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AFRICAN DEVELOPMENT BANK
MULTINATIONAL - CGIAR
SUPPORT TO AGRICULTURAL RESEARCH FOR DEVELOPMENT OF
STRATEGIC CROPS IN AFRICA PROJECT (SARD-SC)
PROJECT COMPLETION REPORT
(PCR)
AHAI
December 2017
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A Report data
Report date Date of report: 14 November 2017
Mission date: From: 23 October 2017 To: 7 November 2017
B Responsible Bank staff
Positions At approval At completion
Regional Directors
M. MATONDO-FUNDANI, ORNB
J. KOLSTER, ORNA
K. J. LITSE, ORWA
M. MATONDO-FUNDANI, OIC, ORWB
M. KANGA, ORCE
C. OJUKWU, ORSB
E. FAAL, ORSA
E. FAAL, Senior Director, RDNG
M. EL AZIZI, DG RDGN
K. J. LITSE, DG RDGW
G. NEGATU, DG RDGE
J. NGURE, Deputy DG, RDGS
Country Manager Ousmane DORE
Sector Director Abdirahman BEILEH Chiji OJUKWU
Sector Manager Dougou KEITA Patrick AGBOMA
Task Manager Jonas CHIANU Ibrahim A. AMADOU
Alternate Task Manager
PCR Team Leader Ibrahim A. AMADOU, Chief Agricultural Economist,
RDNG
PCR Team Members Abba JAAFAR, Principal Procurement Officer, RDNG;
Yakubu BAKO, Disbursement Assistant, RDNG; Olufemi
Ojo-Fajuyi Consultant Financial Management, RDNG
C Project data
Project name: MULTINATIONAL – CGIAR: “SUPPORT TO AGRICULTURAL RESEARCH FOR DEVELOPMENT OF
STRATEGIC CROPS IN AFRICA” (SARD-SC)
Project code: P-Z1-AAZ-010 Grant number(s): 2100155022217
Project type: Research Sector: Agriculture
I BASIC DATA
PROJECT COMPLETION REPORT (PCR)
MULTINATIONAL – CGIAR: “SUPPORT TO AGRICULTURAL RESEARCH FOR
DEVELOPMENT OF STRATEGIC CROPS IN AFRICA” (SARD-SC)
AFRICAN
DEVELOPMENT
BANK GROUP
2
Country: Benin, Cote d’Ivoire, DRC,
Eritrea, Ethiopia, Ghana, Kenya, Lesotho,
Madagascar, Mali, Mauritania, Niger,
Nigeria, Senegal, Sierra Leone, Sudan,
Tanzania, Uganda, Zambia and Zimbabwe
Environmental categorization (1-3):
Category 3
Processing milestones Key Events Disbursement and closing dates
Financing source: AfDB grant (xii)
Grant Number: 2100155022217 Financing source Financing source
Date approved: 1 March 2012 Cancelled amounts: Nil Original disbursement deadline: 30
December, 2016
Date signed: 12 March 2012 Supplementary financing: Nil Original closing date: June, 2016
Date of entry into force: 12 March 2012 Restructuring: Nil Revised disbursement deadline: 30
December, 2017
Date effective for 1st disbursement: 12
March 2012
Extension: Extension granted 28 September 2015 Revised closing date: June, 2017
Date of actual 1st disbursement: 24
September 2012
Financing source/instrument Disbursed amount
(amount, UA):
Percentage
disbursed (%):
Undisbursed
amount (UA):
Percentage
undisbursed (%):
Financing source: AfDB grant (xii)
Grant Number: 2100155022217 39.90 million 100% Nil Nil
Counterpart fund (countries): 13.90 million In
kind
100% Nil Nil
TOTAL 53.90 million 100% Nil Nil
Co-financiers and other external partners: There were no Co-financiers. The ADF financed UA 39.90 million representing 74%
of the total Project costs. Participating countries counterpart in kind contribution was UA13.90 equivalent to 26% of the Project cost.
Executing and implementing agency (ies): IITA was the Executing Agency for the project. The three CGIAR centers namely
AfricaRice, International Center for Agricultural Research in the Dry Areas (ICARDA), and International Institute of Tropical
Agriculture (IITA) were the implementing agencies for the four commodity sub-projects: AfricaRice and ICARDA for the rice and
wheat sub-projects, respectively; and IITA for the cassava and maize sub-projects. IFPRI was a specialized technical agency that
supported the other three Centers in the implementation of the sub-projects’ activities dealing with the strengthening of the technical
and commercial capacities of farmers organizations. These implementing agencies had representation in at least one of the beneficiary
countries targeted by the project.
D Management review and comments
Report reviewed by Name Date reviewed Comments
Country Manager N/A
Sector Manager
Regional Director(as chair of Country
Team) Ebrima FAAL
Sector Director Chiji OJUKWU
3
II Project performance assessment
A Relevance
1. Relevance of project development objective
Rating* Narrative assessment (max 250 words)
4 Relevance of the project objective is highly satisfactory. The overall objective of the “Multinational – CGIAR: Support to
Agricultural Research-for-Development on Strategic Commodities in Africa” (SARD-SC) is to enhance food and nutrition
security and contribute to poverty reduction in Bank’s low income Regional Member Countries (RMCs). Its specific
objective is to enhance the productivity and income of four CAADP’s priority value chains (cassava, maize, rice, and
wheat) on a sustainable basis.
The project was fully consistent with the Bank’s Medium Term Strategy (2008-12), its Regional Integration Strategy (2009-
12) and Higher Education, Science and Technology Strategy (Component C), and its Agriculture Sector Strategy (AgSS)
2010-14. The project is also in line with the new Bank Group’s “HIGH 5” goals of ‘Feed Africa’ – Strategy for Agricultural
Transformation in Africa (2016 – 2025). The Project will contribute to the four Feed Africa strategic goals of: 1. Contribute
to ending Extreme Poverty by 2025; 2. End Hunger and Malnutrition by 2025, 3. Turn Africa into Net Food Exporter by
2025; and 4. Move Africa to the top ranked key global agricultural value chains by 2025. The project aligned with the
objective of achieving growth that is more inclusive and sustainable.
