Centre of Phytosanitary Excellence (COPE)End Project Report (May 2008 – November 2010)

Project Executive: Roger Day Project Manager: Florence Chege

Date:20th July 2011 Project Finance Code (if applicable):VM 10045

EPR Version: May 2011

Preamble

May 2008-November 2010

The Centre of Phytosanitary Excellence was established through a regional partnership involving government, private sector and international stakeholders with funds provided by the Standards and Trade Development Facility Trust Fund (STDF).

The Kenya Plant Health Inspectorate Service (KEPHIS) and the Netherlands Plant Protection Service (NPPS) provided co-financing. CABI implemented the project.

Achievement of Objectives against PID

Objectives in PID Commentary

To set up the legal and institutional framework for a Centre of Phytosanitary Excellence (COPE)

Achieved

To set up a training unit including the establishment of an exemplary plant inspection facility and information management system

Achieved to a great extent (trained trainers, developed curriculum, set up a computer lab, provided reference materials including 3 year access to CABI pest maps and CPC for NPPOs in 7 countries)

To set up a unit for applied pest risk analysis (PRA) and to establish a network of African pest risk analysts

A regional network of pest analysts was established; capacity to undertake PRAs was boosted at KEPHIS and at regional level

To promote the Centre, and the services it will offer, within the region

Achieved through participation in international meetings/conference , COPE launch & distribution of promotional materials, project website

Stages(Work Packages or Deliverables)Stage (Changed these as the ones in PID were the donor report schedules - which were all achieved on time)

Planned Actual

Development of a management structure and institutional framework

November 2009 September 2010

(slow start, long negotiations)

Preparation of a business plan April 2010 August 2010 (related to above)

Development of curriculum and course modules

November 2009 August 2010

(feedback, revisions took time)

Training of Trainers (various) April 2010 August 2011 (lead time selecting trainees)

Upgrading Jomo Kenyatta International Airport Inspection Facility & staff training

November 2009 May 2010 (long procurement)

Stages(Work Packages or Deliverables)

Stage Planned Actual

Improve information management systems at KEPHIS & staff training

April 2010 October 2010 (long lead time to decision; long procurement process)

Website developed & fully running

August 2008 November 2010 (low staff capacity)

Regional dissemination meeting/Launch

May 2010 October 2010 (depended on completing project activities)

Customer Acceptance Criteria

PID (Changed these as in original PID they were more on compliance with donor reporting requirements which were all met)

Commentary

Systems, programmes and staff in place to run the Centre of Phytosanitary Excellence

MoUs for COPE administration signed between partners; registration of business & logos; staff trained; COPE secretariat and board instituted; personnel allocated by KEPHIS and University of Nairobi (UoN); Business Plan developed; course curriculum developed & endorsed by KEPHIS and UoN authorities

Centre promoted & regional buy in & ownership cultivated

Promotional material and activities undertaken including publicity materials; meetings/conferences; regional launch; regional board

Sustainability measures in place for the Centre

A business plan in place – which if followed would enhance COPE financial and institutional sustainability

Donor requirements met Achieved

COPE management

COPE is managed by a secretariat governed through a Memorandum of Understanding (MoU) between KEPHIS and University of Nairobi. Policy issues are determined by an advisory board with representatives from a range of organizations in Africa as well as international organizations including: 3 African National Plant Protection Organizations (NPPOS), University of Nairobi (UoN), the Inter-African Phytosanitary Council (IAPSC), secretariat of the International Plant Protection Convention (IPPC), the Netherlands Plant Protection Service (NPPS), Food and Agriculture Organization of the United Nations (FAO) and CAB International (CABI).

Review of Benefits

PID Commentary

Enhance CABIs visibility and expose its technical expertise through close interaction with international (WTO, IPPC, FAO) and regional agencies which is good for generating future business in phytosanitary stds and market access in other developing regions

Achieved – the international Project Management Committee expressed satisfaction with CABI’s technical and managerial contributions/leadership

Will showcase CABI Africa’s project management capacity hence enhance chances of being invited to play similar roles in new projects

Achieved – part of the reason that CABI has been invited to participate in another STDF project in Uganda (at proposal stage)

Strengthen links to the horticultural and agricultural business in the region – potentially increasing collaboration on other projects

Link with private sector not as strong as envisioned; however potential for other projects achieved – see slide on follow on actions

Financials – Donor-funded Projects

(£) Full Project

- Planned

Full Project

– Actual

Comments

Costs Billed to Project Donor (£) *Exchange gains

**CABI spent on behalf of partners; savings made on some activities

*** spent on behalf of partners; increased staff time allocation

****more staff time allocated and spent as a result of NCE

v as in **

v1 more funds allocated to CABI at NCE

V11the profitability remained almost constant as both the net income and net profit increased as almost same rate

Gross Income: 391,620.00 399,960.00 *

Payments to External Collaborators: 304,257.00 212,925.00**

Net Income: 87,363.99 187,035.00***

CABI Implementation Costs (£)

CABI Staff Costs: 25,738.00 52,959.00****

Direct Costs:(other direct costs, for example travel, etc)

