aide memoire sierra leone implementation support mission...

Sierra Leone Rural and Private Sector Development Project, ISM, Nov. 21-Dec 1, 2011

AIDE MEMOIRE

Sierra Leone

Implementation Support Mission for

Rural and Private Sector Development Project (IDA Grant # H2900-SL)

November 21-December 2, 2011

1. INTRODUCTION AND ACKNOWLEDGEMENTS 1. A joint team1 of World Bank/Government of Sierra Leone carried out an implementation support mission (ISM) during the period November 21 – December 2, 2011. The objective of the mission was to review overall progress in the implementation of project activities after the Additional Financing was approved on May 19, 2011. Specifically, the ISM focused on reviewing: (i) the institutional arrangements and project management, annual work plans, procurement, audit and financial management, compliance with agreed upon covenants, including environmental and social safeguards and (monitoring and evaluation; (ii) strategies for the rehabilitation of feeder roads; (iii) construction of community infrastructure; (iv) delivery of matching grants; (v) support to farmer based organization; and (iv) safeguards due diligence. 2. The mission visited all the Local Government Councils (with the exception of Kailahun, Bonthe and Kono) interacted with their members and some Chairpersons of the Councils, beneficiary groups, and officials from the Ministry of Agriculture, Forestry and Food Security (MAFFS), the Ministry of Trade and Industry (MoTI), Ministry of Works, Housing and Infrastructure (MoHWI), Sierra Leone Investment and Export Promotion Agency (SLIEPA), Njala University (NU), Sierra Leone Agricultural Research Institute (SLARI), Sierra Leone Roads Authority (SLRA), Sierra Leone Standards Board (SLSB) and the National Association of Farmers of Sierra Leone (NAFSL). The mission expresses its sincere appreciation to the Project Coordination Unit for the excellent arrangements made for the visits and all parties the mission interacted with for the fruitful discussions and insights they provided. 3. This aide memoire summarizes the key findings, recommendations and the agreements reached with the Borrower during a wrap up meeting held on December 1, 2011. The meeting was chaired by Minister, MAFFS, Dr Sam Sesay and present at the meeting were members of the Project Steering Committee and development partners. 2. CONTEXT 4. The Sierra Leone Rural and Private Sector Development Project (RPSDP) was approved by the Board of Directors in August 2007 and became effective on June 30, 2008. The objective is to improve efficiencies along the value chain of agricultural commodities with higher benefits flowing to producers. The project has four components: (a) Domestic Market Improvement; (b) Agricultural Export Promotion; (c) Farmer-Based Organizations and Technology Improvement and; (d) Project Management, Monitoring and Evaluation and Policy Regulations. After experiencing effectiveness and implementation delays the project was eventually restructured in August 2009 due to unsatisfactory performance in project implementation. The performance thereafter improved and the Bank provided

1 Annex 1. List of members of the team and people met

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additional financing in the amount of US20m in 2011 to further support scaling up of feeder roads rehabilitation, support for the cocoa sector and capacity development of farmer based organizations. 5. Like the previous missions (the mid-term review and the February 2011), the implementation support mission observed that significant progress continued to be made in project implementation following the project restructuring and subsequent execution of most of the recommendations of the mid-term review of July 2010. To expedite progress towards the achievement of project goals, the following key actions were agreed upon: (i) that the project support, through SLARI, distribute planting materials to farmer groups for multiplication to improve access to improved technologies and raise farm level productivity; (ii) provide logistical support for extension workers to advise farmers engaged in the seed and planting material multiplication; (iii) review (with the assistance of IITA) the requests for cassava processing machinery and make appropriate recommendations on the type and capacity of equipment for the intended processing system for the FBOs; (iv) ensure that structures housing the investment are appropriately designed to minimize the cost as well as provide hygienic environment; and (v) identify and form a core training group, comprising people knowledgeable on cocoa agronomy, processing, quality control as well as a cooperative officer in each district to provide hands-on training at the village level for the members of the coops; (vi) engage consultants to review the legal, institutional, structural and capacity issues of FBOs in Sierra Leone to clarity the type of support required for a national effort; (vii) support the councils to improve on contract management – take proactive steps to terminate failing contracts and demand redress by invoking the relevant provisions of the contractual agreements to send a strong signal to non-performing contractors; (vii) prepare a comprehensive action plan for 500km of feeder roads to be completed under the Additional Financing facility; (viii) complete the seed policy to provide guidance for the maintenance of community seed bank; and (ix) address all safeguard issues that emanate from implementation. In addition, the PCU requested to collaborate with the Local Councils to document the social and environmental impacts: the types and number of people affected as evidence of levels of impacts. The documentation was to include consultations held with the community members and agreements reached with regards to addressing the impacts.

