noel picu5 project data project financing in uac financing sourceinstrument foreign currency local currency totala.d.f. project 10,720,.00 2,680,.00 13,400,.00a.d.f. projcyclegrant 0.00 2,800,.00 2,800,.00eu-aip inssup regrant 13,728,.44 3,432,.10 17,161,110.54fragile states facility project 7,320,.00 1,830,.00 9,150,.00fragile states facility projcyclegrant 5,384,.00 1,346,.00 6,730,.00t o t a l 37,152,.44 12,088,.10 49,241,110.54processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 00.00.0 00.00.0 07.10.2011 00.00.0 31.12.2024 2100150040093 19.09.2018 03.10.2018 01.10.2019 12.02.2020 31.12.2024 5900152201 19.09.2018 03.10.2018 01.10.2019 12.02.2020 31.12.2024 5900155016199 20.02.2020 09.07.2020 09.07.2020 09.07.2020 31.12.2024 5110155258 19.09.2018 15.02.2019 15.02.2019 12.02.2020 31.12.2024 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 0.00 0.00 0.00 0.00 0.00 2100150040093 13,400,.00 13,400,.00 13,400,.00 0.00 13,400,.00 5900152201 9,150,.00 9,150,.00 9,150,.00 0.00 9,150,.00 5900155016199 6,730,.00 6,730,.00 6,730,.00 0.00 6,730,.00 5110155258 20,200,.00 16,022,283.40 16,403,959.69 0.00 16,403,959.69 t o t a l 45,302,283.40 45,683,959.69 0.00 45,683,959.69 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 0.00 0.00 0.00 0.00 0.00 2100150040093 12,136,049.26 12,136,049.26 90.57 1,263,950.74 9.43 5900152201 6,324,767.67 6,324,767.67 69.12 2,825,232.33 30.88 5900155016199 2,870,141.22 2,870,141.22 42.65 3,859,858.78 57.35 5110155258 19,055,270.84 15,474,351.22 94.33 929,608.47 5.67 t o t a l 36,805,309.37 80.57 8,878,650.32 19.43 executing and implementation agencies borrower government of liberia regionalguarantor government of liberia ministry of financeexecuting agency ministry of public worksperformance status progress towards development objective rating on development objective do performance rating summary of key findings current previous the project implementation which was affected by the covid -19 restrictions, caused delays in the purchase and importation of constru ction materials; but has significantly improved. the government of liberia recently paid 100 of the rap from fish town to kelipo 20km. however, there still exist other implementation challenges from the employer, consultant and contractor. employer: payment of the remaining rap from km 26 to km 47.1 in the build -up-areas on the sanniquellie to loguatuo road and from km16 t o km20 on the fish town to kelipo road corridor. consultant: the consultant's enviromentalist resigned and needs to be replaced. the design of the joint border post is yet to be submitted to the employer for review and approval. contractor: the cause of delay in the implementation of work activities are mainly due to contractor equipment being broken down and requiring repairs, the lack of skilled staff and personnel on site, language barrier between chinese staff and other staff. satisfactory satisfactory implementation progress rating on implementation progress ip performance rating summary of key findings current previous as of march 30, 2023 monthly progress report,the implementation of civil works activities on the sanniquellie to loguatuo 47.1km road project overall progress stands at 55 of the total value of works, as against the work planned of 60.00. the progress has increased by 1.86 as compared to the contractor's revised workplan submitted on 9, 2022. all other consultancy services have been procured. satisfactory satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous ipr is rated 2.0. major civil works and services are ongoing satisfactorily with concerns on ehs implementation which the bank is fo llowing up on with the borrower. non potentialy problematic project potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status public health and safety the contractor has developed health and safety management plan. ppes are supplied to workers on regular basis although there remained some challenges with some workers refusing to use ppes given them. measures are been put in placed for workers refusing to make full uterlization of ppes. public health and safety awarenesses hiv and safety are being conducted by the contractor along the project corridor. mpwcontractor 01.06.202331.12.2023 in progress risk assessment and contractor management procedures and action plans assessment of rap for the border post gol 30.06.202330.06.2023 completed esmp implementation contractor to provide rainy season workplan crsg 20.04.202320.04.2023 completed counterpart funding rap implementation consultant's re -mobilization of the assistant resident engineer and environmentalist. aictsc 30.05.202330.05.2023 completed replacement of key staff of the consultant environmental expert bank's approval of the price adjustment afdb 15.04.202315.04.2023 completed submission of the joint border post design preliminary submission of the final design boq for the border post aictsc piu 30.05.202330.05.2023 completed civil works contractor crsg social acceptance of the site for the karnplay market construction by the community dwellers piu social safeguard expert 30.04.202330.04.2023 completed civil works contractor crsg finalization and recruitment of the visibility consultant piu 30.04.202330.04.2023 completed biodiversity management and ecosystem services finalization and recruitment of the auditor piu 31.05.202331.05.2023 completed hazardous waste and pollution management plans commencement of assignment for the technical road safety and me consultants piu 01.06.202301.06.2023 completed comply with all applicable national regulations and project environmental permit conditions the contractor has renewed all project permits mpwcontractor 01.06.202301.06.2023 completed incident reportthe project has not experienced any fatality, but there has been injuries, properties damaged as reflected in the monthly progress r eports under the captioned incident report . mpwcontractor 01.06.202301.06.2023 completed mano river union road development transport facilitation programme phase ii: paving of fish town to kelipo lot i -20km and sanniquellie to loguatuo lot ii -47.1km. gac to conduct audit of the project from jan -december 2022. mpw 30.06.202330.06.2023 completedmain risks and mitigation risks mitigation measures applied or proposed responsible deadline lack of willingness to apply regional regulations lack of willingness to exertion of pressure by ecowas, mru and donors, raising of awareness for transporters and border control officers on their rights and obligations relating to international road transit. ivory coast liberia 30.06.2023 30.06.2023 apply regional regulations b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress to provide efficient road transport access to south east and north west counties of liberia and western part of cote d'ivoire . outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment reduced transport costs and travel operating costs vk 0.520 0.520 0.390 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. reduced average travel time between sanniquellie and loguatuo min 210. 210. 90. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. nos. people formally and informally employed during construction on skilled and unskilled jobs --sanniquellie -loguatuo nbr 0. 0. 550. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. [women] -nos. people formally and informally employed during construction on skilled and unskilled jobssanniquellie -loguatuo nbr 0. 0. 165. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. women -led enterprises accessing public procurement contracts 0. 0. 20. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. nos. women and youth owned contractors trained on technical know -how and financial management 0. 0. 100. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. [women] -nos. women and youth owned contractors trained on technical know -how and financial management 0. 0. 60. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. nos. people trained in book -keeping and simple accounting nbr 0. 0. 100. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. [women] -nos. people trained in book -keeping and simple accounting nbr 0. 0. 60. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. amount of time taken by a good truck to cross the border hr 12. 12. 4. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. number of checkpoints for every 10km -sanniquellie -loguatuo nbr 4. 4. 2. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. number of checkpoints for every 10km -fish town -kelipo nbr 3. 3. 1. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. nos. people formally and informally employed during construction on skilled and unskilled jobs -fish town -kelipo nbr 0. 0. 250. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. reduced average travel time between fish town -kelipo hr 2. 2. 1. 0.00 achievedlikely to be achieved the procurement process for the monitoring evaluation services ongoing. outcome rating rating on project outcomes performance rating summary of key findings current previous all the outcomes are on track. project activities are progressing well. 4 4 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment length km of road paved fish town -kelipo km 0. 67.10 67.100 0.00 0.00 on track civil works has not commenced but on track to reach target length km of road paved sanniquellie -loquatuo km 0. 47.10 47.100 0.00 0.00 on track civil works has not commenced but on track to reach target percentage of reduction in co2 emission 0. 21.00 21. 0.00 0.00 on track civil works has not commenced but on track to reach target border bridge build and commissioned na na pre-stressed bridge constructed and commissioned na na on track trade facilitation activities of the project have not commenced nos. of roadside markets at sanniquellie -loquatuo constructed in safe and secure spaces nbr 0. 2.00 2. 0.00 0.00 on track civil works has not commenced but on track to reach target number of separated toilets constructed in safe and secure spaces nbr 0. 3.00 3. 0.00 0.00 on track trade facilitation activities of the project have not commenced number of boreholes constructed in safe and secure spaces nbr 0. 5.00 5. 0.00 0.00 on track trade facilitation activities of the project have not commenced nos. of awareness, people sensitized and educational campaigns executed. nbr 0. 15.00 15. 0.00 0.00 on track trade facilitation activities of the project have not commenced progress on completion of study on urban mobility improvement na na study completed and availaible na na on track trade facilitation activities of the project have not commenced nos. of mpwpiu engineers trained nbr 0. 10.00 10. 0.00 0.00 not on track trade facilitation activities of the project have not commenced [women] -nos. of mpwpiu engineers trained nbr 0. 3.00 3. 0.00 0.00 not on track trade facilitation activities of the project have not commenced of reports on border procedure, processes and the role of cross border women na na reports on border procedure and processes na na on track trade facilitation activities of the project have not commenced one stop border post constructed na na border post constructed and commissioned at loguatuo liberiagbeunta cote d'lovire na na on track trade facilitation activities of the project have not commenced output rating rating on project outputs performance rating summary of key findings current previous all outputs are generally on track to reach their end of project targets. 3 3 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous the project implementation which was affected by the covid -19 restrictions, caused delays in the purchase and importation of constru ction materials; but has significantly improved. the government of liberia recently paid 100 of the rap from fish town to kelipo 20km. however, there still exist other implementation challenges from the employer, consultant and contractor. employer: payment of the remaining rap from km 26 to km 47.1 in the build -up-areas on the sanniquellie to loguatuo road and from km16 t o km20 on the fish town to kelipo road corridor. satisfactory satisfactory consultant: the consultant's enviromentalist resigned and needs to be replaced. the design of the joint border post is yet to be submitted to the employer for review and approval. contractor: the cause of delay in the implementation of work activities are mainly due to contractor equipment being broken down and requiring repairs, the lack of skilled staff and personnel on site, language barrier between chinese staff and other staff. additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value

