Format Approved by Ops. Com.

on 03/04/09

PROJECT COMPLETION REPORT (PCR)

A. PROJECT DATA AND KEY DATES

I. BASIC INFORMATION
Project Number Project Name Country (ies)
2100155004671 Agriculture and Rural Institutions Support Project Federal Republic of Nigeria
(ARISP)
Sector: Agriculture and Rural Development Environmental Classification
Lending Instrument(s) ADF Grant Environmental Classification
Original Commitment Amount UA Amount Cancelled: UA 363,123.73 Amount Disbursed Category III
Percent Disbursed
3,000,000 UA 2,636,876.27 87.90%

Beneficary Country of Grant: Federal Republict of Nigeria

Executing Agency(ies): Federal Ministry of Agriculture and Rural Development (FMARD), Agriculture And Rural Institutions Support Project , NAIC House, First Floor, Plot 590, Zone AO, Independence
Avenue, Central Bussiness District, Abuja, Nigeria. WEBSITE: www.arisp.org; e-mail: info@arisp.org ; Tel. 234-09-4618633, 234-09-4618635; Fax 234-09-4618634

Co-financers and other External Partners: Federal Republic of Nigeria - UA 220,630

II. KEY DATES

Project Concept Note Cleared by Ops. Com. NA Appraisal Report: was Cleared Board Approval
27 April 2005
Restructuring(s): None

Difference in months
Original Date Actual Date
[Actual-Original]

EFFECTIVENESS 1 June, 2005 6 February, 2006 8 months

MID-TERM REVIEW 31 December, 2007 None was done -

CLOSING 31 May, 2009 31 May, 2010 12 months

III. RATINGS SUMMARY

All summary ratings are auto-generated by the computer from the relevant section in the PCR.
CRITERIA SUB-CRITERIA RATING
Achievement of Outputs 3

Achievement of Outcomes 3
PROJECT OUTCOME
Timeliness 2

OVERALL PROJECT OUTCOME 3

Design and Readiness 3

BANK PERFORMANCE Supervision 3

OVERALL BANK PERFORMANCE 3

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Design and Readiness 3

BORROWER PERFORMANCE Implementation 3

OVERALL BORROWER PERFORMANCE 3

IV. RESPONSIBLE BANK STAFF

POSITIONS AT APPROVAL AT COMPLETION

Regional Director J. Listse

Sector Director Mr. R. Spencer Mr. D. Keita

Task Manager Mr. M. Basalirwa Mr. E. Ntagwabira

PCR Team Leader Mr. E. Ntagwabira

PCR Team Members C. Omoluabi (Consultant)

B. PROJECT CONTEXT

Summarize the rationale for Bank assistance. State:

-what development challenge the project addresses,

-the Borrower's overall strategy for addressing it,
-Bank activities in this country (ies) and sector over the past year and how they performed, and
-ongoing Bank and other externally financed activities that complement, overlap with or relate to this project.

Please cite relevant sources. Comment on the strength and coherence of the rationale.

[250 words maximum. Any additional narrative about the project's origins and history, if needed, must be placed in Annex 6: Project Narrative]

The Federal Government of Nigeria (FGN) with assistance from the African Development Bank(AfDB), World Bank(IBRD), and International Fund for Agricultural Development (IFAD) carried out a review in 2001-
2003 aimed at streamlining institutional framework to assure efficient provision of technical and social services to the agriculture and rural sector. The recommendations of the review are in tandem with the
Government’s Poverty Reduction Strategic Paper (PRSP) popularly known as the National Economic and Empowerment Development Strategy (NEEDS), which are aimed at defining the existing institutional
arrangements that will serve as a blue print for planning, implementing, monitoring and evaluating agriculture and rural development initiatives by federal, state and local governments and development partners.

Assuring efficient provision of technical and social services to the agriculture and rural sector was the development challenge of the project. The focus was on streamlining institutional framework to implement the
recommendations of the 2000 Rural Sector Strategy study. The study compelled the FGN to seek assistance from the African Development Bank, World Bank, and International Fund for Agricultural Development
(IFAD) in 2001 for the review of the status of existing Agriculture and Rural Development Institutions. The overriding goal was poverty reduction in Nigeria and the Rural Sector in particular. The overall objective was
to define an institutional framework for the effective and sustainable development of Nigeria’s agriculture and rural sector that is consistent with democratic decentralized governance and the promotion of
collaboration and linkages both between the public and the private sectors

Government request for a study in 2001 to clearly identify the problems was part of strategy to address the problem, Following the recommendations from the above-cited review, the Federal Ministry of Agriculture
and Rural Development (FMARD), in April 2004 constituted a senior management committee to re-define existing institutional arrangements that are meant to serve as a blue print for planning, implementing,
monitoring and evaluating agriculture and rural development initiatives and to harmonize the mandates and activities of its Departments. To guide the process, the Ministry as earlier noted, issued a White Paper
providing recommendations and the way forward on the rationalization process. Various donors including the Bank Group have been supporting the efforts of the Federal Government in its implementation of its
Agriculture Agriuclture and Rural Development .

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With the closure of this project, the Bank’s active Agriculture portfolio in Nigeria is made up of 5 operations that are currently under implementation in various States for a total commitment of about UA 67.179 million.
The Projects are: 1. Support to the National Programme for Food Security (SNPFS), 2. The Fadama Development Project–Phase II (FDP-II), 3. Community Based Agriculture and Rural Development Project
(CBARDP), 4. The Multinational NERICA Rice Dissemination Project (NERICA), and 5. The Multinational Integrated Management of Invasive Aquatic Weeds Project (IMIAWP) Three of the five projects recorded
improved implementation performance in 2010. For example, disbursement under Fadama at 31 December 2010 was 61.5% as compared with 42% in March 2010. The NERICA similarly recored improved
implementation performance in 2010. Disbursement under the project in December 2010 was 62.5 as against 22% in March 2010.. The performance of the Community based project (CBARD) has also improved.
The disbursement under the project by 31 December was 24% as compared with 12% in March 2010. The National Food Security Project has also been put on track. Disbursement rose from from 9.4% in March
2010 to 24% in December 2010. Disbursement under the project should reach 40% in by 31January 2011 when the pending request for replenishment is cleared and major procurement contracts including tractors
are paid. These projects complement the project under review through their capacity building activities. They also offer opportunities for evaluation of the effectiveness of ongoing reforems that have resulted from the
project under reference (ARISP)

.
The major lessons learnt include the need to support capacity building and instutions reform in our programmes for Agriculture devlopment. The field Officers interviewed during the time of the PCR preparation
confirmed that the project impacted positively on skills for project implementation at field levels and capacity for project cycle mananagement and sector planning. The project was also cited to have impactied
positvely on ICT capacity building in the Ministry of Agriculture. It was also confirmed that the project was instrumental to the installation of organised staff training scheme in the Ministry. Other lessons include the
need for stable project implementation team. The performance of the project has been associated with the stability of key project staff during the project implementation period.. The presence of the Bank's Field
Office in Nigeria was also reported to have impacted positively on project implementation as it enhanced communication

The on-going projects supported by donors in Nigeria inlude, the (i) the National Programme for Food Security (NPFS) (ii) the National Fadama III development project and (iii) the Multinational NERICA rice
dissemination project. . The NPAFS is supplemented by programmes executed by (a) the Federal Department of Agriculture aimed at improving crops such as rice, palm oil, cotton, cassava etc; (b) the Agriculture
Quarantine Service to enhance the capacity for crops, livestock and fishery surveillance against diseases and pests; (c) Seed Inspectorate Services to promote the growth and development of the seed industry; (d)
the Fisheries Department aimed at providing technical, financial and policy assistance to the private sector to produce top quality fishery products; (e) livestock (including poultry) development to encourage private
sector investment, rapidly increase the supply of livestock products, enhance competition , and help create employment; (f) dam and irrigation schemes to support the shift from seasonal to all year farming; and (g)
agricultural research development, which focuses on the intensification of applied research, including the establishment and capacity development of research institutions. The synergies among the programmes are
provided by their respective contribution towards the common goal of achieving food security and reducing poverty

C. PROJECT OBJECTIVES AND LOGICAL FRAMEWORK

1. State the Project Development Objective(s) (as set out in the appraisal report)
The sector goal is to strengthen Agriculture and Rural Development Institutions to respond effectively and efficiently to the needs of the farmers and other participants in rural development for the enhancement of
food security and
incomes that is importanct for reducing poverty. The project objective is to enhance the capacity of the agriculture and rural institutions for effective and sustainable service delivery to the farmers. The project will in
turn lead to improved implementation of interventions and programs for the agriculture and rural sector and as such significantly contribute towards poverty alleviation.