The project remained fully alligned with the needs of African Union Heads of State within the framework of the four pillars
of CAADP (Sustainable Land & Water Management, Market Access, Food Supply and Hunger, and Agricultural Research)
and directly contribute to enhancing synergy with five CGIAR research programs (CRPs) and indirectly optimized four
other CRPs (e.g., Water, Land and Ecosystems; Integrated Agricultural Production System for Dry Areas; and Integrated
System for the Humid Tropics; Climate Change) as enunciated in the CGIAR global research reform. These were fully
aligned with goals of the MDGs1 objectives to Eradicate extreme poverty & hunger and enusre environmental
sustainability. The needs are reduction in poverty, improvement in food and nutrition security, and increase in income by
increasing productivity of and income from the four selected strategic commodities.
The project purpose remained fully aligned with the needs of the participating Bank’s Regional Member Countries (RMCs)
and the beneficiaries: Individual farmers and consumers, farmers’ groups including youth and women, policy makers,
private sector operators, marketers/traders, transporters, small-scale agricultural machinery manufacturers, and institutions
(NARES, CGIAR, NGOs) from the participating countries.
The project objective was clearly stated and focused on outcomes in its setting. Percentage accomplishments of key project
outcome indicators provide reasonable assertion that the objective was evidently achieved. No inconsistencies were
reported between the participating RMCs,the Bank and beneficiary priorities during the project implementation period. No major project restructuring occurred during implemtation.
* 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 Relevance of the project design is satisfactory. The Multinational CGIAR–Support to Agricultural Research for
Development of Strategic Crops in Africa (SARD-SC) was identified within the context of building purposeful partnerships
based on comparative advantage and strategic goals. The Bank and participating CGIAR centers adopted a fully
participatory approach for Project Identification, Design and Implementation, including active participation of the Private
Sector and Civil Society. A conscious effort was made by CGIAR to ensure an extensive participatory and consultation
process that involved the Global Forum on Agricultural Research (GFAR) and several Research and Development
stakeholders. The participatory approach adopted during the project design involved regional research reviews, e-
consultations, and face-to-face meetings. The four value chains in the project intervention are aligned with the respective
CRPs, and focused attention on the essential activities planned under the CRPs which are technology generation and
transfer, knowledge development and sharing, and capacity building. The Project adopted the Innovation Platform (IP)
Approach in the implementation process, which proved successful in achieving the goals and objectives of the project.
4
Project modifications made during implementation in the scope and revision of the List of Goods (LOGs) of the Project
were timely, and ensured the achievement of the intended results (outcomes and outputs). Renovation of research facilities,
construction of seed conservation and storage facilities, equiping training centers, capacity building and dissemination of
technologies generated and gender mainstreaming contributed significantly to the achievement of the project results.
From the project approval to closure, the design was consistently conducive to achieving the project results. The original
design was sound and remained appropriate throughout implementation; adjustments to the scope, implementation
arrangements or technical solutions were required, and they were carried out in a timely manner to ensure the achievement
of the intended outcomes and outputs.
3. Lessons learned related to relevance
Key issues (max 5, add rows as needed)
Lessons learned Target audience
Multi-Institutional
approach to project
implementation
Multi-Institutional approach to project implementation proves more
successful through the SARD-SC and provided an excellent basis for the
continuing use of Multi-Institutional project approach as poverty reduction
mechanism in Africa.
The Bank, CGIAR
Centres and RMCs
Participatory approach to
project design
Projects that are formulated in a participatory process during project
identification, Design, Implementation and Monitoring and Evaluation yield
greater results. Community involvement in project design and during
implementation is a sufficient incentive for the success of projects.
The Bank, CGIAR
Centres and RMCs
Innovation Platform (IP) The IPs have demonstrated that when the drivers of innovation (technologies,
institutions, and organizing the stakeholders) are coordinated and facilitated
hand-in-glove in a systematic manner, both the generation and dissemination
of ‘research outputs’ and their adoption by smallholders farmers and agri-
entrepreneurs is highly likely – especially where such
technologies/innovations are market-driven.
The Bank, CGIAR
Centres and RMCs
Partnerships/Collaboration Collaboration with regional organizations and programs (e.g. CORAF-
WASP) that are involved in multi-country seed sector development improves
cross-border trade in quality seed and contributes to increasing the land area
covered by improved varieties.
The Bank, CGIAR
Centres and RMCs
Policy makers involvement
in project formulation
SARD-SC involved policy makers from project formulation to closure in the
participating RMCs and that guaranteed the project success. Support from
policy makers is a key to project success.
The Bank, CGIAR
Centres and RMCs
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.
The Project consists of four Components: (i) Agricultural Technologies and Innovations Generation; (ii) Agricultural Technologies and
Innovations Dissemination; (iii) Capacity Building; and (iv) Project Management.
Component 1: Generation of Agricultural technologies and innovations: This Component supported Agricultural Research for
Development (AR4D) on the four selected strategic commodity value-chains. Agricultural innovations generated in Component 1 were
used in Component 2. Component achievements relative to targets averaged 100%. Performance of RMCs across the four value chains
is satisfactory.
Component 2: Sustainable dissemination and adoption of agricultural technologies and innovations across the value chain: This
Component promoted dissemination and adoption of (ready-to-go) improved agricultural technologies across each value chain.
Component accomplishment against the end project targets average 100%.
5
Component 3: Sustainable capacity strengthening of project stakeholders: This Component promoted sustainable capacity
enhancement of stakeholders along the value-chains of the four target commodities Available data shows that capacity building and
training activities achievement vis-a-vis project targets is excellent. Outputs target achievements were above 100% for all the activities.