Implementation progress and results report ipr a. report summary and proposed actions report data project name: support for digitization, financial inclusion and competitiveness project code: p-mw -kf0-007 country malawi sector: institutional support environmental categorization 3-low es risks and report type: date of report: 24.06.2024 mission: desk supervision 2 from: 22.04.2024 to: 26.04.2024 prepared by task manager: kouassi bruno aka alternate task manager : division manager : drammeh lamin majula pifd1 project data project financing in uac financing sourceinstrument foreign currency local currency totala.d.f. inssupregrant 9,430,.00 570,.00 10,,.00t o t a l 9,430,.00 570,.00 10,,.00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 2100155041177 08.12.2021 04.02.2022 04.02.2022 30.05.2022 31.03.2026 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 2100155041177 10,,.00 10,,.00 10,,.00 0.00 10,,.00 t o t a l 10,,.00 10,,.00 0.00 10,,.00 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 2100155041177 281,386.19 281,386.19 2.81 9,718,613.81 97.19 t o t a l 281,386.19 2.81 9,718,613.81 97.19 executing and implementation agencies borrower government of malawiguarantor government of malawiexecuting agency reserve bank of malawiperformance status progress towards development objective rating on development objective do performance rating summary of key findings current previous the disbursement rate remains very low at 4.8 by end of may 2024 after more than 1 year of effectiveness, mainly due to delay in starting procurement processes and although some progress have been made in catching up delays. other underlying key reasons of this counter -performance in terms of disbursement as follows: i poor responsiveness from some beneficiary satisfactory satisfactory institutions to the piu regaring starting of procurement processes or submission of proposals for re -preposing of funds, ii persisting challenges in procurement, notably some back and forth, on non -objection requests submission between the bank and piu. as a result, key activities of the project have not yet started and progress towards the development objective remains weak compared to the planned impact. implementation progress rating on implementation progress ip performance rating summary of key findings current previous the rating on implementation is quite satisfactory since january 2023. indeed, out of 23 planned activities in the procurement plan, 13 57 have their procurement processes launched or finalized, including 5 contracts signed with ongoing activities and 4 activities fully completed. ongoing activities represent 13 of the total project financing in terms of cumulative budget. there are also 4 almost completed procurement processes at the contracting stage. the remaining procurement processes are mainly a waiting completion of gap analyses and feasibility studies, or proposals from key beneficiairies for re -purposing of dedicated funds. satisfactory satisfactory overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous the ratings on implementation progress ip and developement objectives go are quite satisfactory. the project is currently red flagged at the bank's level due to low disbursement 4.8 after more than 1 year of effectiveness. however, 57 of the proje ct's procurement processes have been launched and procurement for the activities with big budgets, will be conducted just after completion of gap analyses and feasibility studies by end of december 2024 at the latest. the disbursement is expected to reach 20 by the same deadline. further more, there is also an upcoming request from the client side for revision of the logs, due to the reality on the ground and last minute changes in the strategic priorities of some key beneficiairies mot and ppda. non potentialy problematic project non potentialy problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status delays in procurement processes and subsequent low disbursement. - in collaboration with the piu, ensure a weekly follow -up pending procurement processes. - speeding -up of the processing of request to provide bank's non -objection approval on time. - start and speeding -up of procurement processes that are not relate d to completion of gap -analysis or feasibility studies. piu bank 31.03.2026 in progress need for revision of the list of goods and services due to on -hold activities representing 21.7 of the project financing. - the piu and the bank should work closely to finalize discussion on potential activities including related budget and appropriate procurement processes that will be part of the formal request from the client side for revision of the list of goods and se rvices. piu bank 31.08.2024 in progressmain risks and mitigation risks mitigation measures applied or proposed responsible deadline non use of dedicated funds and potential duplication of some project activities these activities include: - upgradng of the nsw as the ministry of trade is benefitting support from the wb on this matter. this support helped develop the nsw software and the pilot system is expected by may 2024 - in replacement of the activity dedicated to the nsw, the mot transmitted a formal request for development of a national investment portal nip. this request is in line with the revision of the logs, and under review at the bank's level. - ppda submitte d 2 proposals of activities as part of a re -proposong of funds. these proposals are under review at the bank's level in line with the process for revision of the logs. piumotppda 31.08.2024 with the full rollout in december 2024. - implementation of e -market platform for smes, women and youth. ppda is implementing the e -goverment market place e -gm project under a funding from the wb. b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress contribute to the structural transformation of the malawian economy through the promotion of inclusive finance and enhancing competitiveness of the economy. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment increased competitiveness malawi rank on gci ran 128. 128. 120. 0.00 likely to be achieved with correctives actions on -hold procurement processes for the following competitiveness -related activities: national single window, e -commenrce platform for the mpc, and e -commerce analysis. the activity related to improvement of trade facilitation measures is ongoing.ict contribution to gdp 5.700 4.800 7. - 69.23 likely to be achieved with correctives actions some of the ict related activities recently started with key deliverables and outcomes not yet completed or achived, as the ongoing activities are at the stage of gap analyses and feasibility studies, i.e i e-meney framework, ii upgrading of natswitch and mfi hub digital payments infrastructure, e -commerce frameworks and platforms.increase financial inclusion population with access to financial services women, rural population; sme in climate hotspots 58. 74. 65. 228.57 likely to be achieved with correctives actions updating of e -money frameworks and platforms and conduct of an awareness - raising campaign on dfs recently started but related outcomes are not yet achieved. the upgrading of natswitch and mfi hub systems is awaiting completion of the gap analysis.[women] -population with access to financial services women, rural population; sme in climate hotspots 36. 69. 43. 471.43 likely to be achieved with correctives actions updating of e -money frameworks and platforms as well as conduct of an awareness - raising campaign on dfs recently started but related outcomes are not yet achieved. the upgrading of natswitch and mfi hub systems is awaiting completion of the gap analysis. dfs access points pos nbr 110. 5,852. 140. 19,140.00 likely to be achieved with correctives actions updating of e -money frameworks and platforms as well as conduct of an awareness - raising campaign on dfs recently started but related outcomes are not yet achieved. the upgrading of natswitch and mfi hub systems is awaiting completion of the gap analysis. dfs access points atm nbr 496. 508. 520. 50.00 likely to be achieved with correctives actions updating of e -money frameworks and platforms as well as conduct of an awareness - raising campaign on dfs recently started but related outcomes are not yet achieved. the upgrading of natswitch and mfi hub systems is awaiting completion of the gap analysis. dfs access points mobile agents nbr 120. 331.317 200. 264.15 likely to be achieved with correctives actions updating of e -money frameworks and platforms as well as conduct of an awareness - raising campaign on dfs recently started but related outcomes are not yet achieved. the upgrading of natswitch and mfi hub systems is awaiting completion of the gap analysis. actors connected to the national switch interoperabilty players nbr 12. 