3. KEY FINDINGS/PROGRESS OF IMPLEMENTATION 6. Most of the previous agreements reached with the borrower have been implemented (See Annex 2). And considerable progress has been achieved in project implementation as most of the planned activities under the 2011 work plan have been completed. However, a new and a major problem with regards to compliance with fiduciary covenants has emerged, which if not resolved timely might jeopardize the gains achieved so far and stall project implementation and raise a risk flag. The approval of the additional finance was based on the assurance made to the World Bank Board of Directors that “ the PCU will be maintained in its present form to ensure effective inter-sectoral

coordination and provide fiduciary support to all implementing agencies”. The implementing agencies of the project are MAFFS, Ministry of Trade and Industry, Ministry of Local Government and Rural Development, Ministry of Works, Housing and Industry and their respective agencies. The fiduciary responsibility was contracted to KPMG in 2008. The mission was made to understand that the contract expired on September 30, 2011 and has not been renewed. This implies that the projects associated with the PCU have been without legally binding financial, procurement and grant management functioning authority for two months. This is a breach of the covenants of the Financing Agreement


dated June 29, 2011 Schedule 2 Section IA. The mission recommends that the four Ministers representing the implementing agencies mentioned above should meet under the chairmanship of the Minister for Finance and Economic Development (MOFED) as a matter of urgency to rectify the situation. The inability to resolve the issue may lead to undesirable consequences such the invocation of Article VI Section 6.02 of the General Conditions for Credits and Grants for the suspension of the project. The vacuum created by the absence of a legally constituted team to carry out fiduciary responsibilities affects all other projects whose approval was linked to the existence of the RPSDP PCU, including the WAAPP which might face effectiveness challenges. 7. During the wrap-up meeting the Chair and Minister for MAFFS demanded an explanation as to why the Ministry being the host of the project should consult with other ministries to be able to make a decision on the fiduciary arrangements. It was explained to him that the MoTI, MoWHI and MLGRD, under the revised Financing Agreement dated June 29, 2011, have major responsibilities as detailed out in the Project paper dated April 25, 2011 (refer to pg 8 para 33, 34 & 35.) to which the PCU is expected to provide services as indicated above. Consequently, decision to alter the composition of the PCU and their responsibilities should be taken in consultation with relevant ministries whos will be affected by such decisions including the MOFED, the Government’s legal representative. Achievement of Development Objectives 8. The mission concluded that overall, the project is making significant progress towards achieving the objectives as outlined in the PAD and modified following approval of the additional financing , even though it experienced initial implementation challenges. The project has been quite successful in completing the rehabilitation of about 421 km of feeder roads to make it possible for beneficiary communities to transport goods and services from and to markets and access social services; supported the creation of cocoa cooperatives that has enhanced the capacity for the produce and export 150 tonnes of quality cocoa beans and earn premium prices; supported 275 FBOs in agro-processing to add value to farm produce and reduce post harvest losses. The project has also supported the Sierra Leone Standards Bureau to produce over 66 priority national standards published and gazzetted, and SLIEPA and MAFFS to establish external and internal market information systems for trade promotion all meant to provide the right environment for internal and external marketing of agricultural produce. Assessment of Implementation Performance . 9. Project implementation is rated satisfactory. All project components and activities have progressed quite satisfactory. Project management, however has been weakened by the resignation of the M&E Officer. It is recommended that the project recruits a new one together with the proposed recruitments for WAAPP through UNOPS to save cost and time. Project implementation performance: Component 1: Domestic Market Improvement

10. Rehabilitation of Feeder Roads: The project successfully completed the rehabilitation of approximately 421Km (90%) of the approved 468Km of feeder roads across all 13 districts in the


country. There were 9 non-performing contracts, the extended deadlines of which have expired and the councils duly notified to terminate. The responsibility for the completion of these failed subprojects and the invocation of appropriate sanctions to the contractors lie with the councils. The mission visited a number of the completed feeder roads and noted that some of the roads are deteriorating as a result of lack of maintenance. The mission agreed to provide support for the maintenance of the roads on a cost sharing basis with the district under a 3-year plan. The Project will provide 70% of the cost of maintenance while the districts provide the remaining 30%. This ratio will be reversed in year two – project 30%: Councils 70%. Thereafter the districts will bear the full maintenance cost. The contribution by the district will have to be provided upfront in the Bank account of the project at the district. 11. District Road Selection Committees in 9 districts have submitted a list of feeder roads for rehabilitating the initial 500km under the additional financing. The district engineers are carrying out road condition surveys and a national-level verification team will visit each of the roads to ensure conformance to the agreed criteria for selection as well as their consistency with the national feeder roads policy. The mission recommends that councils benefiting from these investments should produce feeder roads maintenance plans detailing strategies for raising resources and maintenance of both old and new roads prior to approval for the rehabilitation. 12. Matching Grants to Farmer-Based Organizations (FBOs): The project is supporting some 275 FBOs and Trader Associations in Sierra Leone (including 75 for the pilot phase and 200 new ones). All the physical structures for the pilot phase FBOs have been completed and the requested equipments supplied. The mission observed encouraging progress in the implementation although significant challenges still remain. A number of good examples and initiatives by some of the FBOs were observed. A case in point is where the Mafu Tamba Commercial Farmers Cooperative, at Nyafurandor Village in the Koinadugu District has secured a contract and supplied World Food Program (WFP) 25 Mt of milled rice from last season’s rice harvest under its Purchase for Progress (P4P) program.. This same FBO has secured another contract (with clearly defined delivery time lines) to supply WFP 40 metric tonnes of rice this season. Other good examples were encountered in fish and cassava processing activities. 13. However, the challenge of getting some of the cassava processing initiatives fully functional remains high. The propriety of some of the cassava processing equipments supplied, as was raised by the previous mission, still remains relevant. There is little/no technical guidance to groups as the PSU staff appear to be technically challenged in cassava processing. Modifications are ongoing for about 85% of the facilities. Arrangements for collaboration with IITA for technical support is ongoing. There were issues also with some of the rice processing equipment supplied - some are actually dysfunctional. The mission was informed that replacement for these faulty equipment is underway. Moreover, many of the groups have been adversely affected in various ways by the long waiting time for equipment to be installed – weakened group cohesion and capacity due to the lack of follow up training. Nevertheless, the mission observed in the phase 2 FBOs demonstrated understanding and application of the RRI mechanism. Nearly all the newly supported FBOs have completed the main physical structures and waiting for equipment to be installed. The mission observed that lingering governance and administrative issues between and among the DICs, their secretariats and the offices of the District Chief Administrators are contributing to implementation delays. The mission advised that the ToRs for the above structures be revisited and any duplication or unclear responsibilities cleared up.