Component 4: Efficient project management: This component was articulated around seven activities: recruited project staff,
implemented project activities, conduct planning meetings, established Project Steering Committee, conducted M&E, conducted
baseline, adoption and impact studies, and organized external mid- term and final project reviews. Output achievement under this
component for all activities averaged 100%.
Project Objectives: The overall objective of the “Multinational – CGIAR: Support to Agricultural Research-for-Development on
Strategic Commodities in Africa” (SARD-SC) is to enhance food and nutrition security and contribute to poverty reduction in Bank’s
low income Regional Member Countries (RMCs). Its specific objective is to enhance the productivity and income of four CAADP’s
priority value chains (cassava, maize, rice, and wheat) on a sustainable basis. The key project outcomes are: (i) 50% yield increase in
cassava, maize 40%, rice 45% and wheat 45%; (ii) average annual household cash income increased to USD600 (against baseline of
USD360); and (iii) 20% increase in food security (currently 84%, compared to the baseline of 73%) at end of project.
Performance of project interventions at completion is satisfactory. Percentage accomplishments of key outcome indicators is greater than
100% at project completion and this provide reasonable assertion that the effectiveness of project interventions yielded the intended
project outcomes and objectives. The project interventions have been outstanding in reaching the intended beneficiaries. Gender was
mainstreamed in all project activities. Analysis based on project activities revealed that contributions, perspectives and priorities of
women was prioritised in all areas of the project activities. Youth and women involvement in the project enhanced the dissemination of
technologies developed by the project.
Overall, accomplishment of project outcomes relative to planned targets at PCR are significant, and support claim of achieving the project
objective. The project thrived in producing Regional Public Goods (RPGs) of public interest that are extensively available to individuals
and organizations, working for sustainable agricultural development in Africa and the world.
2. Outcome reporting
Outcome indicators (as
per RLF; add more rows as
needed)
Baseline
value
(Year)
Most
recent
value
(A)
End
target (B)
(expected
value at project
completion)
Progress
towards
target (%
realized) (A/B)
Narrative assessment (indicative max length: 50 words per outcome)
Core Sector
Indicator(Yes/No)
Outcome 1: Productivity
(t/ha)
Rice 1.8 3.3 +45%
(2.61)
126% Yield of Rice increased significantly due to
the project intervention. Rice yield
increased from 1.8tn/ha to 3.3tn/ha. High
yielding varities developed, dessiminated
and adopted, including new crops
management options that accounted for the
yield increase.
Yes
Wheat 1.84 3.6 +45%
(2.67)
135% Yield of Wheat increased significantly due
to the project intervention. Wheat yield
increased from 1.84tn/ha to 3.6tn/ha. High
yielding varieties developed, dessiminated
and adopted coupled with new crops
management options account for the yield
increase.
Yes
Cassava 7.5 13.9 +50%
(11.25)
123% Yield of Cassava increased significantly
due to the project intervention. Cassava
yield increased from 7.5tn/ha to 13.9tn/ha.
High yielding varieties developed,
dessiminated and adopted in addition to the
Yes
6
new crops management options account for
the yield increase.
Maize 2.3 3.9 +40%
(3.3)
118% Yield of Maize increased significantly due
to the project intervention. Maize yield
increased from 2.3tn/ha to 3.9tn/ha. High
yielding varieties developed, dessiminated
and adopted including new crops
management options all contribute to the
yield increase.
Yes
Outcome 2: Annual
household cash incomes
for farmers
US$360 US$580 US$600 97%
The project intervention yielded an
increase of average annual household cash
income of beneficiaries from USD360 to
USD580 representing 97% increase. The
increased in cash income was as a result of
the increased yields, technologies and
innovations promoted, and capacity
strengthening of project beneficiaries.
Yes
Outcome 3: Increase in
food security
73% 88% 84% 105%
At project completion food security
increased from 73% to 88% representing
21% increase. This was achieved through
improved access to best-fit agricultural
technologies and innovations, improved
agronomic practices, adoption of proven
crop varieties as well as reduction of post-
harvest losses.
Yes
Rating*(see IPR
methodology) Narrative assessment
4 Accomplishment of key project outcomes at completion is highly satisfactory. Productivity and incomes
of the four CAADP’s priority value chains (cassava, maize, rice, and wheat) has been increased
significantly through the SARD-SC Project. Improved access to best-fit agricultural technologies and
innovations , improved crops management options, adoption of proven crops varieties as well as capacity
strengthening of project stakeholders steered the accomplishment of key project outcomes. Collaboration
with NARS and other partners contribute significantly to the dissemination and adoption of agricultural
technologies and innovations generated across the value chains. Also project modifications at MTR
contributed to the project achievements at completion.
3. Output reporting
Outputindicators (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)
(A/B)
Narrative assessment (indicative max length: 50 words per output)
Core Sector
Indicator(Yes/No)
Component 1: Generation of
Agricultural technologies and
innovations
Output 1: Technologies
(varieties
and crop
management
options)
developed
Number and/or
types of
identified
research needs
102 80 127% Output progress achievement exceeds
100% implying that the achieved output
value significantly outweigh the project
end target. The project identified 102
research needs across the four
commodities (Cassava - 30, Wheat - 28,
Rice - 24 and Maize - 20).
Yes
7
New varieties
developed across
the 4 value chain
211 60 351% Output progress achievement exceeds
100% implying that the achieved output
value significantly outweigh the project
end target. The project developed 211
new varieties across the four value chain
(Cassava: 10, Wheat: 24, Rice: 2 and
Maize: 175).
Yes
new crop
management
options
developed across
the 4 value chain
69 60 115% Sixty Nine (69) new crop management
options were
developed across the 4 value chains
(Cassava - 13, Wheat -24, Rice - 17 and
Maize - 15).
Yes
Output 2: Best-
fit agricultural
technologies
and innovations
validated
on-station and
on-farm
Number of
technologies
evaluated on-
station
and on-farm
(promising
varieties and
hybrids/crop
management
options
extensively tested
in on-station and
on-farm trials)
62 40 155% The project evaluated 62 promising
varieties and hybrids that are extensively
tested in on-station and on-farm trials
(Cassava: 6, Wheat: 24, Rice: 59 and
Maize: 32). Also 210 crop management
options were extensively tested in on-
station and on-farm trials.