2. Describe the major project components and indicate how each will contribute to achieving the Project Development Objective(s).

The Project has three components, namely; a) Institutional Support and Rationalization, b) Capacity Building and, c) Project Management.

(A) Institutional Support and Rationalization: Due to institutional inefficiencies arising from duplication of responsibilities, this project is designed to address the rationalization of responsibilities at the FMARD and
the six regional offices. Three outputs are to be delivered from this component, namely; i) guidelines for departmental coordination of activities, ii) an institutional performance indicators handbook, and iii) a
comprehensive human development strategy. The project using consultancy services will develop guidelines for departmental coordination of activities. This will involve review, redefinition and harmonization of all
departmental functions and responsibilities, including mandates and strategies in relation to FMARD targets and objectives. Key coordination linkages will be established to improve efficiency of both managerial and
technical staff to deliver services to farmers. In order to foster accountability, departmental terms of reference will be developed and responsibilities clearly spelt out. Accountability is important for efficiency of service
delivery, as savings can be made to expand farmers outreach programmes.

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An inter-departmental committee will be established to review, approve and adopt the proposals of the Institutional Development Expert. The Committee shall be chaired by the Permanent Secretary of FMARD. At
the start of the project, this committee will meet weekly and then reduce to monthly by project year two. This Committee will consist of all the A-PSF collaborating institutions, which are CIDA, DFID and USAID.
Furthermore, individual meetings and discussions with stakeholders including senior management and staff will be held monthly so as to identify key co-ordination linkages within the departments including the
regional offices. Efficient communication channels will be established and departmental responsibilities re-aligned.

A Project Steering Committee (SC) will be set-up to oversee the overall implementation of the project. The Steering Committee will consist of the Permanent Secretary, Departmental Heads of the FMARD, the
Technical Specialists (in IT and Human Resources) and the Project Team Leader who will serve as Secretary to the Committee. The Chairman of SC shall be the Permanent Secretary, FMARD. The SC will have
meetings once every quarter to appraise donors and other stakeholders of the progress of the project. The formation of the Steering Committee will be one of
the conditions precedent to first disbursement.

The steering committee will meet once a month to review the progress of implementation and resolve any problems encountered. The SC will provide guidance, co-ordinate and monitor the implementation of the
project. The Steering Committee will be charged with the following functions and responsibilities: to review and approve the annual work program and procurement plan; to establish and monitor a timetable for the
implementation of the project; to review and approve the procurement of goods and services; to co-ordinate and approve the various project components so as to ensure coherence and compatibility in design,
management, and implementation, to develop the consensus on, and continuing commitment to the project; and to make recommendations on policy issues which may arise in the design and implementation of the
project. For day-to-day management, the Team Leader will report to the Permanent Secretary, FMARD through the Director FDPRS.
An institutional performance indicators handbook will be prepared to guide departments in the preparation and implementation of their work programs. To foster the harmonization of planning and sharing of
information, weekly meetings will be held by Directors To this effect, the Project will install a computer based management information system to improve the sharing of information regarding issues of planning,
budgeting and coordination. Furthermore, a dual-way information flow between federal and state institutions will be developed through internet connection via VSAT at the six regional offices at Kaduna, Bauchi,
Enugu, Ibadan, Lokoja and Port Harcourt.

Although recruitment under the civil service is a prerogative of the Federal Ministry of Public Service, the project will assist FMARD to develop a comprehensive human resources development strategy aimed at
enhancing performance and the career development of its staff. Departmental staffing levels and skills will be updated and computerized. Performance indicators will be applied in the staff evaluation process. In
addition, elaborate and transparent criteria for staff promotion and transfer will be established. Staff will be involved in the discussion and validation of the departmental coordination guidelines, performance
indicators handbook, and human resource strategy through individual meetings and participation in the validation workshops.

(B) Capacity Building :Because of the need to strengthen staff skills and because of poor agriculture and rural statistical data, the second component of this project will focus on capacity building which will deliver
the following three outputs, namely; i) Staff training based on actual needs assessment, ii) agricultural data collection, analysis and computerization, and iii) establishment of a Management Information System. The
objectives of this component are to, a) improve the staff skills and efficiency, b) strengthen the existing system for agricultural and rural development, c) improve communication mechanisms and avenues between
institutions and the FMARD in setting priorities and resource allocation and management for agriculture and rural development and; iv) enhance use of information technology. Better information resource allocation
and use of information technoligy is important to service delivery to the rural sector.
Training: The Agriculture and Rural Development Policy and NEEDS call for major retraining and re-equipping of public staff in FMARD, SMOA, LGC and key institutions that are involved in agriculture and rural
development. The project will set up a “Training Needs Assessment Framework (TNAF)” which will help in staff performance assessment and determination of training needs. The TNAF will be designed in such a
way as to enhance collaboration with the private and NGO sector. Staff will be closely involved in the provision and validation of information to be used in the TNAF.

About 75% of the 486 ministry staff will be trained in various fields including project management, information technology, financial management, statistics, monitoring and evaluation, results based management,
poverty alleviation, and communication skills. Attachments to specialized institutions both locally and internationally will also be conducted. The training will involve only short courses that will range from 3 weeks to 4
months. The attachments will be for periods not exceeding 6 months. Some staff, especially those in administrative positions, may attend more than two courses. On average each staff to be trained will undertake at
least 2 courses. Out of the total number of staff to be trained about 40% will be women. Local training will be conducted at the Nigerian Institute of Social and Economic Research. In addition to the above training,
three validation workshops will be held at the ministry to inform staff of the project and also collect their views with respect to project implementation.

The project will also support the implementation of the on-going financial management Package as being piloted by the office of the Accountant General in the FMARD. The focus will be to graduate it into a Web
Based Financial Management System to eliminate misallocations and mismatches between the budget and the rolling plan. To achieve this, the project will train 12 staff to implement the on going pilot effort on to the
package from the office of the Accountant General. It will provide 18 local need-based training sessions in Financial Management and Budgeting, Procurement, Stores and Inventory Management. It will support the
revision or up- date and disseminate financial instructions and procurement guidelines. The project will also support administrative mechanisms to act on audit findings and recommendations.

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To enhance staff performance in the processing and delivery of information, the project will purchase 86 computers for the departments and two sets of laboratory quality equipment for the Department of Fertilizers.
The extension staff, subject matter specialists and M&E field officers need logistical support to enable them to rapidly respond to the requirements of the FMARD and the needs of farmers. The project will provide
150 motor bikes to facilitate the mobility of these staff between the regional and state government offices.

Agriculture and Rural Statistics, Monitoring and Evaluation: The department of planning, Research and Statistics is the custodian of agriculture and rural statistics. According to its records, agriculture and rural
statistics were last updated in 1998. The project will support the continuous collection and update of data so as to make it meaningful. To this effect, the project will work with the department of Planning, Research
and Statistics to:
i) Design a new system for data collection using the introduced IT and MIS to ensure efficient, up-to-date, and accurate agriculture statistics for the sector including information dissemination to stakeholders;
ii) Review the existing data analysis System and techniques and proposed updated system including cost of production, farm budgets, labour, yield, cultivated areas, crop production, market prices, supply and
demand of crops …. etc;
iii) The M&E Expert will review completed agriculture and rural development projects to draw lessons for incorporation in the new management system including M&E;
iv) Prepare, a Project Monitoring and Evaluation Plan, which will outline in detail the scope and purpose of the M&E system to be used in the FMARD. The plan will provide key performance indicators, report format,
in addition to those mentioned in the project matrix;
v) Propose a mechanism for the incorporation of the M&E outputs into all future development interventions in the sector;
vi) Provide 12 need-based staff training sessions for data collection, collation, storage and analysis. The training sessions will be undertaken by a local training institution.

The training services for modules / courses estimated at UA644,340 will be provided by the Agricultural and Rural Management Training Institute (ARMTI) and the Nigerian Institute of Social and Economic Research
(NISER). These two institutions were evaluated and found to have satisfactory technical and physical capacity to undertake the assignment. The international training estimated at UA503,000 will be undertaken in
management training institutions from eligible member countries.

For the implementation of the above activities, the project has made provision for the recruitment of a Monitoring and Evaluation Expert and a Statistician for 10 and 8 man months respectively to work with the
Project Team in undertaking the above tasks. The above-experts will be recruited through a consulting firm.