14. The mission recommends that the cassava processing facilities be simplified: sophisticated

equipments such as mechanical roasters and fryers causing challenges to the groups be replaced with

simpler and well tested ones. Installations for the new cassava processing facilities should follow the

IITA recommendations. Furthermore, the project should strengthen the collaboration with IITA in the

area of providing technical guidance and capacity building for the cassava processing groups.

15. Knowledge Management and Technical Assistance to Improve Access to Market

Information: The project supported capacity building of key staff of the Planning, Evaluation Monitoring and Statistic Division (PEMSD) of MAFFS in radio presentation and ethics as well as in group marketing skills, as part of its support to the implementation of the Domestic Market Information System and the Export Information System. The proposed National Agricultural Management Information System (NAMIS) developed by SLIEPA but taken over by MAFFS is yet to take off. The mission had in earlier mission recommended the project to support SLIEPA to host the NAMIS and reiterates the need for the MAFFS to cooperate to make the NAMIS operational. Meanwhile, the Export Trade Information System is almost fully operational except for a few challenges. The mission requested SLIEPA to submit a work plan detailing steps to make the system fully operational. SLIEPA is almost at the point to fully cost the operation of the system and proposes to charge a fee for the use of the facility.

Component 2: Agricultural Export Promotion 16. Introduction of High Yielding Crop Varieties: The project continues in its efforts to support cocoa farmers to replant their aging farms with improved planting materials in the cocoa growing districts. Under this scheme over 156000 cocoa seedlings have been raised and distributed to farmers at a cost of Le2000/seedling. Given, the high demand for proved planting materials, more nurseries should be raised closer to the farmer, at the sectional level to improve access to improved seedlings. 17. Support to Improving Quality and Standards: In addition to the initial support to the Standards Bureau (SB) in the development of 66 priority national standards, the project has also supported Njala University with laboratory equipments. Unfortunately, the NU appears not ready and prepared to receive the equipment. The mission recommends that NU should as a matter of urgency complete the rehabilitation of the laboratories and also develop a protocol to provide service to the private sector at a cost. The NU must also complete the MOU on the sharing of facilities with the SB whist the latter helps in getting the NU laboratories accredited. In addition, the completion of the Phytosanitary Policy and Import Quarantine System developed by SB has been held up by MAFFS whose input was solicited about 10 months ago. The mission recommends that the MAFFS should expedite its review for the process to move ahead. 18. TheBank will consider request to consider extending assistance to the Investment Promotion side of SLEIPA, in view of the sectors they have identified and successfully attracted foreign investors, subject to the relevant Ministry’s backing the request and providing the TTL with the requisite supporting documentation. The mission recommends that opportunities for out-grower schemes in the agricultural sector be pursued. Component 3: Support to Farmer Based Organizations and Technological Improvement


19. Strengthening the Legally Registered FBOs and their Unions: The project focused its capacity building efforts on the new (200) FBOs that the DICs approved for funding, particularly in the application of the RRI, group dynamics, leadership and organizational management and business plan development. These trainings were planned to precede the commencement of the construction activities to enable the beneficiary groups make efficient use of the skills acquired. The project is also supporting cocoa farmers in good agricultural practices in cocoa production. The review and support to national associations have not been taken up seriously under the project. The mission recommends the project to expedite the completion of the TORs and recruitment of consultants to commence the assignment. The mission reiterated the importance of the organizations or individual members/enterprises registering their firms with the Registrar-General’s either as sole proprietorships or partnerships. Such formalization will enhance the entities’ ability to avail itself of business development services from the financial sector and other service sectors. 20. Access to Improved Agricultural Technology and Practices: Under this sub-component, the project is supporting the Sierra Leone Agricultural Research Institute (SLARI) to help farmers to adopt improved agricultural technologies to improve farm level productivity and increase production. A total of 197 farmers from 73 FBOs have been supported to undertake multiplication of planting materials on cassava while 252 others from 84 FBOs are engaged in the multiplication of improved rice varieties. The mission noted that progress has been made in some districts notably, Moyamba and Bo, largely due to the involvement and oversight responsibilities provided by the Chief Administrator and agricultural officers. The mission recommends a review of the entire scheme and support provided to districts which show signs of seriousness. In addition, extension officers in those districts should be supported with fuel for their motor bikes to visit and guide the farmers involved in the seed and planting material multiplication scheme

21. The mission also held discussions with some officials of the Ministry of Trade on strategies for job creation. The Ministry will share the nation’s private sector development strategy with the project team for input. Private enterprise development and possible government catalytic interventions with clear exit criteria are tried and tested ways to job creation.