Yes
Number and/or
types of entries
tested
and registered (Crop
management
options
extensively tested
in on-station and
on-farm trials)
388 40 970% Under enteries tested and registered, 388
crop management options were
extensively tested in on-station and on-
farm trials (Cassava: 269, Wheat: 46,
Rice: 41 and Maize: 32).
Component 2: Sustainable
dissemination and adoption of
agricultural technologies and
innovations across the value chain
Output 1:
Biophysical,
social,
institutional and
policy
contexts of the
four value-
chains
analyzed,
allowing
improved and
gender-
balanced
collective action
and governance
Number of
institutional and
policy
constraints and
options identified
4 4 100% 4 baseline survey were accomplished
across the value chain (Cassava 1, Wheat
1, Rice 1 and Maize 1).
Yes
Output 2: Best-
fit agricultural
innovations
Number of best-
fit agricultural
2030 150 1353% 2030 promising crop varieties were tested
in 5000 demonstration trials (Cassava 10;
Wheat 46; Rice 52 and Maize 1922).
Yes
8
disseminated options identified
and promoted for
adoption
crop management
options tested
168 50 336% 168 crop management options were tested
(Cassava 90, Wheat 46, Rice 17 and
Maize 15).
Yes
Output 3: Value chain
innovations
promoted
Number of value
chain innovations
identified and
promoted
85 300 28% Output progress achievement is 28%
implying that the achieved output value
is insignificant compared to the project
end target. Project end target was not
achieved. Cassava identified and
promoted 18 value chain innovations,
Wheat - 36, Rice - 17 and Maize - 14.
Yes
Output 4: Post-
Harvest losses
Reduced
% of post-harvest
losses reduction
by crop
30% 30% 100% Post-harvest losses reduction across the 4
value chain averaged 100% implying that
the project achieved its output end target.
Yes
Component 3: Sustainable capacity
strengthening of project
stakeholders
Output 1: Human
capacity
strengthened
and/or
Developed
Number of
NARES scientists
actively
involved in
regional research
networks
established for
each crop
commodity
376 160 235% The project established 376 NARES
scientists actively involved in regional
research networks across the 4 value
chain (Cassava -117, Wheat - 150, Rice -
64 and Maiz -e 45).
Yes
Number of PhD
fellows trained
34 16 212% The project trained 34 PhD fellows across
the 4 value chain (Cassava - 8, Wheat - 5,
Rice - 9 and Maize - 10).
Yes
Number of MSc
fellows trained
57 32 178% The project trained 57 MSc fellows across
the 4 value chain (Cassava - 9, Wheat - 5,
Rice - 29 and Maize - 10).
Yes
Number of
NARES scientists
and technical staff
trained
2452 120 2043% The project trained 2452 NARES
scientists and technical staff across the 4
value chain (Cassava - 530, Wheat - 400,
Rice - 1402 and Maize - 120).
Yes
Number of
development
agents trained to
become trainers in
crop specific
management and
value chain issues
9536 1400 681% The project trained 9536 development
agents that turn out to be trainers in crop
specific management and value chain
issues (Cassava - 6794, Wheat - 640, Rice
- 623 and Maize - 1479).
Yes
Number of
females included
in each
of the categories
above
30% 30% 100% Output accomplishment averaged 100%.
30% of females were included in each
of the categories above across the 4 value
chain.
Yes
Output 2: Infrastructure
capacity
strengthened
and/or
developed
Requisite
infrastructure for
supporting
dissemination of
technologies
built/rehabilitated
52 17 305% 52 requisite infrastructure for supporting
dissemination of technologies were
built/rehabilitated across the 4 value chain
(Cassava - 40, Wheat - 1, Rice - 3 and
Maize - 8).
Yes
9
Component 4: Efficient project
management
Output
Project
efficiently
Managed
Project
procurement
follows Bank’s
rules
100% 100% 100% The project fully adhered to the Bank’s
procurement rules.
Yes
Project
disbursement
follows Bank’s
rules
100% 100% 100% The project fully adhered to the Bank’s
disbursement rules. Yes
Quarterly activity
and audit reports
submitted in time
100% 100% 100% The project submitted Quarterly activity
and audit reports on time.
Yes
Project
implementation
schedule is
followed
90% 100% 90% Project implementation schedule is
reasonably followed.
Yes
Rating*(see IPR
methodology) Narrative assessment
4 Project Outputs delivery is highly satisfactory. Progress accomplishment towards targets for all
outputs exceeds 100% except for value chain innovations identified and promoted, and project
implementation schedule implying that the achieved outputs values significantly outweigh the
project end targets. Components outputs achievement is highly satisfactory. The project adopted
participatory approach in the implementation of interventions under the components which
promoted access to technologies developed. The project institutional arrangement and
collaborations ensured efficiency in the delivey of the project outputs.
4. Development Objective (DO) rating
DO rating (derived from
updated IPR)* Narrative assessment(indicative max length: 250 words
4 Accomplishments of project outcomes and outputs relative to planned targets at PCR are significant and
support claim of achieving the project objective. The project contributed significantly to the food and
nutrition security and poverty reduction objectives in the Bank’s RMCs. The project accomplishment in
generating agricultural technologies and innovations as well as sustainable dissemination and adoption of
agricultural technologies and innovations and capacity strengthening of stakeholders across the value
chains is highly commendable.The project interventions have been outstanding in reaching the intended
beneficiaries and gender was mainstreamed in all areas of the project activities. Number of females
included in all intervention components averaged 30%. The Innovation Platforms (IPs) approach adopted
in project implementation influenced the achievement of the project outcomes and outputs.