15. 17. 60.00 likely to be achieved with correctives actions updating of e -money frameworks and platforms as well as conduct of an awareness - raising campaign on dfs recently started but related outcomes are not yet achieved. the upgrading of natswitch and mfi hub systems is awaiting completion of the gap analysis. increased access to regional and global export markets exports contribution to gdp 31. 8.200 35. - 570.00 likely to be achieved with correctives actions activities about improvement of trade facilitation measures and increase of regional market access recently started but the key deliverables and outcomes are not yet completed and achieved.malawi trade balance mi 2,028. 564. 1,870. 926.58 likely to be achieved with correctives actions activities about improvement of trade facilitation measures and increase of regional market access recently started but the key deliverables and outcomes are not yet completed and achieved.export markets serviced nbr 79. 87. 100. 38.10 likely to be achieved with correctives actions activities about improvement of trade facilitation measures and increase of regional market access recently started but the key deliverables and outcomes are not yet completed and achieved.outcome rating rating on project outcomes performance rating summary of key findings current previous the overall outcomes rating is 3. it is considered as satisfactory due to recent procrurement progress for actual start of activities, even if no outcome was achieved todate. indeed, the project implemention pace in on good track since the beginning of 20 23 with catching -up of initial procurement delays. four 4 activities related to the component 3 are finalized while 5 key activities are ongoing, with an estimated disbursement rate of around 20 by end of december 2024. most of the project key outcomes will progressively be achieved by 20252026 when activities with big budgets will actually be conducted. 3 3 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment improved offer of digital financial services providers offering digital financial services nbr 15. 17.00 20. 60.00 37.50 on track actual implementation of related activities has not yet started, awaiting completion of the gaps -analysis. providers offering digital financial services nbr 15. 17.00 20. 60.00 37.50 on track actual implementation of related activities has not yet started, awaiting completion of the gaps -analysis. partnership between fintchs mfis and mnos set up to foster the development of innovative productsservices targeting underserved populations, mainly women, youth and rural populations nbr 15. 4.00 5. 375.00 300.00 on track related activities has not yet started. awareness -raising campaigns conducted at national level, including rural areas nbr 0. 4.00 5. 0.00 0.00 on track related activities is ongoing. a money legal and regulatory framework is available, including relevant recommendations to foster digital financial inclusion no na yes na na on track related activity is ongoing. a consumer protection strategy drafted, and complain management mechanism developed and implemented no na yes na na on track some of the concerned activities recently started while the others have their procurement processes ongoing or not yet started. dfs interoperability with key players in the eosystem attained stakeholders trained on digital financial servives matters nbr 0. 10.00 20. 0.00 0.00 on trackactual implementation of related activities has not yet started. rbm and natswitch staff trained od payment systems managementsupervison matters nbr 0. 20.00 50. 0.00 0.00 on track actual implementation of related activities has not yet started. national switch upgraded no na yes na na on track actual implementation of related activities has not yet started. international payment gateways implemented no na yes na na on track actual implementation of related activities has not yet started. competitiveness and trade facilitation enhanced through digitalisation stakeholders involved in nsw benefit from capacity building on digitalization matters nbr 0. 20.00 30. 0.00 0.00 not on track nsw related activities are expected to be replaced in line with the revision of list of goods and services. the nsw upgraded with a buit -in e-payment platform and exchange of information between different customs operators and other government agencies no na yes na na not on track acticities related to nsw are expected to be replaced in line with the revision of the liste of goods and services. an e -market for ppda is in place no na yes na na not on track actual implementation of related activities has not yet started. some of them ppda -related activities are expected to be replaced in line with the revision of the list of goods and services. technical equipment installed within the postal network to strenthen its operational efficiency no na yes na na on track actual implementation of related activities has not yet started. some of them ppda -related activities are expected to be replaced in line with the revision of the list of goods and services. an e -market for ppda is in place no na yes na na not on track actual implementation of related activities has not yet started. some of them ppda -related activities are expected to be replaced in line with the revision of the list of goods and services. a digital hub dedicated to smes, women and youth is in place to scale up adoption of green and climate resilience technologies no na yes na na on track actual implementation of related activities has not yet started. business environment and regulatory frameworks improved for greater market access policy and law makers trained on rules and regulations in relation to digital economy nbr 0. 30.00 50. 0.00 0.00 on track related activity recently started but the deliverables and outcomes are not yet completed and achieved. e-commerce gap analysus conducted with regard to regulations of the electronic no na yes na na on track actual implementation of related activities has not yet started. e-commerce policy developed no na yes na na on track actual implementation of related activities has not yet started. cftc's information management system implemented no na yes na na on track actual implementation of related activites has not yet started. enhanced readiness to benefit from afcfta diagnostic study to harmonize regulation to reduce time and coast of trade at key corridors undertaken nbr 0. 0.00 1. 0.00 0.00 on track related activity recently started but the key deliverables and outcomes are not yet completed or achieved. trade negociators trained on e -commerce matters nbr 0. 20.00 30. 0.00 0.00 on track related activity recently started but the deliverables and outcomes are not yet completed and achieved. road map for malawi's participation in afcfta no na yes na na not on track the related activity recently started but the key deliverables and outcomes are not yet completed and achieved. road map for malawi's participation in afcfta no na yes na na on track the related activity recently started but the key deliverables and outcomes are not yet completed and achieved. output rating rating on project outputs performance rating summary of key findings current previous the overall output rating is 3. it is considered as satisfactory due to recent procrurement progress for actual start of activities, even if no output was achieved todate. indeed, the project implemention pace in on good track since the beginning of 2023 with catching -up of initial procurement delays. four 4 activities related to the component 3 are finalized while 5 key activities are ongoing, with an estimated disbursement rate of around 20 by end of december 2024. most of the project key outputs wil l progressively be achieved by 20252026 when activities with big budgets will actually be conducted. 3 3 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous the disbursement rate remains very low at 4.8 by end of may 2024 after more than 1 year of effectiveness, mainly due to delay in starting procurement processes and although some progress have been made in catching up delays. other underlying key reasons of this counter -performance in terms of disbursement as follows: i poo r responsiveness from some beneficiary institutions to the piu regaring starting of procurement processes or submission of proposals for re -preposing of funds, ii persisting challenges in procurement, notably some back and forth, on non -objection request s submission between the bank and piu. as a result, key activities of the project have not yet started and progress towards the development objective remains weak compared to the planned impact. satisfactory satisfactory additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value prd