Disbursement: 22. The project has disbursed US$ 21.2 representing 70.7% of the original US$30m. There is a further US$3.5m committed leaving an uncommitted balance of US$ 5.2 as of October 31, 2011. Financial Management: 23. For the additional financing (IDA H6970) that became effective in August 01, 2011. A new Designated Account will need to be opened for disbursements to commence. Overall, FM arrangements at the PCU meet the minimum requirements, including compliance with financial reporting as well as continuing support to the three other WB – financed projects under Ministry of Agriculture. Review comments on the previous quarters’ IFR will be communicated to the Project team in a separate letter through the TTL.


24. Based on the FM supervision plan and the project implementation stage, an on-site supervision and transaction review were conducted on the two LCs (Bo District and Waterloo Rural) during this mission. Details of the findings and recommendation are in the attached appendix. Further to the findings made and as part of the portfolio-wide exercise, all projects with implementation at the Local Councils and Community Driven (CDDs) will be subjected to FM in-depth review in the coming months. Details of the modalities will be communicated to the Project fiduciary team. It is noted that the sustainability of the satisfactory FM rating of SL RPSDP and smooth implementation of the project depends on maintaining acceptable FM arrangement including a robust control environment, amongst other requirements. Procurement: 25. The project continues to support the capacity building for the procurement units of MAFFS, MoTI, Local Council Procurement Officers and Civil Engineers, SLRA Engineers, Implementing Agencies of RSPDP, Suppliers, Contractors and Consultants through on the job and functional training. The procurement of goods, works and services are all on schedule and the procurement plan has been approved by the Bank. Safeguards 26. The mission assessed issues related to both social and environmental safeguards. It was noted that there are no serious environmental and social safeguards issues at this stage of project implementation. The PCU has taken modest steps towards using the safeguards instruments prepared (Resettlement Policy Framework (RPF) and Environmental and Social Management Framework (ESMF) as guide and also taken some actions on operationalizing the grievance redress mechanism. The mission however notes that some of the activities like feeder roads, market construction may entail social impacts related to land acquisition and waste management issues. See annex 3 for the detailed Safeguards report. 27. On these and related issues, the mission recommends that the following actions be taken in respect of ensuring continuous safeguards due diligence.

• Continuous monitoring of land related issues especially for the construction of Markets which will be bigger than what is required by the FBOs and therefore likely to result in some impacts

• The Feeder road assessment should include both social and environmental impact assessment as part of the reports. Assessment report without information on potential social and environmental impacts should be considered incomplete.

• All Engineers/contractors should have copies of the safeguards documents and PCU should have meeting with all including participating Districts to ensure they are conversant with the guidance from the RPF and ESMF and take needed actions to address any potential impacts.

• PCU should follow up with District Councils on their waste disposal policies and give any form of support that will be beneficial to the project in the long run.

• Continuous visit by the project team should include a District Health officer to check on waste disposal, cleanliness and ensure safety of processed products especially gari and cassava dough.


AGREEMENTS REACHED . 1. Project will review the system of supplying equipments at the call of FBOs. Set up technical

committees to vet all requests to ascertain technical, financial and economic feasibility of subprojects. DICs are not performing this role appropriately

2. Replace faulty equipments with appropriate ones to reduce frustration among some FBOs. As a matter of urgency progressive groups should be retooled to fulfill signed supply contracts. The project should consider supplying full complement of machinery for rice processing, e.g., de-stoner, especially for the first batch of FBOs - to make them equally competitive.

3. Project will engage agro--processing specialist on a short term to provide Technical guidance to the PSUs and the FBOs on agro-processing, and make recommendations for appropriately retooling the existing cassava processing facilities.

4. 5. RPSDP will facilitate linkage of FBOs to markets. Marketing specialist should work to link FBOs

to potential markets. The project with the advice of the Marketing Specialists, identify 3 members of the PSU staff and redesignate them as regional marketing officers to support the process of ensuring that the marketing tools developed at the PCU level are fully implemented and monitor progress on a day to day basis until the first trading cycle for the FBO’s is implemented. They will devote full attention to providing support to the Marketing Specialist on a regional basis to the FBOs to access markets and enhance the group formation activities for purposes of marketing.

