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.