Implementation progress and results report ipr a. report summary and proposed actions report data project name: strengthening tax administration project estap project code: p-er-k00-002 country eritrea sector: multi -sector environmental categorization 3-category 3 report type: date of report: 27.06.2024 mission: field mission 5 from: 10.06.2024 to: 14.06.2024 prepared by task manager: mosllem ahmed alamir ahmed alternate task manager : division manager : gebre -selassie kalayu ecgf2 project data project financing in uac financing sourceinstrument foreign currency local currency totalfragile states facility tsf - pillar 3 1.980.911,00 79.250,00 2.060.161,00t o t a l 1.980.911,00 79.250,00 2.060.161,00processing milestones bank approved financing only loan number date approved date signed date of entry into force date effective for first disbursement disbursement deadline 5900155015701 19.06.2019 20.08.2019 20.08.2019 20.08.2019 31.12.2025 loan amount in uac loan number net loan approved uac signed uac cancelled uac net loan uac 5900155015701 2..,00 2..,00 2..,00 0,00 2..,00 t o t a l 2..,00 2..,00 0,00 2..,00 disbursment status at supervision date in uac loan number disbursed to date disbursed to date uac disbursed to date undisbursed to date in uac undisbursed to date 5900155015701 123.561,66 123.561,66 6,18 1.876.438,34 93,82 t o t a l 123.561,66 6,18 1.876.438,34 93,82 executing and implementation agencies borrower government of eritreaguarantor government of eritreaexecuting agency ministry of financeperformance status progress towards development objective rating on development objective do performance rating summary of key findings current previous the project is rated unsatisfactory. yet, the project is likely to achieve its development objective promote economic growth and effective implementation of the national development plan through increased domestic ax revenue collection. unsatisfactory unsatisfactory implementation progress rating on implementation progress ip performance rating summary of key findings current previous the project's implementation progress is rated as unsatisfactory. although the entire project allocation is ua 2 million approved in 2019, the project has not progressed. the project remains red flagged for slow procurement and disbursement after over 5 years of implementation. the current disbursement rate of ua 123,561.66 6.18 of the tsf grant financing since approval in june 2019 and has no commitments in the system. over 80 of the grant resources allocated for financing acquisition of a new tax administration software are locked up under the goods category of expenditure, pending the commencement of the procurement processes. the slow project progress is caused by slow initiation of procurement activities, government imposed covid -19 travel restric tions, security and personal reasons that affected arrival of the required ta in the country, and eritrea's experiences of very limited responses to the open competitive international ocbi tenders. despite the delay, a long -term it expert has been recru ited to procure hardware and software and the contract was signed on the 24th of september 2022, after the three evaluated consultants turned down the offer for security and personal reasons. the implementation of the project's other activities is pending technical guidance by the it expert. the it expert is expected to provide implementation support and technical guidance to fast track delivery including: i acquisition of the cots software, hardware installation, and development of user manuals and train ing, ii develop tax procedures for the new system, mapping and migration of revenue data, and iv conduct training on tax audit and investigation to enhance compliance. however, since selection of an international individual consultant needed for this procurement process took too much time, for the same reason that getting interested candidates was a challenge. moreover, the delayed action in finalizing this procurement process, did not enable the individual consultant to be effectively used to fa cilitate the design, procurement, supply, installation, and implementation of the system. to date, the consultant has been able to conduct several field missions to asmara to support equipment specification and tender document preparation by the end of q2 of 2023. the bank's no -objection was granted june 28, 2023 to the draft biding document and specific procurement notice invitations for bids for design, supply, installation, configuration and training for eritrea integrated tax administration system e ritas software, hardware, and related it equipment. submission of bids for supply of it equipment was closed by 23 november 2023. eleven 11 international as well as local bidders show their interest and bought the bid document but only 3 bidders submitt ed their documents before the deadline fulfilling the required criteria's. the bid opening process was done on the same date and time of the closing date. the evaluation report was submitted to the bank consideration on 22 march 2024. considering many com pelling challenges and difficulties surrounding the project, the contract under consideration and the market in eritrea, the bank grants a no -objection to award the contract i.e., design, supply, installation, configuration and training for eritrea integr ated tax administration system eritas software, hardware, and related it equipment to iunetworks republic of armenia and negotiate the activities to meet the available budget in the project estimated not to exceed ua 1,786,643 usd 2,365,604, which i s still much lower than the firm's price quotation of usd 2,,825.32 approximately ua 2.26 m. an official request to the bank is expected to be submitted to award the contract to iunetworks republic of armenia through direct contracting after negoti ations for the i.e., design, supply, installation, configuration and training for eritrea integrated tax administration system eritas software, hardware, and related it equipment. the supply of the equipment and payment for the same possibly by end of q2 of 2024 will enhance the project's disbursement rate. the equipment satisfactory satisfactory constitutes 80 of the total grant and its successful acquisition will improve the disbursement rate and thus remove the project from the red flagged list by the 1q of 2024. there is an urgent need to accelerate the processes for the procurement of the so ftware which would lead to commitment of resources under the project. the project implementation is expected to pick up upon engaging the tait advisor whose contract negotiation is currently being concluded. the ta advisor is to support fast track impleme ntation activities by preparing for: * procurement of hardware and software. under the support to tax administration reforms, there is a plan to procure software and har dware, the list of which will be identified and prepared by upcoming it technical assistance. the procurement process shall start after details of the needs are guided by the it expert technical assistance. * other consultancy service assignments. the ta advisor will guide on selection of other consultants for service assignments. overall project performance classification overall project performance pp, or n performance rating summary of key findings current previous the project's do and ip are rated unsatisfactory therefore, the project is classified as a pp. the project is flagged in the bank systems for low disbursements. the senior vice president waived the grant cancellation for no disbursement made for more than 2 years, in accordance with pd022015. problematic project problematic project issues, risks and actions for management consideration issues affecting project implementation key issues corrective actions responsible deadline status difficulty in attracting quality tas to work in eritrea. identification of suitable, affordable, and committed personnel to work in eritrea is continuing to be a challenge, largely due to covid, security and personal reasons. continue