6. RPSDP will retrain groups based on skill gaps (operation of machinery, group dynamics, benefit

sharing, etc). Need for additional support for FBOs on development and use of business planning and financial management skills. Engage the leader of the Moyamba group (Bonday Rural Development Association) to assist other FBOs in this direction. Further engage notable gari processors to provides training to other FBOs

7. Plan for social accountability training at the district level for Council members and staff, FBOs,

NGOs, traditional authorities and other key stakeholders 8. PSUs should undertake constant follow-ups on activities of the FBO to identify issues and propose

solutions on time as they arise 9. Retrain groups based on skill gaps (operation of machinery, group dynamics, benefit sharing, etc) 10. Ensure that acquisition of land market construction is properly done. Project should ensure proper

assessment of sites, if there are impacts, do the socio-economic surveys and develop Abbreviated Resettlement Action Plans (ARAP) or Resettlement Action Plans (RAP) for the project. The issue of communities signing indemnity clauses/submitting indemnity documents should be carefully considered to avoid backlashes

11. Undertake a thorough review of the cassava-based FBOs in the seconds round to determine whether they meet the criteria set in the grants manual and make recommendations for the Bank’s approval for the purchase of equipment for the successful groups.

12. MAFFS will issue a formal response to the aide memoire


4. PENDING ACTIONS/NEXT STEPS

Action Description Timeframe Responsible Entity/Official

1 Ensure the project has in place a team to perform fiduciary responsibilities

December 10, 2011

Ministers of MAFFS, MOWHI, MTI and MLGRD

2 Finalize input into the Phytosanitary Policy December 10, 2011

MAFFS

3 Rehabilitate laboratories for installation of Equipment

December 10, 2011

Njala University

4 Complete MOU between NU and SB December 30, 2011

Dr Bashiru and

5 Identify class B roads that require spot improvement for the consideration of the Bank

December 30, 2011

Director SLRA

6 Complete the recruitment process for the engagement of consulting services for strengthening farmer-based organisations; rice processing, distribution and marketing.

January 31, 2012 MAFFS/MTI

7 Complete the recruitment of M&E officer and WAAPP personnel

January 30, 2012 MAAFFS

5. DISCLOSURE “The Bank and The Republic of Sierra Leone confirm their understanding and agreement to

publicly disclose this aide-mémoire. The disclosure of this Aide Memoire was discussed and

agreed to with Ministry of Agriculture, Forestry and Food Security led by Dr Sam Sesay at the

wrap-up meeting that took place on December 1, 2011, in Freetown.” The Chair for the wrap-up questioned the need for the public disclosure and it was explained to him that this has been the new Bank Policy since July 2010. He indicated that the MAFFS will issue a response to the Aide memoire in due course.


ANNEXES

Annex 1. List Mission Members and of Persons Pet

Mission Team Members

Name Designation

Charles Annor-Frempong RPSDP TTL-WB

Allassan Salifu Procurement Specialist, RPSDP

Sulaiman S. Sesay Grants Manager, RPSDP

Sheila Small Financial Management Specialist, RPSDP

Abdul salim Marketing Information Officer, RPSDP

Tsri Apronti Procurement Specialist, WB

Viorel Valee Procurement Specialist, WB

Kofi Boateng Agyen Senior Private Development Specialist, WB

B.M. Oppong Consultant, RPSDP

Kwabena Ohemeng-Tinyase

Consultant, RPSDP

Beatrix Allah-Mensah Social Development Specialist, WB

Osman Gyasi Agricultural Economist, WB

Rose A. Ampadu Program Assistant, WB

Sidi M. Sheriff Communications Specialist, WB

Mohamed Kargbo Assistant Secretary, MOFED

Sid M. Kamara Head, NACU, MAFFS

Mickailu N. Turay Deputy Director of Industry, MOTI

Ibrahim S. Kamara Auditor, CMMU

Leslie T. Thomas Network Coordinator, NAFSL

Ibrahim M. Turay Senior M&E Officer, PEMSD, MAFFS

Joyce Olubukola Agunbiade

Financial Management Specialist, WB

Persons Met and their Locations

Name of District Name of Participant Designation

Koinadugu Alhaji B. L. Munu District Grants Officer

Mohamed Kamara-Will District Field Operations Officer

Ken Jalloh District Council Deputy Chief Administrator

Morlia Samura Chairman DIC

Peter B. Conteh Council Chairman

Kankoro Koroma Chief administrator, KD

Moddie Kamra Agric Chairman

Haja Councillor


Members/Beneficiaries Matei Multi Purpose Cooperative Society

Members/Beneficiaries Mafutamba Commercial Farmers Cooperative (FBO)

Members/Beneficiaries Koinadugu Disabled Association (FBO)

Members/Beneficiaries Sambaya Farmers Association (FBO)