30,737.00 74,377.00v

Net Profit/Loss:(Project Contribution)

30,888.00 59,699.00v1

Net Project Contribution (%): 35% 32%v11

Dissemination of Results

Dissemination and Measures of dissemination Results – Planned (numbers were not set)

Dissemination and Measures of Results - Actual

Effectiveness Key Success? (tick)

Attendance and awareness creation at international meetings,& events

Was done by CABI and the international Project Management Group – FARA; SPS working groups; COMESA

Achieved

Brochures/leaflets/posters Various were done to market COPE services

Achieved

Business plan BP developed and distributed Will be gauged after COPE runs for sometime

Regional workshop /COPE Launch & Media

Launch event held in Nairobi October 2010

Some enquiries received after event

Website Hosted by KEPHIS Took very long to have a running site – not very effective

Papers and presentations KARI Scientific conference; case story on COPE submitted to STDF for publishing 2011

Effective

Impact of Project– Scientific, Technical, Commercial, Social, Environmental

Item

No.

Planned Impact (outputs more relevant for this project)

Actual Impact (outputs)

Comments Key Success?

(tick)

1. Set up a Centre of Phytosanitary Excellence

The Centre was set up The project purpose was to set up the centre which was successfully accomplished including: services defined, institutional and management structures set up; capacity of both KEPHIS and UoN to run COPE services enhanced

2. Set up a regional pest risk analyst network

An analyst group set up and initial regional level PRA work started

The group comprises NPPO staff from several African countries; they have an operating structure and leader/champion (Malawi)

Additional Project Outcomes

Item Outcome

Key Successes -UoN has integrated phytosanitary modules in 4 of its existing degree courses-KEPHIS and UoN run their first post project short-in-service course under COPE in July 2011 paid for by the private sector. KEPHIS advertised the courses on local paper and got a good response

Benefits Achieved - capacity at both UoN and KEPHIS (JKIA, HQ) improved – staff and resources- new phytosanitary training programmes developed for the region- new regional pest risk analysts network established- CABI’s visibility and recognition in the areas of SPS increased at national and regional levelCABI’s project management capability recognized and appreciated by donor and various project partners

Provision of Content for Plantwise

Not directly – but possibility depending on future engagement of the risk analysts in undertaking regional PRA work?

Increased Scope for CABI?

- CABI approached by USAID to partner in regional PRA work (though funding did not eventually come through)- STDF expressed satisfaction with Management role that CABI played – CABI has been invited to provide similar role in an upcoming STDF funded project in Uganda

Public Relation Opportunities

● Novelty Aspects (where relevant to an Impact of Project item, give the Item No. and provide a brief comment)

● The first centre of phytosanitary excellence in Africa ● New type of project for CABI? Has CABI helped set up an institution and curriculum

before?● The project tried to build a regional institution ‘without walls’ where different players

could work together to enhance phytosanitary capacity in the region● ●

● Human Interest Stories (where relevant to an Impact of Project item, give the Item No. and provide a brief comment)

● ● ● ●

Commentary on Variations from Plan

● Outputs: the management committee made some adjustments to suit current needs and realities given the proposal was written a while back (training, PRU unit)

● Schedule: Project was given a six month NCE due to slow start and protracted negotiation between KEPHIS and UoN on COPE management structure

● Financials: CABI ended up handling more funds● Events Affecting Performance: Staffing capacity and

institutional interests slowed down implementation ● Input / Effect of Donor, Partners, End-Users etc: As mentioned

staffing issues at one of the partners contributed to delays in project implementation

● Assessment of Business Case: Sound

Lessons Learned

What … Commentswent Well -very good commitment from the International Project Management

Committee – without their technical knowledge & support the project would not have succeeded

-good publicity for CABI at local & global levels

-The biggest challenge came from key partners being very cautious not to set up an institutional model that could interfere with their existing mandates –CABI had strong persistence, negotiation and neutral ability which was necessary for this project.

went significantly Less Well

-Private sector engagement not successful despite invites/effort

-delays in establishing website and information management systems (complexity & institutional capacities)

-institutional interests slowed down project implementation

was Lacking -None

would you do Differently Next Time

-More effort to engage the private sector

Any Other Comments -A unique project for CABI; good income and publicity achieved

Follow-on Actions

Action to be Taken Forward

By Whom, How, When, etc

Impact Assessment -Donor indicated might do a post-project review in 2011but not made any firm plans

Future Projects -Discussing with KEPHIS possible future projects -Possible CABI engagement in an STDF project promoting horticulture in Uganda (consultant has interviewed CABI staff and included CABI’s time in the budget)-Possible engagement by COMESA to help establish other centres of excellence

Other (state other actions) -CABI needs to support the Centre through engagements and encouragement to the key partners –because even though our task was to establish the Centre, outsiders are likely to initially associate its success or failure with CABI; also we need to influence partners to retain the intended regional reach; and align COPE with regional bodies COMESA, CAADP for institutional sustainability (regional relevance)

End Project Report Sign-offAuthorisation

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