conducting an aggressive image building campaign for eritrea especially in the foreign press executing agency mof 31.12.2024ongoing in progressmain risks and mitigation risks mitigation measures applied or proposed responsible deadline delay and slow implementation delay and slow implementation of project activities partly due to slow initiation of procurement activities, covid -19, weak project piu experience, and badslow connection internet service. expedite execution of procurement activities to ensure timely submission of quality of bidding request for proposal documents, evaluation reports and contracts. build contingency plan to provide intensive training for the project's piu staff including fid uciary clinic. executing agency mof and afdb 31.12.2024 ongoing low disbursement status low disbursement status - the disbursement rate has remained unsatisfactory given that the project has disbursed only ua 91,692.58 4.58 of the tsf grant financing since approval in june 2019 and has no commitments in the system. a number of actions are agreed to improve the disbursement rate, to 100 at end of the project in december 2025. the project plans to absorb these funds as follows: * cots technology solution acquisition, installation and user training, which will absor b ua 1,371, and improve the disbursement by 68.6. * it equipment for cots, which will absorb ua 214, and improve the disbursement by 10.7. * training of it staff on the new technology solution, which will absorb ua 50, and improve the disburse ment by 2.5. * training and awareness workshops on new business processes, which will absorb 29, ua and improve the disbursement by 1.5. executing agency mof and afdb 31.12.2024 ongoing * ta for mapping and revenue data migration, which will absorb ua 14, and improve the disbursement by 0.7. * ta to develop tax procedures for the new system, which will absorb ua 14, and improve the disbursement by 0.7. * visits and benchmarking tours in the region, which will absorb 29, ua and improve the disbursement by 1.5. b. results reporting and assessment progress towards development objective project purpose state the project development objective usually the project purpose as set out in the results -based logframe and assess progress the project's overarching objective is of the eritrea strengthening tax administration project estap is to promote economic growth and effective implementation of the national development plan through increased domestic tax revenue collections and creati ng additional fiscal space for enhanced macroeconomic management. the thrust of the project is to provide a strategic platform for strengthening domestic resource mobilization and supporting government plan to accelerate implementation of revenue mobilizat ion strategy 2015 -2019. the specific objective is to strengthen tax administration capacity by expanding the tax base, modernizing collection and compliance procedures through automation of inland revenue department ird business process and procedures. the specific objectives will be achieved through a full automation of revenue administration system processes and procedures, and b enhancing critical skills and competencies of revenue administration staff to strengthen ta x compliance and increase re venue collection. outcome reporting outcome indicators as per rlf baseline value most recent value end target progress toward endtarget assesment tax compliance enhanced share of revenue collected by inland revenue departmentird to total revenues 40, 41, 45, 20,00 likely to be achieved with correctives actions on track. share of revenue collected by inland revenue department ird to total revenues increased to 41 in 2023 up from 40 in 2017.outcome rating rating on project outcomes performance rating summary of key findings current previous the overall project outcome rating is unsatisfactory, though the project is experiencing slow implementation at the beginning. the project implementation is expected to pick at an acceptable pace if the agreed procurement activities are concluded once the international consultant arrives in the country. the ongoing procurement process in the project is selection of service provider for the design, supply, installation, configuration and training for eritrea integrated tax administration system eritas s oftware, hardware, and related it equipment. the bank granted no -objection for the recruitment of iunetworks republic of armenia. the executing agency is advised to finalize internal reviews and discussion with the service provider and submit the final proposal for the bank's review and consideration by the end of june 2024. the piu is encouraged to undertake certain key actions in order to ensure that the project accelerates implementation of its activities ahead of planned project closure on 31 dece mber 2025. 3 4 output reporting output indicators most recent value annual target end target progress towards annual target progress towards end of project target assessment ird business process and procedures automated cots technology solution acquisition, installation and implementation 20, 100,00 100, 20,00 20,00 on track likely to be achieved. since, the project is so delayed in implementation now it's on a very early stage. despite several challenges, the project has recruited a long -term ta advisor. the ta advisor is to support the acquisition of the commercial -off-the-shelf cots tax system, installation and implementation, review of business processes and support the entire computerization process, including development of user manuals and personnel training. the ongoing procurement process in the project is selectio n of service provider for the design, supply, installation, configuration and training for eritrea integrated tax administration system eritas software, hardware, and related it equipment. the bank granted no -objection for the recruitment of iunetworks republic of armenia. tax procedures for the new system developed ta provided to review current tax code and tax procedures 20, 100,00 100, 20,00 20,00 not on track likely to be achieved. since, the project is so delayed in implementation now it's on a very early stage. despite several challenges, the project has recruited a long -term ta advisor. the ta advisor is to support the acquisition of the commercial -off-the-shelf cots tax system, installation and implementation, review of business processes and support the entire computerization process, including development of user manuals and personnel training. the ongoing procurement process in the project is selectio n of service provider for the design, supply, installation, configuration and training for eritrea integrated tax administration system eritas software, hardware, and related it equipment. the bank granted no -objection for the recruitment of iunetworks republic of armenia. output rating rating on project outputs performance rating summary of key findings current previous the overall project output rating is unsatisfactory. engaging the ta advisor has been finalized and implementation of remaining project activities will be accelerated and be completed ahead of project closure in december 2025. the ongoing procurement process in the project is selection of service provider for the design, supply, installation, configuration and training for eritrea integra ted tax administration system eritas software, hardware, and related it equipment. the bank granted no -objection for the recruitment of iunetworks republic of armenia. 2 2 development objective do rating progress towards development objective rating on development objective do performance rating summary of key findings current previous the project is rated unsatisfactory. yet, the project is likely to achieve its development objective promote economic growth and effective implementation of the national development plan through increased domestic ax revenue collection. unsatisfactory unsatisfactory additional andor unanticipated outcomesoutputs optional indicator baseline end target most recent value