Tonkolili Duramany A.R. Kamara District Grants Officer

Daniel Y. Koroma District Field Operations Officer

Josaih Bangali District Council Chief Administrator

Abdul Kabia PRO

Members/Beneficiaries Kalamera Community Farmers Association

Members/Beneficiaries MABOM

Bombali Alfred Ben Krgbo District Grants Officer

Bai Ingah Bangura District Field Operations Officer

Alhaji Ismail Koroma Chairman, Rogboro Village

Alhaji O. Coneth

Ya Isatu Chairlady, Rogboro Village

Lansana Sesay Inhabitant of Masorie Village

Osman Fornah Inhabitant of Masorie Village

Ya Kadiatu Inhabitant of Masorie Village

S.M. Vandy Inhabitant of Masorie Village

Abdul M. kamara Councilor, Makeni City Council

Hon. Alimamy A. Kamara MP Consistency 29

Port Loko Abdul Y. kargbo District Grants Officer

Mamudu Gassama District Field Operations Officer

Sorie Kamara M & E, L/C

Ambrose Gbindi M&E, MAFFS

Phillip Conteh DAO, MAFFS

Samura CA

Hassan Kamara District Council Engineer

Chernor SLRA, Engineer

Phillip Faroh LC Procurement Officer

Kambia Muhammad L. Khanu District Grants Officer

Foday J. Kabba District Field Operations Officer

Abdul Nasser SLRA District Engineer

James B. Sesay RTF

Sheka A. Kamara DIC Chairman, Kambia District

Ibrahim M. Turay Senior M & E Officer, MAFFS

Victor Kalie Kamara Chief Administrator, Kambia District

Mohamed A. M. Manasary Development Planner

DR. Sorie H. Bangura DAO, MAFFS, Kambia District


Umaro M. Sankoh M&E Officer, MAFFS

WARD Patrick A. Sesay DGO, RPSDP

Lamin Mbogba DFOO, RPSDP

Samuel B. kanu Ag. Chairman, WARDC

Abioseh Mansaray Development Officer, WARDC

Mickail N. Turay Deputy Director of Industry, MOTI

Ibrahim M. Turay Senior M&E Officer, MAFFS

Ajibu Sawaneh Councilor, WARDC

Phebean B. Fofanah Director of Agriculture, MAFFS

Bockarie DCA, WARDC

Kenema Philip Bangalie District Grants Officer

Tamba Kassoh District Field Operations Officer

Tamba Chief Administrator, KDC

Bockarie Lansana Deputy Chief Administrator

Thomas Bangura Procurement Officer

Morjem Sannhoh NGO Rep

John Tholley District Agricultural officer

Members/Beneficiaries Mothers Development Association

Members/Beneficiaries Cocoa Farmers Association – Munafa Cooperative

Members/Beneficiaries Sembehun Community Agricultural Development Project

Members/Beneficiaries Moseray Nyamoi Development Association

Pujehun Alhaji S. A. T. Rogers Administrator, DIC

Alpha M. Kamara Chairman, Agricultural Council Committee

John Swaray Chief Administrator, DIC

Gerald A. Samo D.A.O., MAFFS

Thomas W. Abu Red Cross

Issac Kaindaneh District Grants Officer

James N.F. Weima District Field Operations Officer

Isaac Kaindeneh District Grant Officer

Emmanuel Fawundu Chairman , Rural Agency for Community Action Programme Federation

Beneficiaries/Members Ndegbomi Youth Development Association

Beneficiaries/Members Tegloma Youth Empowerment Organisation (TYEO)

Beneficiaries/Members Lower Geoma Farmer Field School

Bo Michael Bockarie District Grants Officer

John S. Manga District Field Operations Officer

Mohamed Bah District Director of Agriculture

Jonathan Moiwai M I Officer. MAFFS


Beneficiaries/Members Amulemba Farmers Association (FBO)

Councilor Mohamed Moina Agricultural Council Committee Chairman

Mohamed Amara District Council Engineer

Paul Demby District SLRA Engineer

Beneficiaries/Members Partnership for Agricultural Development Association (FBO)

Beneficiaries/Members Development for Youth (FBO)

Beneficiaries/Members Kandor Agricultural Development Association (FBO)

Beneficiaries/Members Mumola Women’s Agricultural Association (FBO)

Beneficiaries/Members Faabu Youths Agricultural Project (FBO)

Moyamba Francis Sam Gbeinga District Grants Officer

Harding Swarray District Field Operations Officer

Vieven S. Senessie CA, MDC

David Wobay Chairman, MDC

James O. Brown M&E, MAFFS

David S. Saidu Coordinator, Bonday Rural Development Association (FBO

Alhaji Barrier Coordinator, Komende Farmers Association (FBO)

Meeting with MLGRD

Name Designation

Hon. Ambassador Dauda S. Kamara

Minister

Hon. Hadiru Kalokoh Hon. Deputy Minister

Michael Samai Director of Rural Development

Meeting with Sierra Leone Standards Bureau

James S. Dumbuya Director, SLSB

Daniel Conteh TM, SLSB

Isatu B. Kamara Manager, Microbiology Lab, SLSB

Francis M. Palmer Manager, Standards Department, SLSB

Monya Forma Quality Assurance Manager, SLSB

Amadu J. Bah Deputy Director, SLSB


Meeting with SLIEPA

Name Designation

Raymond K. Gbekie Director of Investment Promotion, SLIEPA

Henry Kamara Director of Export Development, SLIEPA

Henry Fofonah Export officer, SLIEPA

Courtesy Call on MAFFS

Name Designation

Hon. Alie Badara Mansaray

Acting Minister

Francis A.R. Sankoh Director General

Edward Kargbo Permanent Secretary

Courtesy Call on Trade and Industry

Name Designation

Hon. Richard Konteh Minister

Ahmed Aker Ahmed Chief Director and Professional Head

James Dumbuya Director Standards Bureau

Henry Fofanah Export Officer, SLIEPA

Meeting at Njala University

Name Designation

Dr Andrew Deputy Vice Chancellor

Meeting with SLARI

Name Designation

Dr A. Dixon Director General

Dr Boku


Dr Fofanah

Dr Charles Dixon

Dr Sydney D Johnson

Dr Ben Jalloh


Annex 2: Status of Actions Agreed by Previous Mission

Action Description Timeframe Responsible

Entity/Official

Comments

1 Prepare a comprehensive action plan for rehabilitation of 500km of feeder roads under the AF facility to guide the conduct of pre-contract activities