Key emerging shifts in policy as a result of SARD-SC intervention include youth empowerment;
prototype farming tools from Asia are now being fabricated locally by small-to-medium scale
entrepreneurs and made available for women to reduce drudgery in rice value chains in Africa. Wheat has
been included as a priority in the Nigerian Government's Agricultural Transformation Agenda (ATA) and
domestic production is targeted as a solution for curbing ever growing import dependence and for
ensuring food security. Cassava products are now the main source of cassava value chain actors with over
70 cassava recipes developed and awaiting promotion.
The project produced Regional Public Goods (RPGs) of public interest that are extensively available to
individuals and organizations working for sustainable agricultural development in Africa and globally.
Both outcomes and outputs are rated highly satisfactory.
10
5. Beneficiaries (add rows as needed)
Actual(A) Planned(B) Progress towards target (% realized) (A/B)
% of
women
Category (eg. farmers, students)
912900 827000 110% 30% Farmers - 894,791
Development Agents - 9536
private sector - 4580
NARES Scientists - 2452
Policy makers - 1450
Students - 91
6. 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)
Csassava products development: More than 70 products were developed
from cassava across the 4 implementing countries out of which 35
products were promoted and marketed by the local SMEs: 5 in Tanzania,
11 in DRC 5 in Sierra Leone and 15 in Zambia. Women were empowered
on products development: 3468 in DRC, 829 in Tanzania, 243 in Zambia
and 2659 in Sierra Leone. Recipes from wheat, rice and maize
commodities were also developed and promoted.
Gender Positive High
Youth empowerment: Prototype farming tools from Asia are now being
fabricated locally by small-to-medium scale entrepreneurs and made
available for women to reduce drudgery in rice value chains in Africa.
Gender Positive High
Wheat importation: Wheat has been included as a priority in the Nigerian
Government's Agricultural Transformation Agenda (ATA) and domestic
production is targeted as a solution for curbing ever growing import
dependence and for ensuring food security.
Economic Positive High
7. Lessons learned related to effectiveness (add rows as needed)
Key issues (max 5, add rows as needed) Lessons learned Target audience
Adoption of IAR4D and its Innovation Platform
(IP) Approach
Successful dissemination of improved packages of
technologies along the value chains were better
realized when all development partners and
stakeholders work together and establish a synergy.
Adoption of IAR4D and its Innovation Platform (IP)
system played a significant role in improved
packaging technology dissemination to small-scale
farmers and contributed to the improvement of
productivity and linking farmers to markets
Bank, CGIAR,
RMCs
Involvement of policy makers in project formulation Involvement of policy makers from the early stage of
IPs establishment and their active involvement
during the planning, implementation and evaluation
phase of the project activities have been instrumental
in generating policy recommendations that created
enabling environment for value chain actors to
successfully participate and benefit from the
Innovation platforms. It was also critical for further
up-scaling of the technologies outside the IP sites to
farmers in a short period, which had led to a
transformational impact, particularly in the Hub
countries.
Bank, CGIAR,
RMCs
11
Collaboration and partnership with National Research
Institutes and Private sector
Longstanding and deep rooted partnership and
collaboration between SARD-SC, NARES partners
and the Private sector were the foundations that
created a strong commitment, trust and synergy for
the project accomplishment.
Bank, CGIAR,
RMCs
Youth and Women Involvement Youth and Women involvement in dissemination and
adoption of agricultural technologies and innovations
was key to the project success.
Bank, CGIAR,
RMCs
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 (A/B)
Rating
*
5 6 0.83 3
Narrative assessment(indicative max length: 250 words)
The timeliness of project implementation is satisfactory. The ratio of planned implementation time from the date of effectiveness and
actual implementation time from the date of effectiveness is 0.83 implying satisfactory performance. The planned project duration
was 5 years but implemented over 6 years, with one year no-cost extension. The Project was intended to close 31st December 2016,
but given the initial delays in project implementation, the project was extended to 31st December 2017.
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 (A/B)
Rating
*
100% 100% 1 4
Narrative assessment(indicative max length: 250 words)
Achievement of project physical implementation based on “outputs delivered” against “resources used” based on cumulative
commitments at completion is highly satisfactory. The ratio of the median percentage physical implementation of the project outputs
and commitment rate is 1 implying that the project delivered all or more outputs than expected within the available budget. The project
generated agricultural technologies and innovations on the four selected strategic commodity value-chains. The project achieved
sustainable dissemination and adoption of agricultural technologies and innovations across the value chain. The project aslo promoted
sustainable capacity enhancement of stakeholders along the value chains of the four target commodities. In particular, the technical
and commercial capacities of farmer organizations were strengthened to facilitate technology adoption and greater market
access. Project restructuring that took place at Mid-term review significantly improved the project financial performance. However,
over expenditure across the 4 commodities was reported due to exchange differentials (UA/USD). This unforeseen situation resulted
in budget overrun. In the same vein, all the variances in expenditures above the 100% allocation have been absorbed by the
Implementing Institutions as their own internal co-funding contributions.
3. Cost benefit analysis
Economic Rate of Return
(at appraisal)
Updated Economic Rate of Return
(at completion)
Rating
*
31 29 3
Narrative assessment(indicative max length: 250 words)
Project financial and economic analysis conducted at appraisal is re-assessed at completion, using the same model that was developed
at appraisal. The ratio of the ERR at completion and the anticipated ERR at appraisal is 0.93, implying a satisfactory performance.
The results of the analysis show that the project is economically rewarding, with an overall economic Economic Rate of Return (EIRR)
of 29%. The result implies that the project was economically rewarding to the RMCs that benefitted from the intervention.
12
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 implementation progress have for the most part been satisfactory and lead to the anticipated results.
(i) The project complied fully with project covenants, environmental and social safeguards and audit compliance.
Adherence and compliance with Grant agreements and clauses by the Grant Recipients is satisfactory. The project
complied with all applicable Bank policies. SARD-SC project was classified as Category 3 under the Bank’s
Environmental and Social Assessment procedures. According to the Bank’s policy, an Environment and Social
Management Plan (ESMP) was not required during the implementation of the project. However, minimal positive
environmental and social impacts were generated through proven environmentally friendly agronomic packages,
innovations and technologies promoted by the project. Project Audit was undertaken in line with Bank procedures.