OBJECTIVE To contribute to urban mobility improvement in the National Capital Region (NCR) and key areas along the Laguna de Bay. DESCRIPTION The Laguna Lakeshore Road Network (LLRN) Program comprises about 37.4 kilometers (km) expressway from Lower Bicutan in NCR to Calamba in Laguna Province, consisting of (i) 11.7 km long viaduct from Lower Bicutan to Tunasan; and (ii) 25.7km long combination of shoreline viaduct and embankment from Tunasan to Calamba. The expressway will be an access-controlled road with eight interchanges, with an access road at each interchange to connect to the existing road networks. The Program will also finance capacity building activities to improve the government’s operation and maintenance (O&M) and administration/management capacities for LLRN and large-scale interchanges. The Program is expected to be financed in three phases. The Project is the first phase of the Program and will finance the first group of the civil works and consulting service contracts awarded under the Program.

OBJECTIVE To enhance national and regional energy security and promote renewable energy, cross-border connectivity, and regional decarbonization by supporting the development of a 3,780 MW hydropower plant in Tajikistan. DESCRIPTION A proposed Project supports the construction of a hydropower plant, currently in progress, with a designed generation capacity of 3,780 MW, a 335-meter-high dam, a reservoir area of 170km2, and a total reservoir capacity of 13.3km3. It is located on the Vakhsh River (a tributary of the Amu Darya River), 110 kilometers from the capital city of Dushanbe, upstream of the Nurek Hydropower Plant. The large reservoir can provide seasonal regulation, supplying firm energy during the winter season and reliable electricity to meet growing domestic demands at an affordable cost. Furthermore, it has the potential to export clean energy to Central Asian countries, generating significant export revenue for many years to come. The design of the HPP is assessed for exposure to physical climate risks, and appropriate risk mitigation measures will be incorporated to reduce the plant's vulnerability to climate hazards during construction and especially at the operation stage. The Project has been assessed against European climate policies and confirmed in compliance with the joined MDB Paris Agreement alignment methodology on both climate mitigation (BB1) and climate adaptation (BB2). Rogun HPP can also act as a balancing plant for Tajikistan and the broader Central Asia region, facilitating easier integration of intermittent renewable energy and contributing to decarbonizing the fossil-fuel-dominated Central Asia power systems. In Phase 1, AIIB is considering investing USD 200 million in certain components of the Project. Further phases of development will be reviewed at a later stage by reflecting on the progress to date.