PCU Done

2 Provide (on time) planting materials to farmer groups for multiplication,

by July 19, 2011 SLARI done

3 Complete the seed policy to provide guidance for the maintenance of community seed bank

MAFFS done

4 Provide logistical support for the extension workers to oversee post planting activities and provide extension support to farmer groups

PCU/MAFFS Not done

5 Develop a strategy and guidelines for the distribution of seeds and planting materials

PCU/SLARI done

6 Open up the matching grant support to individuals/enterprises, who have an on-going processing capacity, providing employment to not less than 5 people and operating in a location of more than 10km radius of district councils

PCU Not done

7 Discuss with IITA to provide specialized technical Assistance on cassava processing

PCU Done

8 Review the requests for cassava processing machinery and make appropriate recommendations on the type and capacity of equipment for the intended processing system for the FBOs

IITA Done

9 Provide a standardized equipment list for the processing of various

July 30, 2010 IITA Done


cassava products such as gari, starch and flour

10 Ensure that structures housing the processing equipments are appropriately designed to minimize the cost and as well as provide hygienic environment

PCU On-going

11 Form a core training group, in each district to provide hands-on training for the members of the cocoa coops

Not done

12 Produce educational materials such as posters showing good processing methods to enhance the training of the farmers

PCU Not done

13 Enactment of Food Safety Standards and Phytosanitary and Pest Control Bills to facilitate the export of quality products from the country

Parliament Not done

14 Review the legal, institutional, structural and capacity issues of FBOs in Sierra Leone

PCU/MAFFS/MTI

Not done

15 Review all on-going road contracts and submit a comprehensive report to the Bank

July 30, 2010 SLRA/PCU done

16 Properly document all social and environmental issues: the types, people affected, consultations made and agreements reached to resolved the issues

Local Councils done

-


Annex 3: Safeguards Report

Land Acquisition

The project activities as visited by the mission indicate no impacts that would warrant the development of Resettlement Action Plans (RAPs) or Environmental and Social Management Plans (ESMPs). All the groups exhibited proper land acquisition through different kinds of agreements and negotiations which have been documented and copies kept by the FBOs, the land owners and the PCU. It was clear that the group members know that the land had been acquired in the name of the group and not in the name of an individual member. The project indicated that construction of stores for cocoa are yet to start but lands have been secured. The project has to confirm to the mission how the lands were acquired and whether the acquisition on the construction of new markets, the Councils have started acquiring lands for the purpose. Some of the councils have had negotiations with land owners and are in the process of completing these. Others have developed and signed what they call indemnity documents with land owners.

Waste Disposal, Safety and Cleanliness


On disposal of waste from processing activities, mainly cassava and rice, the strategy being adopted by the various groups seem adequate at this point since production has just started. Strategies being adopted currently include use for animal feed (piggery and poultry) and manure. Some of the groups also dig and burry the cassava peels. However, once the machines start operating at full capacity, there will be issues with waste management at district levels. Construction under the 2nd phase have taken specific environmental safeguards actions including design changes which allow for more natural light, proper ventilation, safety and access for the physically challenged. According to the PCU, Communities and FBOs were also alerted of the building code which should be taken into consideration during construction. Machines and environment for operations clean and relatively safe in some areas, but other areas need to pay attention to environmental cleanliness and safety and not to allow children to get close to the operating machines. Districts have plans for utilizing the waste as animal feed and manure whilst others bury the cassava peels.

Feeder Roads Assessment

For feeder roads, all assessments currently on going for the 2nd phase are to ensure that environmental and social impacts concerns are properly documented as part of assessment report. This will ensure that all potential safeguards issues will be identified upfront for necessary actions to be taken.

Environmental Sanitation Bye-Laws

Some Districts have initiated development of bye-laws on waste management and other environmental management issues and would, hopefully help in the long term. Other districts have drafts of such bye laws and working with the EPA to finalize these. It is expected that these would help address the waste management issues in the longer term when the machines start operating at full capacities.

Grievance Redress Mechanism (GRM)

The GRM which was launched during the last mission is yet to be operationalized. The PCU is developing handbook that will simplify the process and enhance understanding. The drafts are yet to be shared with the Bank for review. Once completed, it will be used as a sensitization tool at the national, district and chiefdom levels. It is expected that the councils will use it not only for this project but for others as well to ensure its comprehensive use. 2 districts and members in the council could recall the launch of the GRM and expect to see it operationalized. There is eagerness on the part of councils to use this.

Recommendations


The mission recommends the following:

• Continuous monitoring of land related issues especially for the construction of Markets which will be bigger than what is required by the FBOs and therefore likely to result in some impacts.