(ii). Project systems and procedures (procurement, financial management and monitoring and evaluation) are Strictly
followed using Bank rules. Critical to the project performance, was the procurement challenge, particularly the delays
in granting no-objections by the Bank at the initial take-off of the project due to delays in review by the Bank. This
affected project performance. Also at the beginning of the project, procurement of research generated outputs caused
significant delay. However, project modification in the List of Works, Goods, Personnel and Services (LOGs) of the
Project that took place at Mid-term review addressed procurement challenges and improved the project performance.
iii) Project execution and financing (disbursement, budget commitments, counterpart funding and co-financing).
Project Co-financing from the Financier has been outstanding, the total ADF draw-down as at completion averaged
100%. Also participating countries counterpart in-kind contribution at completion averaged 100%. Financial targets
achievement in terms of components and categories across the 4 commodities averaged 100%. Project financial plan
target is accomplished. Although there was time lag in disbursement at initial project take-off, on the whole, there
was efficiency and timeliness of disbursement activities at all levels of the project. Some modifications introduced in
the List of Works, Goods, Personnel and Services (LOGs) of the Project at MTR addressed disbursement challenges,
and significantly improved the project financial performance. However, over commitment across the 4 commodities
was reported due to exchange differentials (project was committing resources based on outdated UA/USD exchange
rates). This resulted in project over-budgeting. In same vein, all the variances in expenditures above the 100%
allocation have been absorbed by the Implementing Institutions as their own internal co-funding contributions.
Financial management in the context of a multinational project was a great challenge in terms of transfer of funds to
some countries with economic embargo (e.g. Sudan)
Project execution is satisfactory. The Executing Agency achieved an outstanding performance in the overall
coordination of the project. The use of project funds was found to be commensurate with the project physical progress
attainment. Realities on ground affirmed that project cost in relation to activities implemented to achieve project
targets is proportionate.Pproject cost and activities implemented were positively correlated. Target of outputs from
the components were achieved and outcomes realized. Financial records were properly maintained by implementing
institutions, as attested by the external Audit Reports.
5. Lessons learned related to efficiency
Key issues (max 5, add rows as needed) Lessons learned Target audience
Financial management in the context of a multinational
project was a great challenge in terms of transfer of funds
to some countries under economic sanctions (embargo).
It is necessary to adopt specific procedures to the
context of partners countries in terms of project
execution and financing. The project adopted partner
countries specific context to transfer funds.
Bank, CGIAR
Centres
Over commitment across the 4 commodities was reported
due to exchange differentials.
It is critical for the Grant Recipient to keep track of
exchange rate differential during project
implementation.
CGIAR Centres
Participating countries counterpart In kind contribution Cash contribution will strengthen participating
countries commitment and ownership of project.
Bank, CGIAR
13
D Sustainability
1. Financial sustainability
Rating* Narrative assessment (indicative max length: 250 words)
3 The project has put in place mechanisms for financial sustainability that are deemed sufficient to ensure the continued flow
of benefits associated with the project after completion. The in-kind contribution made by the NARES of the different partner
countries during the project implementation will continue after the project. Partner Governments have in most cases made
budgetary allocations to their NARES for continuous support to IPs and scaling-up SARD-SC activities after completion.
Innovation Platforms (IPs) established by the project are well co-ordinated, and have defined financial sustainability plans
across the four value chain. Tariffs, user fees and maintenance fees are generated among the IPs actors to ensure the
continued flow of benefits associated with the project after completion.
2. Institutional sustainability and strengthening of capacities
Rating* Narrative assessment (indicative max length: 250 words)
3 The project significantly contributed to strengthening institutional capacities in the areas of project intervention. The RMCs
systems and capacities are good and deemed sufficient to ensure the continued flow of benefits associated with the project
after completion. The project contributed significantly in strengthening institutional capacities of NARES, CGIAR, NGOs
and other relevant institutions. The project promoted sustainable capacity enhancement of stakeholders along the value-
chains of the four target commodities. In particular, the technical and commercial capacities of farmer organizations
were strengthened to facilitate technology adoption and greater market access, NARES scientists trained are actively
involved in regional research networks, and development agents trained are now trainers in crop specific management and
value chain issues. The IPs are now embedded within the NARES. The NARES have taken the leadership of the process in
the countries, including extension staff trained to conduct the training of farmers and other stakeholders. Youth and women
capacity is strengthened by the project. The project developed youth and gender focused group entrepreneurship at various
segments of the value chains (production, processing and marketing) for creation of job opportunities and income to youth
and women groups.
3. Ownership and sustainability of partnerships
Rating* Narrative assessment (indicative max length: 250 words)
3 The project has been effective at involving Individual farmers and consumers, farmers’ groups including youth and women,
policy makers, private sector operators, marketers/traders, transporters, small-scale agricultural machinery manufacturers,
and institutionsa and promoting a sense of ownership amongst the beneficiaries. Partnerships with relevant stakeholders have
been put in place and are deemed sufficient to ensure the continued maintenance and management of project outputs. The
involvement of policy makers as key drivers in the project implementation provide a high sense of ownership and
partnerships. Also the involvement of NARES as project drivers in the benefitting countries and the concept of Innovation
Platform (IP) adopted in the project implementation provided great sense of ownership to the beneficiaries. Innovation
platforms (IPs) bring together different stakeholders to identify solutions to common problems, and achieve common goals. The establishment of innovation platforms enhanced ownership and collective action which contributed to high sense of
ownership and better governance at the community level. The Collaborative Framework Agreement signed with the beneficiary countries through their NARES was the key entry
point. Partnerships set up with small-to-medium scale private enterprises guarantee continued maintenance and management
of project outputs. Sound partnerships were promoted among value chain actors. The project established strategic alliances
that linked researchers, to in-country development activities, producers to inputs and finance, end-users to producers, creating
new market opportunities.