OBJECTIVE The proposed Results-Based Financing (RBF) aims to strengthen fiscal sustainability and promote climate-resilient investments. DESCRIPTION The proposed Program (the Program) will provide a results-based financing to support a portion of the defined Government programs. It is designed to enhance the sustainability of the policy actions under the Strengthening Fiscal Management and Sustainability Program (a policy-based grant, or PBG) of the Asian Development Bank (ADB). The proposed Program will support the Government's programs and consist of the following two results areas: Results area 1 (Green Taxation) - This results area will mainly support two Government programs related to green taxation: (i) widening of the coverage of tourism green tax beyond hotels to include integrated resorts etc.; and (ii) levy a tax on plastic bags as part of the commitment to phasing out single-use plastics (SUPs). The tourism Green Tax will exclusively go to the Government-established "Green Fund" which will finance climate-related projects as well as other green projects. Results area 2 (Climate Mitigation and Adaptation) - This Result Area will support Government programs to address climate change, including: (i) increasing the capacity of renewable energy; (ii) establishing new waste management facilities; and (iii) implementation of coastal protection measures in priority islands.

OBJECTIVE To promote climate change mitigation and cross-border connectivity with Asia by investing in renewable energy, sustainable transportation and logistics, and digital infrastructure in Latin America. DESCRIPTION AIIB will invest USD75 million in Patria Infrastructure Fund V (the Fund) as a limited partner and with another USD25 million as co-investment sleeve. The Fund targets to develop, operate, and divest in a diversified portfolio of infrastructure and infrastructure-related assets or platforms to achieve capital gains through realization of investments in Latin America, especially in Brazil (the Investment, the Project).

OBJECTIVE The Project seeks to advance private capital mobilization through anchoring the infrastructure asset-backed securities (IABS) issued by Bayfront Infrastructure Management (BIM) over the next 3 years and to help BIM achieve its interim climate transition goals as part of its 2050 Net Zero Ambition. DESCRIPTION The Project will mobilize private capital into emerging market infrastructure through supporting the continued development of the IABS market in Asia with a focus on sustainable assets. This will be achieved through an investment of up to USD350 million (the Investment Program or Program) into issuances of Sustainability Tranches of IABS sponsored by the BIM. The Investment Program covers issuances of IABS Sustainability Tranches by BIM until end 2026. Prior to commitment of any investments under the program, the satisfactory review of the commercial and financial aspects of the respective IABS issuance, the proposed allocation strategy and progress on agreed interim objectives shall be confirmed. Subsequent IABS investments under the Investment Program will be at the discretion of AIIB, subject to AIIB Investment Committee and President Approval. Within the review of each of these subsequent investments, confirmatory Paris Alignment assessment and Policy Assurance will be conducted. Established in 2019, BIM is the first platform dedicated to the purchase, securitization, and distribution of infrastructure loans in Asia. Shareholding is held 70 percent by Clifford Capital (indirect controlling shareholder is Temasek) and 30 percent by AIIB.

OBJECTIVE To support Kazakhstan’s energy transition through the increase of wind power electricity generation. DESCRIPTION The Project involves the development, maintenance, and operation of five wind power plants (WPPs) in the Republic of Kazakhstan. The Project includes installation of wind turbines with a total capacity of 220 MW, construction of 42 km 220 kV double-circuit overhead line, an electrical switchgear with two transformers, and expansion of the 220 kV substation. The Project is implemented by China Power International Holding Ltd. (CPIH). CPIH is a subsidiary of the State Power Investment Corporation Limited, a Chinese state-owned power utility.

Objective: "Overcoming the challenge of finding initial customers is a significant obstacle for the commercialization of innovative solutions developed by SMEs, particularly EIC awardees (EICs). This challenge is especially pronounced when the target market involves public administration or large private corporations (Buyers). To mitigate these challenges and broaden the scope of innovation procurement in Europe, InnoMatch will facilitate the co-creation and proof-of-concept demonstration of EIC innovations, focusing on addressing the unmet needs of selected buyers. InnoMatch will achieve this by fostering collaboration between EICs and buyers, with a specific focus on ensuring successful solutions are adopted by the buyer following the pilot phase, which may not always be the case. The offered support includes not just the identification of needs and the facilitation of connections between EICs and buyers for pilot deployment, but also strategies to enhance the likelihood of adoption by buyers and accelerate the commercial advancement of EICs. To fulfil this vision, InnoMatch will invest €2.28M in grants to EICs (76% of project budget), supporting 38 pilots which will be distributed through two types of open calls: OC#1: Call for EIC+Buyer: EICs apply together with pre-identified buyer; OC#2 EICs: EICs apply with a solution to a pre-defined challenge, which has been identified by at least 4 separate and independent buyers. The identification of the Buyers challenges will follow a specific methodology which includes a OC#2 Buyers, capacity building, workshops that aim to aggregate individual needs & expectations into a common challenge definition and, ends up with the signature of a sub-grant agreement. The team -F6S, ICLEI, TBM and CIV- 1) has wide network of buyers; 2) worked with EIC community & corporates; 3) experience in FSTP (+€80m, +180 calls & +7k awardees), 4) Innovation Procurement with +10 EU projects in the domain; 5) delivered business & mentorship programmes."

Objective: MonaLisa, a pioneering European consortium, is at the forefront of artificial molecular machine research, setting the stage for breakthroughs in chemical synthesis, nanotechnology, medical treatment and smart materials. Building on the foundational work recognised by the 2016 Nobel Prize in Chemistry, MonaLisa aims to make groundbreaking discoveries in the design and functional control of molecular machines that will lead to first demonstrations with practical relevance. At the heart of MonaLisa is an innovative training programme. Fifteen doctoral candidates will receive comprehensive mentoring and training to become future leaders in the field. The programme is designed to foster not only academic excellence but also entrepreneurial skills, enabling these professionals to translate scientific breakthroughs into innovations and support evidence-based decision-making. The strength of MonaLisa lies in its joint vision and collaborative framework, bringing together top scientists, including four Nobel laureates, prestigious institutions and a wide range of industry partners. The non-academic support ranges from dynamic SMEs to large global players, supported by leading organisations that act as multipliers, fostering new programmes and partnerships. Looking to the future, MonaLisa is committed to developing sustainable, educational structures that integrate the non-academic sector to cultivate skills essential for the academic and non-academic workplaces of the 21st century. This initiative will increase collaboration, research intensity and innovation capacity within the European chemistry ecosystem. In doing so, MonaLisa is poised to secure Europe's leadership in science and technology, driving economic growth and societal benefits.

Objective: Our Vision With the European Joint Programme on Radioactive Waste Management EURAD(-1) a step change in European collaboration was envisaged towards safe radioactive waste management (RWM), covering all phases including predisposal and disposal, through the development of a robust and sustained science, technology and knowledge management programme that supports timely implementation of RWM activities and serves to foster mutual understanding and trust between Joint Programme participants. EURAD-2 builds upon EURAD-1 and PREDIS to further implement a joint strategic programme of research, development and knowledge management activities at the European level, bringing together and complementing EU Member States programmes in order to ensure cutting edge knowledge creation and preservation in view of delivering safe, responsible and publicly acceptable solutions for the management of radioactive waste throughout all programme phases (from “cradle to grave”) across Europe now and in the future. EURAD-2 will support the implementation of the Waste Directive in EU Member States, taking into account the various stages of advancement of national programmes, the differences in capabilities and inventories. The main goals are to: - Support Member States in developing and implementing their national RD&D programmes for the safe long‐term management of their full range of different types of radioactive waste through participation in the RWM Joint Programme; - Develop and consolidate existing knowledge for the safe start of operation of the first geological disposal facilities for spent fuel, high‐level waste, and other long‐lived radioactive waste, and supporting optimization linked with the stepwise implementation of geological disposal facilities; - Building on the achievements of EURAD-1 and PREDIS, maintain a knowledge management system that enhances transfer of knowledge between organisations, Member States and generations.