The project will establish a Management Information System with the aim of improving information management and use. The establishment of the MIS will involve:
i) Establishment of department and interdepartmental work processes. The source of the information for the MIS will be all departments and the regional offices. Information will be entered as events occur in the
course of agency activities. Information will be subject to continuous correction and updating.
ii) Identification of information needs for the various users from both within and outside the FMARD. The MIS will be designed and administered as a management tool for FMARD to help it direct its resources.
Employees will be encouraged to review the validity, accuracy and completeness of the data.
iii) Establishment of work flows and responsibilities that will be clearly documented in a responsibilities matrix” for staff use;
iv) Development of reporting and authority formats that will be documented in an “operational manual” for staff use.

(C) Project Management: The Federal Ministry of Agriculture and Rural Development will appoint a Project Team, which will be responsible for the implementation of the project. The Project Team will be located in
the Federal Department of Planning, Research and Statistics (FDPRS). The Project Team will comprise of a Team Leader, Accountant/Procurement Officer, Statistician and Monitoring and Evaluation Officer. The
Project Team will be headed by a Team Leader who will report to the Permanent Secretary through the Director FDPRS. The Team Leader will be well qualified with a Masters degree in management and seven
years practical experience while the rest will be with Masters degrees and at least four years experience. The Project Team will also be assisted by two Technical Assistants namely; Institutional Development Expert
and IT/MIS Expert recommended from a firm of consultants.

3. Provide a brief assessment (up to two sentences) of the project objectives along the following 3 dimensions. Insert a working score, using the scoring scale
provided in Appendix 1.

WORKING
PROJECT OBJECTIVES DIMENSIONS ASSESSMENT
SCORE
The project is very revelant to the Nigerian development objectives as it was designed to ensure effective service delivery hence
a) Relevant to the country's increased agricultural production for the enhancement of income of farming families thus contributing the overall food security and
RELEVANT development poverty reduction. 3
priorities

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The project is a capcaity building and institutions reform project, thus, requiring long-term sustainance of implementation to
b) Objectives could in principle be
make impact in a rapidly changing socio-polical environment such as Nigeria. Thus time and resources provision are considered
achieved with the project inputs
ACHIEVABLE inadequate. 2
and in the expected
timeframe
c) Consistent with the Bank's The project is consistent with the Bank's Strategy for Nigeria since the project addressed the main strategic areas such as
country or regional strategy effective service delivery, rural income enhancement, poverty allevation and food security. 4
CONSISTENT
The project was in line with the Bank's corporate priorities of enhancing economic growth and development in Africa as it
d) Consistent with the Bank's
promoted agricultural production for food security. 4
corporate priorities

4. Summarize the log. frame. If a log. frame does not exist, complete the table below, indicating the overall project development objective, the major components of the project, the major activities of
each component and their expected outputs, outcomes, and indicators for measuring the achievement of outcomes. Add aditional rows for components, activities, outputs or outcomes if needed.
Sector Goals Project Objectives Objectively Verfiable Indicators

To strengthen institutions to respond

To improve capacity of the
effectively and efficiently to the needs of
agriculture and rural institutions for
the farmers and other participants in rural Agriculture service delivery accelerated at less cost and accountability and management efficeiency improved by PY3.
effective service delivery to the
development for the enhancement of food
farmers.
security and reducing poverty.

COMPONENTS ACTIVITIES
Component 1 Institutional Support and 1) Reviw of existing policies,
Rationalisation guidelines in relation to FMARD
targets and objectives;
2) Institutional goals, objectives and
functions of FMARD departments
redefinition;
3) Individual meetings and
discussions with stakeholders
including senior management staff
undertaken
OUTPUTS EXPECTED OUTCOMES
Guidelines for departmental coordination of activities Departmental responsibilities and inter-
developed and validated; departmental functions streamlined and
adopted by PY1;
Institutional performance Indicators Handbook Annual Departmental work program with
developed budget and targets prepared and
implemented PY1;
Institutional performance Indicators Handbook and Staff survey updated and computerized by
Human resource management strategy developed and PY1; Performance indicators applied in
adopted. staff performance evaluation report by
PY2; Staff promotion and transfer criteria
established and implemented by PY2
INDICATORS TO BE
MEASURED
Provision and effective use
of Departmental Terms of
Reference;
Program disbursement, field
achievements on targets
(from Supervision and follow
up reports).
Existence of current and
iupdated staff list; existence
of Guideline and criteria for
promotion. (from supervision
reports)

4) Key and significant coordination
linkages identification to maximize
efficiency in technical and managerial
activities;
Guidelines for departmental coordination of activities
developed and validate
Departmental responsibilities and inter- Departmental Terms of
departmental functions reassigned and Reference.
adopted by PY1; Duplication of
responsibilities between Departments
eliminated by PY2;

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5) Staff performance & productivity
review and assessment;
Institutional performance Indicators Handbook Departmental work program prepared and Supervision and follow up
developed; implemented PY1; Farmers needs reports; Monitoring and
assessment and stakeholders dialogue evaluation reports; Annual
used for planning by PY2; report and budgeting;
Departments performance
survey reports

6) Efficient operational and
communication channels
identification and discussion with all
stakeholders;
Guidelines for departmental coordination of activities
developed and validated;
Departmental responsibilities and inter- Departmental Terms of
departmental functions clearly defined and Reference and staff job
streamlined and adopted by PY1; description.
Duplication of responsibilities between
Departments eliminated by PY2.

7) Departmental Terms of Reference Guidelines for departmental coordination of activities Departmental responsibilities and inter- Departmental Terms of
developed to ensure developed and validated. departmental functions reassigned and Reference and staff job
strategic harmonization adopted by PY1; Duplication of description.
responsibilities between Departments
eliminate by PY2;

8) Development of strategies,
guidelines and systems for
coordinated planning, budgeting and
progress reporting;
Human resource management strategy developed and Staff survey updated and computerized by
adopted. PY1; Performance indicators applied in
staff performance evaluation report by PY2
and staff promotion and transfer criteria
established and implemented by PY2.
Monitoring and evaluation
reports; Annual report and
budgeting and Departments
performance survey
reports.

Component 2 : Capacity Building
i) Staff qualifications and experience Staff training conducted based on actual needs Functional “Training Needs Assessment
updated and computerized; assessment Framework” (TNAF) established by PY2;
total of 25 staff trained in IT, M&E,
Planning and Financial Management and
Budgeting (15 by PY2 and 20 by PY3); and
total of 350 staff trained in specific fields,
including practical experience by
attachment to similar institutions (250 by
PY2 and 125 by PY3).
Training reports;
staff interview and survey –
to determine the operational
level of systems, namely
M&E, performance and
transfer system and, TNA.

ii) Training needs assessment for
different type of training
course;
Staff training conducted based on actual needs
assessment;
Functional “Training Needs Assessment
Framework” (TNAF) established by PY2;
total of 25 staff trained in IT, M&E,
Planning and Financial Management and
Budgeting (15 by PY2 and 20 by PY3); and
total of 350 staff trained in specific fields,
including practical experience by
attachment to similar institutions (250 by
PY2 and 125 by PY3).
Training reports;
staff interview and survey –
to determine the operational
level of systems, namely
M&E, performance and
transfer system and, TNA.

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PROJECT COMPLETION REPORT (PCR)
iii) Staff training in IT, M&E, planning
and financial
management and budgeting;
iv) Staff attachments to similar
institutions and special study
tours for extension staff;
v) Development of need oriented
policy framework for
capacity building;
vi) Preparation of guidelines for
monitoring, evaluation, reporting and
information dissemination.
vii) Provision of equipment for data
collection, collation, storage and
analysis.
viii) Development of technical staff for Agricultural data collection and analysis computerized
data collection,
collection, collation, analysis and
dissemination.
ix) Re-tooling and re-equipping of
departments, including federal
institutions at state level.
Component 3 : Project Management 1) Program Management (technical,
financial and
coordination);
Format Approved by Ops. Com. on 03/04/09
Staff training conducted based on actual needs Total of 25 staff trained in IT, M&E, Training reports;
assessment; Planning and Financial Management and staff interview and survey –
Budgeting (15 by PY2 and 20 by PY3); to determine the operational
level of systems, namely
M&E, performance and
transfer system and, TNA.
Staff training conducted based on actual needs Total of 350 staff trained in specific fields, Training reports;
assessment; including practical experience by staff interview and survey –
attachment to similar institutions (250 by to determine the operational
PY2 and 125 by PY3); level of systems, namely
M&E, performance
and transfer system and,
TNA.
Staff training conducted based on actual needs Functional “Training Needs Assessment Training reports;
assessment. Framework” (TNAF) established by PY2; staff interview and survey –
to determine the operational
level of systems, namely
M&E, performance and
transfer system and, TNA.
Management Information System (MIS) established. Accurate and timely reports produced and Staff interview and survey –
informative decision made by PY2; Rapid to determine the operational
response to information requests by level of systems, namely
stakeholders by PY3; information M&E, performance and
Technology Widely Used by PY3; transfer system and, TNA;
Information and data availability to staff
and users increased.
Agricultural data collection and analysis computerized Robust M&E system developed, tested and Quality or M&E reports;
functional by PY2; total of 86 computers procurement information;
and accessories equipment for data quality and scope of
collection, collation, storage and analysis agricultural database..
established and function by PY2
Total of 86 computers and accessories Procurement reports; Closed
equipment for data collection, collation, Books of Accounts; Audit
storage and analysis established and reports; and survey of
function by PY2; research, dissemination and
farmer extension needs.
Agricultural data collection and analysis computerized Total of 86 computers and accessories Procurement reports; Closed
equipment for data collection, collation, Books of Accounts; Audit
storage and analysis established and reports; and survey of
function by PY2; research, dissemination and
farmer extension needs.
Project Coordination Unit established, equipped and Qualified staff employed by beginning of PIU's quarterly progress
function on time. PY1; and procurement made in conformity reports and PIU's annual
with the Fund Rules of Procedures PY1. audited accounts.
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MODIFICATIONS AFTER MTR
Nil
5. For each dimension of the log. frame, provide a brief assessment (up to two sentences) of the extent to which the log. frame achieved the following. Insert a working score, using the scoring scale
provided in Appendix 1. If no log. frame exists, score this section as a 1 (one).