4. Environmental and social sustainability
Rating* Narrative assessment (indicative max length: 250 words)
3 The project was classified as Category 3 under the Bank’s Environmental and Social Assessment procedures. According to
the Bank’s policy, Environment and Social Management Plan (ESMP) was not required during the implementation of the
project. However, some positive environmental and social impacts were generated through proven environmentally friendly
agronomic packages, innovations and technologies promoted by the project.
14
5. Lessons learned related to sustainability
Key issues (max 5, add rows as needed) Lessons learned Target audience
Strengthening of stakeholders capacities Strengthening of stakeholders capacities is key
project sstanability. To a very large extent the project
strengthened stakeholders capacities. stakeholders
capacities Strengthening should continue beyond the
project life.
Bank, CGIAR
Centres
Collaboration and Partnership Sound partnerships and collaboration among project
stakeholders guarantee success in project
implementation. This should be built upon beyond
the project life.
Bank, CGIAR
Centres, RMCs
Counterpart fund contribution Counterpart fund contribution by participating
countries provided sense of ownership in project.
Modalities for counterpart fund contribution must be
clearly established at project appraisal and the
disbursements of project funds should be tagged to
satisfactory compliance of the conditions.
Bank, CGIAR
Centres
Sustainability funding mechanisms and modalities Well-defined funding sustainability mechanisms and
modalities for sustainability contribute to the
continued flow of benefits after project completion.
Bank, CGIAR
Centres
III 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 performance is satisfactory in light of the following dimensions:
(i) proactively identified and resolved problems at different stages of the project cycle, including slightly modifying the
design as necessary to respond to changing circumstances, (ii) used lessons learned from previous operations during design
and implementation, (iii) promoted stakeholder participation to strengthen ownership, (iv) enforced safeguards and fiduciary
requirements; (v) ensured that the monitoring and evaluation system was well designed and implemented, (vi) undertook
high quality and continuous supervision, including the adequate involvement of required expertise (skills mix), and (vi)
provided timely responses to requests.
Seven (7) supervision missions were undertaken during the project implementation period and of the highest quality. The
supervision missions enhanced the project performance. The quarterly Interim Financial Reports and Annual Audit were
also used to monitor project performance during implementation. Modifications at Mid-term provided the needed support,
desire and direction to the project. The Bank supported the institution by the Project, of a sound M&E system that was robust
and sensitive enough to track the implementation of project activities. The Bank ensured stakeholders involvement in the
project design and implementation.
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)
Bank performance is satisfactory. The Bank’s support to the intervention is of great relevance to the Bank’s core business. The Bank
ensured the project complied with all applicable Bank policies and implemented within the confines of the project design, with
necessary modifications to respond to the project needs. The Bank adhered and complied with all grant conditions.
Key issues (related to Bank performance, max 5, add rows as needed) Lessons learned
Supervision mission Regular and timely supervision mission enhanced project
performance
15
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 Grant Recipients’ performance in discharging the underlisted responsibilities is satisfactory. (i) RMCs and implementing
agency performance in ensuring quality preparation and implementation, (ii) compliance with covenants, agreements and
safeguards, (iii) provision of timely counterpart funding, (iv) implementation of the monitoring and evaluation system, (v)
responsiveness to supervision recommendations, (vi) measures taken by the Grantee to establish the basis for project
sustainability, particularly by fostering participation by the project’s stakeholders and involving the appropriate staff and
institutions, (vii) timeliness of preparing requests, and (viii) regular interim financial reporting and annual audits.
The overall coordination of the Bank’s support under the Executing Agency of the project and day to day execution and
management of commodities sub-projects by the centers (IITA: maize and cassava, AfricaRice: rice, ICARDA: wheat) is
satisfactory. Adherence and compliance with Grant agreements and clauses by the Grant Recipients is satisfactory. Participating countries in kind contributions through their NARES is commendable. The performance of project monitoring
and evaluation processes in terms of the provision of necessary information for project management, review and evaluation
is commendable. The project demonstrated commitment in ensuring the monitoring of and reporting on project activities
across the four value chains. Seventeen (17) quarterly technical and financial reports, four annual reports, three corporate
reports, 12 newsletters and 150 regular monitoring visits were generated by each value chain. Adequate measures for
sustainability have been put in place by the project. Grantee’s performance in terms of policy leading dialogue and donor
coordination is satisfactory.
Grant Recipients’ responsiveness to supervision recommendations is satisfactory. However, the lack of familiarity and
understanding of the Bank procurement and financial management systems and procedures by the 3 CGIAR Centers impeded
project progress at the initial take-off of the project implementation.
Key issues (related to Borrower performance, max 5, add rows as needed) Lessons learned
Multi-Institutional project approach Multi-Institutional approach to project implementation proves
successful through the SARD-SC Project, and provided an
excellent basis for the continuing use of Multi-Institutional project
approach as poverty reduction and agricultural technology
dissemination mechanism in Africa.
Counterpart funding Provision of timely counterpart funding is pre-requisite for project
success.
Efficient monitoring and evaluation system Efficient monitoring and evaluation system in a project setting
provide valuable insight and guidance to project implementation.
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 Perfomance of other stakeholders including contractors, service providers, private sector operators, marketers/traders,
transporters, small-scale agricultural machinery manufacturers, and institutions is satisfactory.
Collaborative Framework Agreement with the 20 participated RMCs through their National Agricultural Research and
Extension Systems (NARES) and Partnerships established had positive impact on the project. The Partnerships established
accelerated dessimination and adoption of technologies across the value chains. The NARES of the beneficiary countries
played an effective role in the implementation of project activities. The project enhanced participatory interaction, and
provided opportunities for learning for both the project team and stakeholders themselves; and built capacity, enhancing
accountability. Cost sharing between FASO KABA and NAFASO seed SMEs and AfricaRice has been effective in
disseminating quality rice seed of existing mega and new rice varieties. Collaboration with regional organizations and
programs (e.g. CORAF-WASP) that are involved in multi-country seed sector development improved cross-border trade in
quality seed, and contributes to increasing the land area covered by improved varieties.