Objective: CONNECT-NM is a co-funded European Partnership on nuclear materials for all reactor generations that applies modern digital technologies to materials science practices for the acceleration of innovation. It implements plans elaborated in the ORIENT-NM CSA with 5 strategic goals: (1) Nuclear materials (NM) acceleration platforms; (2) NM test-beds for accelerated qualification; (3) Intelligent materials health monitoring; (4) Advanced methodologies for prediction of materials behaviour in operation; (5) NM knowledge organisation system. Accordingly, the work will be organised in 5 research lines: (1) Advanced materials development & manufacturing; (2) Materials & component qualification: testing, standardization & design rules; (3) Non-destructive examination & materials health monitoring; (4) Advanced materials modelling and characterization; (5) Nuclear materials knowledge & data management. Each research line will coordinate call-selected Projects. CONNECT-NM will centralize transversal activities for the benefit of all Projects: e.g. coordination & management; E&T and infrastructure access; communication, dissemination & result exploitation; interaction with stakeholders; data management. Collaboration is foreseen with international organisations and bodies dealing with safety, standardisation, data management, as well as with fusion & non-nuclear energy communities. All activities align with national and European initiatives on nuclear materials, strengthening R&D&I and avoiding fragmentation and duplication, with direct involvement of industry, TSOs and regulatorsas active partners and end-users.

Objective: Quantum computing can be thought of in multiple ways. Among those ways, it can be seen as a computational model of quantum mechanics. Studying this model may have implications for our understanding of physics. It can also be seen as a new computational paradigm, with implications for computation, algorithms, and logic. Additionally, it can be viewed as a computational device that requires programming. Therefore, it is necessary to design and study programming languages for this purpose. The study of the foundations of quantum programming languages, type theory, and logic through the Curry-Howard correspondence may shed light on our understanding of quantum mechanics. Furthermore, it may lead to the development of new logics or the understanding of new structures in classical logic. Lastly, implementing these languages will enhance the way we program the new computers when they become widely used. In this project, we propose to study these various aspects of quantum computing, specifically focusing on the foundations of programming languages.

Objective: GO-Forward aims to develop a novel methodological approach to make more accurate pre-drilling predictions of geothermal reservoir properties and thus reduce the mining risk. Key to the GO-Forward approach is to simulate geological processes for pre-drill assessment of reservoir structure and properties, calibrated to geological or geophysical data, rather than extrapolating the properties from those data with geostatistical methods. To this end, GO-Forward focuses on extending and further developing, testing and demonstrating the added value of forward modelling methods originally developed for hydrocarbon exploration, including stratigraphic forward modelling (SFM), diagenesis forward modelling (DFM) and fracture network forward modelling (FFM), to be used for exploration in different geothermal settings of high relevance for Europe. First, the developed approaches will be tested and calibrated in areas with abundant subsurface information and production data, to prove conceptually the applicability of the methods and reproducibility of the results, to optimise and de-risk geothermal exploration. Calibrated model approaches are subsequently applied in areas with limited data availability to demonstrate their capability to increase pre-drill Probability of Success (POS). To support the workflow and further reduce exploration costs, GO-Forward advances ML-based and computational methods to enhance (existing) (sub)surface information for calibration, uncertainty quantification and data assimilation, and (upscaling) routines for flow simulation, DNSH, and techno-economic performance assessment for POS and Value of Information (VOI). In addition, GO-Forward addresses public awareness of geothermal developments already at the early stages of exploration. By including novel approaches to citizen engagement and stakeholder dialogue, we aim to increase the societal readiness level of geothermal exploration as the first step of geothermal developments.

Objective: The ATM-EXCITE project will identify the requirements of ATM systems for civil-military aviation coordination and cybersecurity and develop a set of solutions. The project will engage with stakeholders throughout the solution development phase to ensure that the proposed solutions meet their needs. By engaging with stakeholders and using a rigorous approach to solution development, the project team is confident that it will develop effective and implementable solutions to the challenges of civil-military aviation coordination and cybersecurity. Once the requirements have been identified, the project team will design, develop, and test proposed solutions using a variety of approaches, including system design, software development, and cybersecurity testing. The project team will design system architectures for the proposed solutions. The system architectures will take into account the requirements of ATM systems, cybersecurity best practices, and operational constraints. The SESAR ER call explicitly emphasizes the need for enhanced security, confidentiality, and anonymisation in the realm of military aviation data. The call also draws attention to the vulnerabilities associated with real-time airborne position data. Our proposed solutions aim to directly address these vulnerabilities by introducing methods for verification of ADS-B data and selective encryption and model the interaction between civil and military systems in an efficient manner. This strategic alignment ensures that the solutions directly impact the priorities outlined in the European ATM Master Plan, further promoting the harmonisation of civil and military aviation in the European sky. Within the work areas of improved security of military operations and digitalisation for Airspace Management (ASM) and mission trajectory management (MTM), ATM-EXCITE proposes 5 research solutions. In a second phase ATM-EXCITE will identify synergies among them in order to propose one or several integrated solutions.

Objective: "Scientific breakthroughs in neuroscience explain the need for sleep and the development of neurodegenerative diseases such as Alzheimer's and Parkinson's diseases in terms of fluid dynamics: the waste created during the day is cleared away as we sleep or it accumulates. However, a decade of research after the original theory was posed has revealed that the underlying physical mechanisms are still not understood and that the advanced mathematical tools are needed. In this project we propose a research program addressing 1) new fluid dynamics mechanisms, 2) novel numerical analysis for advanced multi-physics brain simulations, and 3) a framework for patient-specific simulations. We will exploit reduced order and machine learning methods in addition to finite element solutions. With successful delivery, the ""aCleanBrain"" will establish the main drivers of brain fluid dynamics, provide a foundation for accurate, efficient and robust algorithms for multi-physics problems and develop a software framework for advanced biomechanical brain simulations."