LOG. FRAME DIMENSIONS ASSESSMENT WORKING SCORE

a) Presents a logical causal chain
LOGICAL for achieving the project
development objectives
MEASURABLE b) Expresses objectives and
outcomes in a way that is
measurable and quantifiable
c) States the risks and key
THOROUGH
assumptions
The log frame gives only broad picture of activities, outputs and outcomes.More detailed information would have been preferred.
2
As an institutional development project most outcomes can only be qualitatively assessed. Only a few can be measured.
3
The logframe states most of the risks and key assumptions.
3

D. OUTPUTS AND OUTCOMES

I. ACHIEVEMENT OF OUTPUTS
In the table below, assess the achievement of actual vs. expected outputs for each major activity. Import the expected outputs from the log. frame in Section C. Score the extent to which the expected
outputs were achieved. Weight the scores by the activities' approximate share of project costs. Weighted scores are auto-calculated by the computer. The overall output score will be auto-calculated
as the sum of the weighted scores. Override the auto-calculated score, if desired, and provide justification.

MAJOR ACTIVITIES Share of Project Costs

Weighted Score
Working Score in percentage
Expected Outputs Actual Outputs Total (auto-calculated)
(as stated in Appraisal Report)
Project
UA 3,220,630
Costs
(UA): Total Project Costs (USD): 4,992,943
COMPONENT 1: Institutional Support and Rationalization COSTS OF COMPONENT 1 (USD): 1,084,341
Guidelines for departmental coordination Guidelines for departmental coordination of
of activities activities developed and validated
developed and validated 4 0.33

Institutional performance Indicators Institutional performance Indicators Handbook

Handbook developed develop 4 22

Human resource management strategy Human resource management strategy

developed and adopted developed and adopted
4

COSTS SCORE (COMPONENT 1:Institutional Support and Rationalization ): 0.33

OF
COMPONENT 2: Capacity Building COMPO USD 3,150,861
NENT 2
(USD):

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PROJECT COMPLETION REPORT (PCR)

Staff training conducted based on actual Production of training needs assessment
needs assessment framework for the Ministry. 4 2.524

Agricultural data collection and analysis Agricultural data collection and analysis
computerized computerized (Yet to be computerized)
3

Robust M&E system developed Robust M&E system developed/Agricultural extension

manual
63
4

Management Information System (MIS) Management Information System (MIS) yet to

established. be established.
1

SCORE (COMPONENT 2: Capacity Building): 2.524

COMPONENT 3: Project Management COSTS OF COMPONENT 3 (USD): 460,253

Project Implementation Unit established, Project Coordination Unit established,
equipped and equipped and function on time. 4 9.21 0.3684
function on time.

SCORE (COMPONENT 3: Project Implementation Unit (PIU) 0.3684

OVERAL OUTPUT SCORE

3.22
[Score is calculated as the sum of weighted scores]

Check here to override the auto-calculated score

Provide justification for over-riding the auto-calculated score

Insert the new score or re-enter the autocalculated score 3.22

II. ACHIEVEMENT OF OUTCOMES

1. Using available monitoring data, assess the achievement of expected outcomes. Import the expected outcomes from the log. frame in Section C. Score the extent to which the expected outcomes
were achieved. The overall outcome score will be auto-calculated as an average of the working scores. Override the auto-calculated score, if desired, and provide justification.

10
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PROJECT COMPLETION REPORT (PCR)

OUTCOMES
Working Score
Expected Actual

COMPONENT 1: Institutional Support and Rationalization

Departmental responsibilities and inter-departmental functions streamlined and The internalization committee to drive the process has been approved by the Permanent Secretary
adopted by PY1 2

Duplication of responsibilities between Departments eliminated by PY2; The internalization committee to drive the process has been approved by the Permanent Secretary
2

Departmental work programme prepared and implemented PY1 Pre-project System is still in use
2

Farmers needs assessment and stakeholders dialogue used for planning by PY2 ongoing
2

Staff survey updated and computerized by PY 1 Staff survey has been implemented
3

Performance indicators applied in staff performance evaluation report by PY2 Staff performance indicator has been prepared
1

Staff promotion and transfer criteria established and implemented by PY2 On-going
2

COMPONENT 2: Capacity Building

Functional “Training Needs Assessment Framework” (TNAF) established by PY2; Training Needs Assessment Framework” (TNAF) established PY4 3

11

PROJECT COMPLETION REPORT (PCR)
Total of 350 staff trained in specific fields, including practical experience by
attachment to similar institutions (250 by PY2 and 125 by PY3)
Robust M&E system developed, tested and functional by PY2
Total of 86 computers and accessories equipment for data collection, collation,
storage and analysis established and function by PY2
A total of 14 laptops procured and distributed by PY2
7Nos. VSATs to be procured and distributed to 6 regional offices and
headquarters by PY2&3
7Nos. Generators to be procured and distributed to 6 regional offices and the
Headquarters by PY2&3
7 Nos. photocopiers to be procured and distributed by PY3
4 Nos. fax machines to be procured for Department of Rural Development PY3
Assorted laboratory equipment, agricultural engineering equipment, survey
equipment, fishery equipment, workshop tools and spareparts to be procured by
PY2
Format Approved by Ops. Com. on 03/04/09
Total of 311 staff trained in specific fields, by PY4) : As part of the implementation of the Agriculture and Rural
Institutions Support Project, the Nigerian Institute of Social and Economic Research was commissioned by the
Project to train some staff of the FMA&WR (in accordance with Section 4.5.9 of the Appraisal Report) The
participants were selected from the Ministry’s departments at the headquarters and its six Regional Offices
located in Kaduna, Bauchi, Enugu, Ibadan, Lokoja and Port-Harcourt. A break down of participants is as
follows:
(A) Local Training Conducted by NISER, Ibadan: 1st Batch of the 1st Phase of the Training Programme: 16th
to 27th March, 2009.
1. Project Management: 38 Participants :Males: 30 Participants, Females: 8 ( 2.) Communication Skills: 9
Participants, Males: 6 Participants Females: 3 (B)
2nd Batch of the 1st Phase of the Training Programme: 13 to 24th April, 2009.
3
1. Monitoring and Evaluation: 55 Participants (Males: 37 Participants and Females: 18; (2) Agricultural Data
Collection, Analysis and Interpretation: 29 Participants (Males: 22 Participants and Females: 7)
(C) 1st Batch of the 2nd Phase of the Training Programme:5th to 16th October,2009.
1. Results-Based Management: 15 Participants (Males: 10 Participants and Females: 5); (2) Information and
Communication Technology: 34 Participants ( Males: 18 Participants and Females: 16); (3) Poverty
Alleviation: 19 Participants (Males: 15 Participants and Females: 4 )
(D) 2nd Batch of the 2nd Phase of the Training Programme:2nd to 13th November,2009.
1. Information and communication Technology: 33 Participants ( Males: 21 Participants and Females: 12);
2. Financial Management & Budgeting: 26 Participants ( Males: 18 Participants and Females: 8)
3. Procurement Inventory and store Management: 15 participants( males,8 and females, 7)
Robust M&E system/agricultural extension manual developed, by PY4 2
Total of 104 computer workstations and accessories equipment for data collection, collation,
3
storage and analysis procured and distributed to the departments of FMARD by PY 2&3
A total of 14 laptops procured and distributed by PY2 4
7Nos. VSATs were procured and distributed to 6 regional offices and headquarters by PY2,3&4 3
7Nos. Generators were procured and distributed to 6 regional offices by PY2,3&4 3
7 Nos. photocopiers were procured and distributed to some departments and Headquarters. 3
4Nos.fax machines were procured for the Department of Rural Decelopment. Y3&4 3
Assorted laboratory equipment, agricultural engineering equipment, survey equipment, fishery equipment,
workshop tools and spareparts were procured and distributed to some departments of the Ministry, agricultural 3
research institutes, colleges of agriculture and veterinary teaching hospitals by PY3
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PROJECT COMPLETION REPORT (PCR)