• The Feeder road assessment should include both social and environmental impact assessment as part of the reports. Assessment report without information on potential social and environmental impacts should be considered incomplete.

• All Engineers/contractors should have copies of the safeguards documents and PCU should have meeting with all including participating Districts to ensure they are conversant with the guidance from the RPF and ESMF and take needed actions to address any potential impacts.

• PCU should follow up with District Councils on their waste disposal policies and give any form of support that will be beneficial to the project in the long run.

• Continuous visit by the project team should include a District Health officer to check on waste disposal, cleanliness and ensure safety of processed products especially gari and cassava dough.


Annex 4: Updated Results Matrix

Expected Outcomes Outcome Indicators Baseline Data Status of Indicators as

of October 31, 2011 Project Development Objective: is to increase production of selected agricultural commodities by 20 percent and sales by 10 percent through efficiencies along the value chain for targeted beneficiaries.

Production data will be determined at the completion of the next harvest season, since farms cultivated with improved planting materials are only now being harvested in the case of rice. Cassava takes a little longer to mature for harvest. Processing of rice and cassava has commenced in some districts, though at a relatively small scale. Effective processing of these crops is expected by first quarter 2012. In the cocoa subsector, a total of 329 mt of quality cocoa have been expected by cocoa farmers who have been supported to form cooperatives.

Component A: More

efficient domestic

agricultural markets

1.1 Time taken to transport goods to the nearest market reduced by 20% after rehabilitation of feeder roads

Average time taken in the North =5hr; East =3hrs; South= 3hrs, West= 1hr.

Rehabilitation of 468km of feeder roads leading to Core Production Areas is now at completion stage for about 90% of the awarded contracts. Traveling time taken will be determined on completion of survey to determine the gains made in terms of travelling times.


1.2 Real farm gate prices increases by at least 10% for the selected value chain of targeted beneficiaries

Cassava =25,000 Le/ 50kg bag, Rice Le60,000/ 50kg, Cocoa 474,000 / 50kg

MOU signed with community radio for the dissemination of domestic market prices to update producer about current prices of their produce. This is expected to increase demand and therefore increase farm gate prices. Price for rice has increased from Le60,000/50kg to 165,000/50kg which is about 175% increase; Cassava per Kg has increased by 80% and Current price of cocoa has dropped to Le 341,000/50 Kg.

1.3 Producers confirm supply and contractual agreements with selected marketers/processors for selected value chains of targeted beneficiaries

0 71 of the 75 approved FBOs which is about 95% have gone into contractual agreement with marketers for rice, cassava and cocoa. The cocoa cooperatives formed by farmers with the support of the project, have established marketing linkages with reputable foreign import firms.


1.4 At least 1000 micro/subprojects financed and successfully implemented

0 75 subprojects funded under phase 1 of the MGF are now complete. In addition, of the 161 subprojects approved for funding by DICs in the second phase, 84 are currently constructing rice processing facilities in 12 districts, with about 80% of these complete already.

1.5 At least one market infrastructure completed in each district

0 The procurement process for all reviewed market proposals have commenced, and construction of all the markets are expected to be complete before the end of the project.

2.1 Cultivated land under the selected value chain increases by 10% at the end of the project period for targeted beneficiaries

Cassava= 70 acre, Rice=115

A total of 219 acres of land has been put under cultivation of improved planting materials for cassava. An additional 126 acres have been cultivated with improved rice planting materials.

Component B: More

efficient marketing of

agricultural exports

2.2 Value of export of selected value chain commodities increased by 10%

Cocoa = 142 mt for project supported co-operatives

An additional 187.5 mt of quality cocoa has been exported so far in this marketing season. This figure is expected to increase as season goes forward.


3.1 Beneficiary FBOs are run effectively for their members

0 All FBOs have undergone the project-sponsored management training. In addition, Processing and marketing manuals have been distributed to the 75 FBOs to guide them in processing and marketing of their produce. These manuals would be extended to the 84 rice processing FBOs who are currently being supported to construct processing facilities.

3.2 FBOs maintains records of membership dues, production levels, assets records

0 100% of FBOs maintain records of membership dues. Only 35% keep production records and assets records.

Component C:

Effective Farmer

Based Organization

and Improved

Technology

3.3 Improved planting materials made available to 50% of targeted beneficiaries for the selected value chains

0 SLARI has supplied improved cassava, cocoa and rice seed to FBOs that the project is presently supporting. This facility is extended to all FBOs supported under the project.

4.1 Development of seed, fertilizer and pesticide laws and regulation

0 The project has supported Sierra Leone Standards Bureau to develop Phytosanitary and Pest Control Bill, 2010. But these are yet to be ratified by Parliament.

Component D: Project

Management and

Results Monitoring

4.2 Harmonization of policies and regulations governing the formation and regularization of FBOs

0 Procurement process for the conduct of this study has only now commenced.


4.3 Beneficiary scorecards report satisfaction with project

0 Beneficiary Assessment Study shows beneficiary satisfaction with the implementation of the Project.

4.4 Community awareness of matching grant

0 Project is supporting awareness programs by radio and public fora in all 13 districts

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