In most cases, works executed by contractors and service providers is of high quality and standard. Contract specifications
were strictly followed by the contractors. Responsiveness to the clients demands by service providers was good.
16
Private sector operators performed satisfactorily. Prototype farming tools such as hybrid motorized weeder, seeder from
Asia are now being fabricated locally by Private sector operators, and making improved tools available to farmers,
processors, marketers/traders and transporters.
Key issues (related to performance of
other stakeholders, max 5, add rows as
needed)
Lessons learned(max 5) Target audience (for
lessons learned)
Private sector involvement Private sector involvement enhanced dissemination of technologies
developed by the project.
Bank, CGIAR Centres
Quality of works and services Engaging competent contractors and service providers is key to project
accomplishment.
Bank, CGIAR Centres
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
Participatory and Multi-Institutional approach to project
implementation
SARD-SC Project adopted a participatory and multi-
Institutional approach to implementation which
proved successful in achieving objectives. This
provided an excellent basis for the continuing use of
Participatory and Multi-Institutional project
approach as poverty reduction mechanism in Africa.
Bank, CGIAR
Centres and RMCs
Policy makers involvement in project formulation,
monitoring and implementation
SARD-SC involved policy makers from project
formulation to closure in the participating RMCs, and
this guaranteed the project success. Support from
policy makers is key to project success.
Bank, CGIAR
Centres and RMCs
Collaboration and partnership with NARES and Private
sector
Longstanding and deep rooted partnership and
collaboration between SARD-SC, NARES partners
and the Private sector forstered a climate of trust and
commitment, ensuring synergy for project success.
This should be sustained in future projects.
Bank, CGIAR,
RMCs
Budget compliance Strict adherence to project budget and work plans and
regular review of exchange rates during
implementation will prevent challenges of over
budgeting.
CGIAR Centres
Adoption of IAR4D and its Innovation Platform
(IP) Approach
Successful dissemination of improved packages of
technologies along the value chains were better
realized when all development partners and
stakeholders work together and establish a synergy.
Adoption of IAR4D and its Innovation Platform (IP)
system played a significant role in improved
packaging technology dissemination to small-scale
farmers, and contributed to the improvement of
productivity, as well as linking farmers to markets.
CGIAR, RMCs
17
2. Key recommendations (with particular emphasis on ensuring sustainability of project benefits)
Key issue (max 10, add rows as needed) Key recommendation Responsible Deadline
Mainstreaming of SARD-SC activities by the CGIAR
Centres
Continuous partnership, technical and
scientific support from the CGIAR
Centers, beneficiary countries, NARES
and collaborating partners is very vital
for sustaining outcomes of the research
and development achieved by the
project. The three CGIAR Centres
(IITA, ICARDA and AfricaRice) should
mainstream SARD-SC activities into
their institutional policy framework.
CGIAR Centres Dec 2018
Scaling up SARD-SC Project Scaling up SARD-SC in line with Bank
Group’s “HIGH 5” and Bank’s Feed
Africa – Strategy for Agricultural
Transformation in Africa (2016 – 2025)
to cover larger countries is
recommended for a sustained
agricultural research and development in
Africa.
Bank Dec 2018
Innovation Platforms (IPs) Innovation Platforms (IPs) approach has
proven successful in achieving the goals
and objectives of the project. NARES
continuous technical support to the IPs is
inevitably required to sustained gains
recorded under the project.
RMCs, NARES Dec 2018
Policy makers support beyond SARD-SC Continuous commitment of policy
makers beyond SARD-SC in the
concerned RMCs is necessary to sustain
the achievements recorded under the
project.
RMCs Continuous
Well-defined sustainability of funding mechanisms and
modalities
The governments of the beneficiary
RMCs need to make the requisite budget
allocations to their NARES for
sustainability of SARD-SC activities.
Continuous partnership, technical and
scientific backstopping to the IPs and
National partners is recommended.
RMCs Dec 2018
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 4
Development Objective (DO) (II.B.4) 4
DIMENSION C: EFFICIENCY 3.3
Timeliness (II.C.1) 3
Resource use efficiency (II.C.2) 4
Cost-benefit analysis (II.C.3) 3
Implementation Progress (IP) (II.C.4) 3
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 3.45
OVERALL PROJECT COMPLETION RATING S
19
VI Acronyms and abbreviations
Acronym (add rows as needed) Full name
ADF African Development Fund
AfDB African Development Bank
AfricaRice Africa Rice Center (formerly known as WARDA)
AR4D Agricultural Research for Development
CAADP Comprehensive Africa Agricultural Development Programme
CGIAR Consultative Group on International Agricultural Research
CORAF Conseil Ouest et Central Africain pour la Recherche et le Développement Agricoles
CRPs Consortium Research Programs
EIRR Economic Internal Rate of Return
ESMP Environmental and Social Management Plan
FM Financial Management
FIRR Financial Internal Rate of Return
GDP Gross Domestic Product
IARCs International Agricultural Research Centers
ICARDA International Center for Agricultural Research in the Dry Areas
IFPRI International Food Policy Research Institute
IITA International Institute of Tropical Agriculture
IPM Integrated Pest Management
IP Implementation Progress
IPs Innovation Platforms
LOGs List of Goods
MDG Millennium Development Goal
MTR Mid Term Review
M & E Monitoring and Evaluation
NARES National Agricultural Research and Extension Systems
NGO Non-Governmental Organization
PCR Project Completion Review
PCT Project Coordination Team
PSC Project Steering Committee
RMCs Regional Member Countries
RPG Regional Public Goods
SARD-SC Support to Agricultural Research for Development on Strategic Commodities in Africa
SMEs Small and Medium Enterprises
Required attachment: Updated Implementation Progress and Results Report (IPR)– the date should be the same as the PCR mission.