Assorted laboratory chemicals/reagents of various quantities to be procured by Assorted laboratory chemicals/reagents of vaious quantities were procured and distributed to some
4
PY2 departments of the Ministry, agricultural research institutes, and colleges of agriculture by PY3

COMPONENT 3: Project Project Management

Qualified staff employed by beginning of PY1. A Project Team consisting of a Project Manager, the Human Resource Technical Assistant, the Informa-tion
Technology Technical Assistant, the Accountant/Procurement Officer, the Monitoring and Evaluation Officer,
the Head of Administration and the Statistician was set up 4

Procurement made in conformity with the Fund Rules of Procedures PY1, PY2 Procurement of goods PY2 first tender:
and PY3
Lot 1: 2 Nos.Motor vehicles 4
Lot 2: 150 Nos.Motorcycles 4
Lot 3: 64 Nos.Computers and accessories and 14 Nos. laptops . 4
Lot 4: 2Nos.VSATS, 2 N0s. generators and 4 Nos.photocopiers and 4 N0s.fax machines 4
Procurement of goods PY2 :second tender (retendering for Lot 1 above)

Procurement of goods PY3: third tender.

Lot 05: Laboratory Chemicals and Reagents (various) 4

Lot 06: Equipments and Spare Parts (various) 4
Lot 07:36 Nos. Computers and Accessories 4
Lot 08 3 Nos.VSATS, 3 Nos.Generators, 4 Nos.Photocopiers and 4 Nos.Fax Machines 4
Procurement of goods PY5: fourth tender.

Lot: 09 :4 Nos. Computers Workstations and Accessories, 2 Nos.VSATs, 2 Nos. Generators, 2 Nos.Equipment
and Spare Parts. 4

Procurement of services PY3: first expression of interest

Recruitment of external auditor 4

Procurement of services Y3: second expression of interest

Recruitment of consulting firms in the following areas:

i. Monitoring and Evaluation/Extension services. 4

ii. Agricultural Data Collection, Analysis and Computerization. 4
iii. Institutional Support and Rationalization and capacity Building 4

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PROJECT COMPLETION REPORT (PCR)

iv. Management Information System 4
Reports

12 Nos. Progress reports to be submitted 14 Nos. progress reports were submitted. 4

3 Nos. Annual reports to be submitted 4 Nos. annual reports were submitted. 4
3 Nos. audit reportsAudit reports to be submmitted 2 Nos. audit reports were submitted. 3
1 No. Midterm Review. converted to project completion report. 3
Evaluation reports for the procurement of goods and services (unspecified) 9 Nos. evaluation reports for the procurement of goods and seervices.
4

Briefs to Federal Miistry of Agriculture and Rural Development, Federal Ministry 12 Nos. Briefs to Federal Miistry of Agriculture and Rural Development, Federal Ministry of Finance and ADB's
of Finance and ADB's supervision missions (unspecified) supervision missions 4

15 Nos.workshops to be organized 9 Nos. workshops were held. 2

Market Information Dissemination Report 3 Nos. Market Information Dissemination Report. 2
Meetings:

At the start of the project, Inter-departmental committee will meet weekly and then Nil
reduce to monthly by project year two. 0

Individual meetings and discussions with stakeholders including senior 5Nos. ARISP desk officers' meetings.
management staff will be held monthly. 3

Steering committee (SC) will meet once a month with Permanent Secretary 2 Nos.SC meetings.
2

Weekly meetings of project coordinators with Permanent Secretary. The Project particpated in the weekly meetings of project cordinators with the Permanent Secretary. 2
Regular PIU meetings 78 Nos.Piu meetings were held 4

OVERALL OUTCOME SCORE

3.41
[Score is calculated as an average of the working scores]

Check here to override the auto-calculated score

Provide justification for over-riding the auto-calculated score

Insert the new score or re-enter the autocalculated score 3.41

2. Additional outcomes. Comment on the project's additional outcomes not captured in the log. frame, including cross-cutting issues (e.g., gender).

3. Risks to sustained achievement of outcomes. State the factors that affect, or could affect, the long-run or sustained achievement of project outcomes. Indicate if any new activity or institutional
change is recommended to help sustain outcomes. The analysis should draw upon the sensitivity analysis in Annex 3, where appropriate.

14
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PROJECT COMPLETION REPORT (PCR)

Sustaining the current achievemens of the project will depend on the commitment of the Federal Government to Agriculture and Rural Development. Donor support (financial and technical) will also be critical to
sustaining outcomes. In this respect, it is assumed that the Government will remain committed to agricultural institutional support. Actions so far taken by the FMARD shows that Government will remain committed
toward the success of the project. The direction of Government are explained in the White Paper on National Economic Empowerment and Development Strategy (NEEDS) that were issued in 2003 to address the
necessity to strengthen agricultural and rural institutions. Further, the project was designed with the full participation of the various Department Directors in addition to the establishment of a Steering Committee of
senior officials to ensure successful impplementation of the project.

Given that the rationalisation of roles and responsibilities will reduce activities of some departments and increase those of others, there may be resistance to these changes. Staff may be uncertain of their abilities to
learn new skills, their aptitude with new systems, or their ability to take on new roles. To ensure that all staff are involved and understand the changes, validation workshops were held to inform staff of the progress
of project implementation and to gather their views on the project. Since all Directors of the various departments were members of the steering committee, they were directly involved and as such closely follow up on
the activities of the Institutional Development Expert who made proposals for their review and approval. As per the operations of the civil service, the Permanent Secretary will issue circulars instructing staff to
implement the decisions made by the steering committee to adopt and implement the new strategies.

E. PROJECT DESIGN AND READINESS FOR IMPLEMENTATION

1. State the extent to which the Bank and the Borrower ensured the project was commensurate with the Borrower’s capacity to implement by designing the project appropriately and by putting in
place the necessary implementation arrangements. Consider all major design aspects, such as extent to which project design took into account lessons learned from previous PCRs in the sector or
the country (please cite key PCRs); whether the project was informed by robust analytical work (please cite key documents); how well Bank and Borrower assessed the capacity of the implementing
agencies and/or Project Implementation Unit; scope of consultations and partnerships; economic rationale of project; and provisions made for technical assistance.

[200 words maximum. Any additional narrative about implementation should be included at Annex 6: Project Narrative]

The Federal Government of Nigeria in collaboration with the African Development Bank took into consideration the available development indices to come up with a project design that were in line with the
development objectives of the agricultural sector. In the year 2000, the FGN undertook the study of the rural sector under the theme of the "Nigeria Rural Sector Strategy Study”, which resulted into a Rural
Development Strategy. The goal of this strategy is poverty reduction by improving the livelihood and living conditions of the rural poor. The strategy also aims to contribute to food security through improved service
delivery to the farmers.
To strengthen existing institutional weaknes for project implementation, the design provided for a Project Manager who reports to the Permanent Secretary through the Director of Planning, Policy Analysis and
Statistics. For ease of resolution of implementation constraints, the Honourable Minister oversees the overall implementation of the Project. There is also an Inter- Departmental Committee which is chaired by the
Permanent Secretary and consists of all the Agricultural Policy Support Facility (A-PSF) collaborating institutions. These include Canadian In-ternational Development Agency (CIDA); Department for International
Development (DFID) and the United States Agency for International Development (USAID). This Committee reviews, approves, and adopts proposals of the Institutional Development Expert and any other issue as
the case may be. There is also a Project Steering Committee which oversees the overall implementation of the Project. It comprises of the Permanent Secretary as Chairman while all the directors of the Federal
Ministry of Agriculture and Rural Development with the two technical Assistants are members. The Project Manager is the Secretary of the Committee.

In the design of this Project, positive lessons have been drawn from earlier donor that were implemented by the FMARD such as the Fadama II; the Special Programme for Food Security (SPFS), and the IFAD and
AfDB assisted Community Based Agriculture and Rural Development Programme, including need for harmonization of on-going donor approaches, improvement of funding and implementation mechanisms. For
instance, by tackling poverty alleviation using demand driven approaches and human skills development in a coordinated manner, which is in line with the Government’s decentralization policy. The design also
takes into account sufficient attention to capacity building, and the need to institutionalise the process of demand driven approach to development. These lessons have been incorpoarated into the design and
implementation of this project.

Arising out of the National Economic Enpowerment and Development Strategy (NEEDS) and the Review of Agriculture and Rural Development Institutions, this Project has been collaboratively designed as part of
the A-PSF, which on the Government side involves FMARD, National Planning Council, Ministry of Finance, National Assembly and the Office of the Presidency. The project was designed in a participatory manner
through consultation and involvement of all Directors of the technical departments and the Heads of the Regional Offices.

The current findings of the NEEDS in the agriculture sector are in line with the findings of the ADB/IFAD/WB Agriculture and Rural Institutions Review report, which basically call for institutional streamlining of the
operations of the FMARD to avoid over-laps and duplication of efforts. The recommended streamlining is intended to create effective collaboration among the departments, which currently duplicate the roles and
functions of each other. The re-alignment further intends to create a system for coordination of interdepartmental activities as well as maintain strong operational links with the state counterparts.

15
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PROJECT COMPLETION REPORT (PCR)

Following the recommendations from the above review, FMARD, in April 2004 constituted a senior management committee to re-define existing institutional arrangements that are meant to serve as a blue print for
planning, implementing, monitoring and evaluating agriculture and rural development initiatives and to harmonize the mandates and activities of its Departments. To guide the process, the Ministry as earlier noted,
issued a White Paper providing recommendations and the way forward on the rationalization process

The challenges of implementing the recommendations of the 2000 Rural Sector Strategy study compelled the FGN to seek assistance from the African Development Bank, World Bank, and International Fund for
Agricultural Development (IFAD) in 2001 to review and later on further help in streamlining institutional framework to assure efficient provision of technical and social services to the agriculture and rural sector. With
the overriding goal of alleviating rural poverty, the objective of the ADB/WB/IFAD review was to define an institutional framework for the effective and sustainable development of Nigeria’s agriculture and rural sector
that is consistent with democratic decentralized governance and promotes collaboration and linkages both within the public sector and between the public and private sectors. Provision has been made for technical
assistance and the services of an external audit firm to be recruited of competively by the use of the Bank's rule of procedure for the use of consultants.

2. For each dimension of project design and readiness for implementation, provide a brief assessment (up to two sentences). Insert a working score, using the scoring scale provided in Appendix 1.

PROJECT DESIGN AND READINESS

FOR IMPLEMENTATION DIMENSIONS
a) Project complexity is matched
REALISM with country capacity and political
commitment.
RISK ASSESSMENT b) Project design includes
AND MITIGATION adequate risk analysis.
ASSESSMENT WORKING SCORE
The project complexeity was in line with Country Capacity and political comitmenet as it was derived from the Country Strategy
Paper (CSP) for Nigeria 2002-2004 that it noted the constraints to rural development and socio-economic infrastructure; and the 4
need for increased production and capacity building
Project design included adequate risk analysis e.g Staff turnover among government employees was identified and staff bonding
provided for as condition for overseas training. .
3

c) Project procurement, financial The Project procurement, financial management, monitoring and/or other systems are based on those already in use by
management, monitoring and/or government and/or other partners.
other systems are based on those
USE OF
already in use by government 3
COUNTRY SYSTEMS
and/or other partners.

WORKING SCORE
For the following dimensions, provide separate working scores for Bank performance and Borrower performance:
Bank Borrower

d) Responsibilities for project Both the donor and the borrower lived to their responsibilies for providing funds and regular supervisions however, the release of
CLARITY implementation were clearly funds were sometimes delayed due to ineexperience of project staff in Bank disbursement procedures. 3 3
defined.
Necessary implementation documents were ready at appraisal stage
e) Necessary implementation
PROCUREMENT documents (e.g. specifications,
3 3
READINESS design, procurement documents)
were ready at appraisal.

f) Monitoring indicators and The monitoring plans and indicators were not ready before the project launch because of the delay in the recruitment of
MONITORING
monitoring plan were agreed upon consultants. 2 2
READINESS
before project launch.
h) Baseline data were available or As indicated in appraisal report, baseline data were available during project design .
BASELINE DATA are/were collected during project 4 4
design.

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PROJECT COMPLETION REPORT (PCR)

h) Baseline data were available or As indicated in appraisal report, baseline data were available during project design .
BASELINE DATA are/were collected during project 4 4
design.

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PROJECT COMPLETION REPORT (PCR)

F. IMPLEMENTATION
1. State the major characteristics of project implementation with reference to: adherence to schedules, quality of construction or other work, performance of consultants, effectiveness of Bank
supervision, and effectiveness of Borrower oversight. Assess how well the Bank and the Borrower ensured compliance with safeguards.

[200 words maximum. [Any additional narrative about implementation should be included at Annex 6: Project Narrative.]

The Federal Ministry of Agriculture and Rural Development (FMARD) was the Executing Agency. A Project Team , which was based in the Federal Department of Planning, Policy Analysis and Statistics (FDPPAS),
was set-up to undertake implementation of the project. It was headed by a Team Leader whose major tasks were: (i) To co-ordinate the activities of the project at the technical and administrative levels, (ii) with the
assistance of the procurement officer and the accountant, undertake all Project procurement and disbursement activities and, (iv) prepare progress reports and organize project audits. A Project Steering Committee
(SC) was set-up to oversee the overall implementation of the project which met twice during the project implementation period.

The project was designed with a lifespan of three years, commencing from 9 June, 2005 to May, 2009. But due to some
administrative difficulties on the part of the Bank and the Borrower, the project could not commence as scheduled. The actual
Adherence to schedules
commencement date was 6 February, 2006, 8 months behind schedule. Inview of this, the project had to be extended for a period
of one year with the disbursement closing on 31May 2010.

The cconsltants on institutional support and rationalization and capacity building; monitoring and evaluation, agricultural data
Performance of consultants collection and training performed satisfactorily. But the consultant on management information system (MIS) did not comply with the
terms of contract and the terms of reference and hence could not deliver the expected output before the disbursement deadline.

The Bank effectively supervised the implementation process. The success recorded in project implementation had much to bear on
Effectiveness of Bank supervision the quality of the supervision. Six different supervision missions visited the project during implementation. The interaction they had
with the project implementation unit assisted tremendously to fast tract the execution of some of the activities.

The project implementation unit had useful interactions and dialoques with senior ministry officials, indivually and in groups. ARISP
desk officers were appointed for each of the relevant departments with whom the PIU had regular interactions. Furthermore, There
Effectiveness of Borrower oversight were weekly briefings of the Permanent secretary on the activities of the project during the regular meeting of the Permanent
Secretary with project coordinators and representatives of the directors of the departments. Eight stakeholders workshops were
organized at which staff views and suggestions were collected which boosted the quality of implementation.

The Federal Ministry of Agriculture and Rural Development (FMARD) complied with the requirement for project implementation first
by observing protocol agreement and fulfillment of all loan conditions and provided all the necessary counterpart support interms of
Assess how well the Bank and the Borrower ensured compliance with safeguards funds and personnel.The Bank on its part lived up to expectations by ensuring that all funds required for the implementation for all
project activities were disbursed. When it was obvious that the project needed more time to ensure that all project activities were
implemented, the Bank kindly extended the disbursement deadline by one year.

2. Comment on the role of other partners (e.g. donors, NGOs, contractors, etc.). Assess the effectiveness of co-financing arrangements and of donor coordination, if applicable.

NA

3. Harmonization. State whether the Bank made explicit efforts to harmonize instruments, systems and/or approaches with other partners.

NA

18

PROJECT COMPLETION REPORT (PCR)
PROJECT IMPLEMENTATION DIMENSIONS
a) Extent of project adherence to the
original closing date. If the number on the
right is:
below 12, score 4
TIMELINESS between 12.1 to 24, score 3
between 24.1 to 36, score 2
beyond 36.1, score 1
b) Bank complied with:
Environmental Safeguards
Fiduciary Requirements
Project Covenants
BANK PERFORMANCE
c) Bank provided quality supervision in the
form of skills mix and practicality of
solutions
d) Bank provided quality management
oversight
e) Borrower complied with:
Environmental Safeguards
Fiduciary Requirements
Project Covenants
BORROWER
PERFORMANCE
f) Borrower was responsive to Bank
supervision findings and recommendations
g) Borrower collected and used monitoring
information for decision making
G. COMPLETION
Format Approved by Ops. Com. on 03/04/09
ASSESSMENT WORKING SCORE
Difference in months between original closing date and The extension was granted to enable the project
actual closing date or date of 98% disb. rate. execute the outstanding activities like procurement
of consultancy for the reform aspect and the
procurement of publications for the Ministry as well
as impact assessment of the training conducted. 3
12 months
No major environmental risks was expected as an institutional reform project (category III project) 4
The Bank fully complied 4
The Bank fully complied 4
The Bank complied to a large extent in terms of number of supervision missions 3
The Bank provided reasonable management oversight 3
No major environmental risks was expected as an institutional reform project (category III project) 4
The borrower complied to a large extent. The project audits were delivered on schedule 4
Adequate counterpart funds and timely submission of progress reports were reported 4
To a large extent. It could however not hold necessary meetings as recommended. Convening of steering
2
committee meetings proved difficult due to frequent posting of permanent secretaries
To a large extent. It could have done more if the supervisory role of the steering committee was higher 2
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PROJECT COMPLETION REPORT (PCR)

1. IS THE PCR DELIVERED ON A TIMELY BASIS, IN COMPLIANCE WITH BANK POLICY?
Date project reached 98% disb. Rate (or closing Date PCR was sent to pcr@afdb.org Differenc WORKING SCORE (auto-calculated)
date if applicable) 31 May 2010 e in if the difference is 6 months or less, a 4 is scored. If the
months difference is 6.1 or more, a 1 is scored

H. LESSONS LEARNED
Summarize key lessons for the Bank and the Borrower suggested by the project’s outcomes

[250 words maximum. Any additional narrative about lessons learned, if needed, must be placed in Annex 6: Project Narrative]
H.1 Project management team stability is essential for project performance. (Key staff of project remained throughout the project life. This improved the understanding of the project objectives, tasks and the
expected outputs and outcomes)
H.2 Effective Collaboration between institutions responsible for project implementation is important for implementation success. The project was reported to have have benefitted strongly from the good
collaboration between the implementing agencies and other government agencies including the reaserch institutions.
H.3 The process of satisfying loan conditions can contribute to implementation delays as observed from the five loan conditions precedent to first disbursement under the project
H.4 The presence of Bank's Field Office impacted positively on project implementation through enhanced interaction between the PIU and the Bank. This was confirmed by the project team during the PCR mission
on the field.
H.5 . Lack of induction course to aquaint management staff with the Bank's rules of procedure was the reason for initial difficulties at project's commencement.
H.6 Wrong assumptions made made during project design can impact negatively on implementation performance. For example, motor provided for extension services was found during project implementation to be
unsuitable for the riverine areas of Nigeria.
H. 7. The staggering of the contract for of VSATs installation was found to have delayed information sharing between zones. That is, it did not provide for a smooth and uniform flow of information from the regional
offices. In the future, communication contract should be hollistic through a single contract.

I. PROJECT RATINGS SUMMARY

All working scores and ratings are auto-generated by the computer from the relevant section in the PCR.

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PROJECT COMPLETION REPORT (PCR)

CRITERIA SUB-CRITERIA WORKING SCORE
Achievement of outputs 3
Achievement of outcomes 3.41
PROJECT OUTCOME 3
Timeliness
OVERALL PROJECT OUTCOME SCORE 3
Design and Readiness
Project Objectives were relevant to country development priorities. 4
Project Objectives could in principle be achieved with the project inputs and in the expected time frame. 2
Project Objectives were consistent with the Bank’s country or regional strategy 4
Project Objectives were consistent with the Bank’s corporate priorities 4
The log frame presents a logical causal chain for achieving the project development objectives. 3
The log frame expresses objectives and outcomes in a way that is measurable and quantifiable. 3
The log frame states the risks and key assumptions. 3
Project complexity was matched with country capacity and political commitment. 4
Project design includes adequate risk analysis. 3

Project procurement, financial management, monitoring and/or other systems were based on those already in use by government and/or other
partners.
3
BANK PERFORMANCE Responsibilities for project implementation were clearly defined. 3
Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal. 3
Monitoring indicators and monitoring plan were agreed upon during design. 3
Baseline data were available or were collected during design. 4
PROJECT DESIGN AND READINESS SUB-SCORE 3
Supervision:
Bank complied with:
Environmental Safeguards 4
Fiduciary Requirements 4
Project Covenants 4
Bank provided quality supervision in the form of skills mix provided and practicality of solutions. 3
Bank provided quality management oversight. 3
PCR was delivered on a timely basis 3
SUPERVISION SUB-SCORE 4
OVERALL BANK PERFORMANCE SCORE 4
Design and Readiness
Responsibilities for project implementation are clearly defined. 3
Necessary implementation documents (e.g. specifications, design, procurement documents) are ready at appraisal. 3
Monitoring indicators and monitoring plan are agreed upon and baseline data are available or are being collected 3
PROJECT DESIGN AND READINESS SCORE 3
Implementation
Borrower complied with:
BORROWER PERFORMANCE
Environmental Safeguards 4
Fiduciary Requirements 4
Project Covenants 4
Borrower was responsive to Bank supervision findings and recommendations. 2
Borrower collected and used of monitoring information for decision-making. 2
IMPLEMENTATION SUB-SCORE 3
OVERALL BORROWER PERFORMANCE SCORE 3

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J. PROCESSING
STEP SIGNATURE AND COMMENTS DATE
Sector Manager Clearance
Regional Director Clearance
Sector Director Approval

22
 PROJECT COMPLETION REPORT (PCR)
APPENDIX 1

Scale for Working Scores and Ratings

SCORE EXPLANATION

4 Very Good- Fully achieved with no shortcomings

3 Good- Mostly achieved despite a few shortcomings

2 Fair- Partially achieved. Shortcomings and achievements are roughly balanced

1 Poor- Very limited achievement with extensive shortcomings

NA Non Applicable

Note: The formulas round up or down for decimal points. Only whole numbers are computed.
 PROJECT COMPLETION REPORT (PCR)
LIST OF ANNEXES

Mandatory
1. Project Costs and Financing
a. Project costs by component
b. Financing by sources of funds

2. Bank Inputs. List the key team members, and their specialties, during preparation and supervision. Provide a consolidated list of Preparation, Supervision and Completion
Missions in chronological order. Provide the date and ratings of the last supervision report.

3. Economic Analysis (ERR) and Financial Analysis, if appropriate Re-estimate the economic rates of return based on costs and benefits at completion, and compare with
apprailsal estimates. Break down by components as appropriate. Analyze the sensitivity of the ERR to key assumptions. Present a financial analysis for project beneficiary entities.

4. Procurement Plan. Please attach the most recent Procurement Plan

5. List of Supporting Documents: 1. ARISP Appraisal Report, 2. Quarterly Progress Report (Jan-March, 2010), Annual Progress Report (2009), Aide memoire (June, 2009).

Optional
6. Project Narrative. Key factors not covered in the main template that affected the design and implementation of the project. Such factors, both positive and negative, could
include: climate and weather, political changes, contractual or personnel matters, technical issues, procurement processes, and interactions with other partners. If any of these
factors is significant enough to affect the evaluation ratings, it should be noted in the template with a reference to this annex.
ANNEX 1A PLANNED AND ACTUAL EXPENDITURES BY COMPONENT AU ,000
(UA'000)
COMPONEN
2005 2006 2007 2008 2009 2010
T
Planned Planned Total Total
Planned (UA) Actual (UA) Actual (UA) Planned (UA) Actual (UA) Actual (UA) Planned (UA) Actual (UA) Planned(AU) Actual (AU)
(UA) (UA) Planned (UA) Actual (UA)
Institutional
Support &
269 269 218 17 741 720 21 20 758 757
Rationalizati
on.
Capacity
1,078 834 245 22 2,135 330 1,805 641 1,164 590 2,156 1,583
Building.
Project
Managemen 102 102 34 102 36 236 108 128 80 48 36 306 294
t
TOTAL 1,449 1,205 34 565 75 3,112 1,158 1,954 741 1,212 626 3,220 2,634

PLANNED AND ACTUAL EXPENDITURES BY COMPONENT ($) '000

COMPONENT 2005 2006 2007 2008 2009 2010
Planned Total Total
Planned ($) Actual ($) Planned ($) Actual ($) Planned ($) Actual ($) Actual ($) Planned ($) Actual ($) Planned ($) Actual ($)
($) Planned ($) Actual ($)
Institutional
Support &
418 418 339 26 1,151 1,178 33 31 1,177 1,176
Rationalizati
on.
Capacity
1,674 1,295 380 34 3,316 513 2,803 995 1,808 916 3,348 2,458
Building.
Project
Managemen 158 158 53 158 60 367 168 199 124 75 56 475 457
t.
TOTAL 2,250 1,871 53 877 120 4,834 1,859 3,035 1,150 1,883 972 5,000 4,091
ANNEX 1B: Planned and Actual Financing by Sources of Funds (UA'000)

2005 2006 2007 2008 2009 2010 Total

Planned Actual Planned Actual Planned Actual Planned Actual Planned Actual Planned Actual Planned Actual
ADF Grant 1,376.03 1,132.33 34.77 491.64 157.66 2,807.57 573.16 2,231.29 642.62 1,588.67 1,228.67 3,000.00 2,636.88
Govt. 73.55 73.54 73.54 49.19 171.44 73.33 98.11 97.48 220.63 220.63
Total 1,449.58 - 1,205.87 34.77 565.18 206.85 2,979.01 646.49 2,329.40 740.10 1,588.67 1,228.67 3,220.63 2,856.88

ANNEX 1B: Planned and Actual Financing by Sources of Funds (US$)

2005 2006 2007 2008 2009 2010 Total

Planned Actual Planned Actual Planned Actual Planned Actual Planned Actual Planned Actual Planned Actual
ADF Grant 2,136.99 1,758.52 54.00 763.52 244.85 4,360.19 894.97 3,465.22 998.00 2,467.22 1,908.14 4,659.03 4,099.95
Govt. 114.22 114.20 114.20 76.39 266.25 113.88 152.37 151.39 342.64 341.66
Total 2,251.21 - 1,872.72 54.00 877.72 321.24 4,626.44 1,008.85 3,617.59 1,149.39 2,467.22 1,908.14 5,001.67 4,441.62
ANNEX 2

Bank Inputs: List the key team members, and their specialties, during preparation and supervision. Provide a consolidated list of Preparation,
Supervision and Completion Missions in chronological order. Provide the date and ratings of the last supervision report.
# Type of Mission Dates Team Members Speciality of Team Member STATUS
1 Preparation of Appraisal Document January 15-February 01, 2005 Mr. M. Basalirwa Financial Analyst Leaader
Mr.J. Opio-Omoding Agricultural Economist Member
Mr. O. Oladapo Agricultural Economist Member
Mr. Sami Z. Moussa Division Manager Member
2 AfDB Auditors October 9-November 17, 2006 Loxyl Massango Epie Senior Internal Auditor Leader
Consultant Consultant Member
3 Supervision Mission to the December 04-18, 2007 Dr. E.A. Mohammed Principal Agricultural Economics (Task Manager) Leader
Agriculture and Rural Institutions Dr. S. O. Okeke Agricultural Economist, Nigeian Field Office Member
Support Project (ARISP)
4 Nigeria Mid-Term Review Mission March 10-19, 2008 Dr. E.A. Mohammed Principal Agricultural Economics (Task Manager) Leader
of the Country Strategic Paper Dr. S. O. Okeke Agricultural Economist, Nigeian Field Office Member
(CSP) 2005-2009
5 Bank Group 2008 Country Portfolio June 23-July 04, 2008 Mr. M. Basalirwa Financial Analyst/ Task Manager Leader
Performance Review Mission to Mr. P. Sturmheit CPO, Nigerian Field Office Member
Nigeria. Dr. S. O. Okeke Agricultural Economist, Nigeian Field Office Member
6 Supervision and Follow up on September 21-October 03, 2008 Dr. E.A. Mohammed Principal Agricultural Economics Leader
Agriculturre Sector Projects Mr. M. Basalirwa Financial Analyst/ Task Manager Member
Mission. Dr. S. O. Okeke Agricultural Economist, Nigeian Field Office Member
7 Agriculturre Sector Supervision June 08-27, 2009 Mr. Dougou Keita Manger OSAN 2 Leader
Mission. Mr. Evans Ntagwabira, S.B. Rural Infrstructure Specialist/Task Manager Member
Dr. S. O. Okeke Agricultural Economist, Nigeian Field Office Member
Mr. Mohammed Abdullahi Procurement Assistant Nigerian Field Office Member
Mr. Timothy Mkandawire Financial Management Specialist Member
Yakubu Bako Disbursement Officer, Nigerian Field Office Member
Alphonse Gombe Agronomist (Consultant) Member
8 Supervision of Agriculture Sector February 15-March 05, 2010 Mr. Evans Ntagwabira, S.B. Rural Infrstructure Specialist/Task Manager Leader
Projects. Dr. Charles Omoluabi Consultant, Agriculture Portfolio Management Specialist Member
Mr. U.G. Mohammed Disbursement Officer, Nigerian Field Office Member
Mr. A. Jafaar Procurement Officer, Nigerian Field Office Member
ANNEXE 3 : Economic Analysis (EIRR) and Financial Analysis (FIRR)

The ecnomic analysis was not provided for in the appraisal document.
ANNEX 4: LAST PROCUREMENT PLAN

PROCUREMENT PLAN
1. PROCUREMENT PLAN FOR THE AGRICULTURE AND RURAL INSTITUTIONS SUPPORT PROJECT (ARISP):
STRATEGIC IMPLEMENTATION SCHEDULE 2009 (GOODS)
S/N AMT IN NAIRA (000) BIDDING DOCUMENT PERIOD OF SUBMISSION BID EVALUATION CONTRACTS

UNIT COST TOTAL COST

DATE OF SUBMIS-SION TO DATE OF ISSUE OF DEADLINE FOR SUBMISSION DATE OF EVALUTION
DESCRIP-TION UNIT QTY PLAN Vs ACTUAL BANK DATE OF NO OBJEC-TION BIDS. OF BIDS/OPENING REPORT TO THE BANK DATE OF NO OBJEC-TION AMT IN NAIRA (000)
1 Computers and Accessories Set 4 350 1,400 Plan February,5, 20-Oct-08 Sept. January February February -
2008 17, 22, 9, 30,
2008 2009 2009 2009
Actual
2 VSATs No. 2 800 1,600.00 Plan February,5, 20-Oct-08 Sept. January February February -
2008 17, 22, 9, 30,
2008 2009 2009 2009
2.
2 Actual
3 Food Testing Equipment Set 1 2,500.00 2,500.00 Plan February,5, 20-Oct-08 Sept. January February February -
2008 17, 22, 9, 30,

2008 2009 2009 2009

1 Actual
4 Survey Materials Set 2 840 1,680.00 Plan February,5, 20-Oct-08 Sept. January February February -
2008 17, 22, 9, 30,
2008 2009 2009 2009
1 Actual
5 Generators Set 2 400 800 Plan February,5, 20-Oct-08 Sept. January February February -
2008 17, 22, 9, 30,
2008 2009 2009 2009
2 Actual

3. PROCUREMENT PLAN OF THE AGRICULTURE AND RURAL INSTITUTIONS SUPPORT PROJECT (ARISP):
STRATEGIC IMPLEMENTATION SCHEDULE 2009 (SERVICES)
S/N AMT IN NAIRA (000) BIDDING DOCUMENT PERIOD OF SUBMISSION BID EVALUATION CONTRACTS

U-NIT COST TOTAL COST

DATE OF SUBMISSION OF DATE OF ISSUE OF DEADLINE FOR SUBMISSION DATE OF EVALUTION

DESCRIP-TION UNIT TAR-GET PLAN Vs ACTUAL SHORTLIST TO BANK DATE OF NO OBJEC-TION RFPs. OF PROPOSALS/OPENING REPORT TO THE BANK DATE OF NO OBJEC-TION AMT IN NAIRA (000)
1 Monitoring and Evaluation L/S Robust M&E System - 15,260.85 Plan Dec. April 24, June. July. July August -
24, 2009 3, 17, 23, 3,
2009 2009 2009 2009 2009
Actual
2 Data Collection, Analysis and L/S Compu-terized Data - 12,208.70 Plan Dec. April 24, June. July. July August -
Computeri-zation Collec-tion
24, 2009 3, 17, 23, 3,
2009 2009 2009 2009 2009
Actual
3 Manage-ment Informa-tion L/S Effective Service - 18,313.06 Dec. April 24, June. July. July August -
System Delivery
24, 2009 3, 17, 23, 3,
2009 2009 2009 2009 2009
Actual
4 Institu-tional Support and Human Re-source - 45,782.65 Pan Dec. April 24, June. July. July August -
Rationaliza-tion and Capacity Develop-ment and
Building Institu-tional
Support.
24, 2009 3, 17, 23, 3,
2009 2009 2009 2009 2009
Actual