REPORT ON COUNTRY PORTFOLIO PERFORMANCE REVIEW (CPPR) MEETING

NORTH - EASTFCT ABUJA

February 18-19, 2014

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TABLE OF CONTENTS

Summary of Major Recommendations………………………………………………………… 41. Overview……………………………………………………………………………………………. 6

A Introduction & Objectives…………………………………………………………………………. 6B Outline and proceedings at the CPPR…………………………………………………………… 6C Portfolio Information………………………………………………………………………………. 82. CPPR Findings……………………………………………………………………………………… 102.1 Alignment of Government Priorities & Budget with the World Bank Portfolio…………… 102.2 Critical Operational Issues Affecting Implementation………………………………………… 102.2.1 Monitoring & Evaluation………………………………….……………………………………… 112.2.2 Financial Management……………………………………………………………………………. 122.2.3 Procurement………………………………………………………………………………………... 132.2.4 Cross-cutting Issues……………………………………………………………………………….. 142.2.5 Safeguards………………………………………………………………………………………… 152.2.6 Communications…………………………………………………………………………………. 162.2.7 Panel Discussion: Working in Conflict Environment………………………………………… 173. Conclusion & Next Steps…………………………………………………………………………. 18

Annex 1: Presentations by Project Teams………………………………………………………. 20Annex 2: Presentations by the Commissioners……………………………………………….. 25Annex 3: Documentaries for Selected Projects……………………………………………….. 30Annex 5: Existing and New Projects in the North………………………………………..…… 38Annex 6: Nigeria-North East, North Central and North West CCSD Talking Points…………41

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LIST OF TABLES

Table 1: Distribution of Projects in States…………………………………………………... 6Table 2: Status of the Portfolio…………………………………………………………....... 8Table 3: Issues and Recommendations in Monitoring & Evaluation……………………….. 11Table 4: Issues and Recommendations in Financial Management………………………….. 12Table 5: Issues and Recommendations in Procurement…………………………………….. 13Table 6: Cross-cutting Issues in Project Implementation………………………………....... 14Table 7: Safeguard Policies…………………………………………………………………. 15Table 8: Issues and Recommendations in Safeguards………………………………………. 16Table 9: Causes and Effects of Conflict…………………………………………………….. 17Table 10: PSGRDP Disbursement Rates for North Central/North East…………………… 20Table 11: Priorities and Challenges of Economic Planning in Bauchi State……………....... 25Table 12: Budget Allocation to Key Government Priorities in Ogun State…………………. 26Table 13: Portfolio of World Bank-Assisted Projects in Ogun State……………………....... 27

ABBREVIATIONS & ACRONYMS

CCSD: Center for Conflict, Security & DevelopmentEOI: Expression of InterestFCS: Fragile & Conflict StatesIDA: International Development AssistanceIPSAS: International Public Sector Accounting StandardIST: Implementation Support TeamMDA: Ministries, Departments, and AgenciesMIS: Management Information SystemMTEF: Medium Term Expenditure FrameworkMTSS: Medium Term Sector StrategyNACA: National Agency for the Control of AidsNSHIP: Nigeria State Health Investment ProjectPAD: Project Appraisal DocumentPC: Project CoordinatorPDO: Project Development ObjectivePFMU: Project Finance Management UnitPHCOUR Primary Healthcare Under One RoofPIU: Project Implementation UnitPMTCT: Preventing Mother to Child TransmissionPMU: Project Management UnitRFP: Request for ProposalSACA: State Agency for the Control of AidsSPCU: State Project Coordinating UnitSPHCDA: State Primary Healthcare Development AgencyTOR: Terms of ReferenceTTL: Task Team LeadWHS Ward Health System

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Summary of Major Recommendations of the CPPR

This CPPR was the last in a series of four zonal CPPRs which took place in the various geo-political zones. As for the previous ones, a number of action points were agreed upon; the main ones being as follows:

Strategic Recommendations

1. The World Bank should work more closely with state governments to ensure better alignment of the Bank portfolio with the State’s priorities and implementation instruments.

2. Coordination between federal and state governments should be enhanced and it is therefore, proposed to establish coordination mechanisms using existing platforms such as the Joint Planning Board of all Commissioners of Planning and Budgets at the Federal and States levels or identifying other coordination instruments.

3. State project teams should institutionalized monthly and quarterly meetings as a basis for strengthening coordination with their state counterparts. Such meetings should be geared towards developing structured lines of communication with state governments through state planning commissions as well as nurturing peer learning.

4. Project teams agreed to engage in greater advocacy on the achievements of their projects as a strategy for encouraging ownership at state level and resolving delays in the provision of counterpart funds.

5. Efforts should be made to increase female representation at project leadership and carry out deliberate programs that will promote gender balance at the level of project implementation units.

Operational Recommendations

6. It was agreed that regular workshops/clinics would be organized for project teams by the procurement, FM, Safeguard and M&E departments of the World Bank.

7. Tool kits covering all the critical aspects of the project cycle (Effectiveness, M&E, FM, Procurement and Safeguards) will be developed by the Bank. The FM department of the World Bank would disseminate the newly developed disbursement toolkit to all project teams. In addition, induction programs should be organized systematically for all new project teams even if their members are already familiar with World Bank procedures.

8. In recognition of the importance of communication in project implementation, it is proposed to ensure proper budgeting and inclusion of communication costs in the project costs. These communication activities should be subject of periodic monitoring and evaluation as for all project activities.

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Addressing the Specificity of the North

9. The team agreed on the need to adapt both current and future Bank projects in the NE to the local security context. The adaptation process would include, target groups, types of activities and implementation modalities. To do so in an effective manner, a comprehensive review of the security situation was recommended. At the CPPR, a number of specific recommendations were made by the World Bank Team specialized on conflict environments (refer to Annex 6).

10. The team also agreed on the importance of addressing the urgent humanitarian and socio-economic needs of the Internally Displaced Persons (IDPs) in both the most affected and neighboring States.

11. Given the unique environment of the North East, the Bank should make project implementation requirements more flexible which may include the use of third parties for project monitoring and increased collaboration with local organizations.

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1. Overview

A. Introduction and Objectives

The World Bank conducts a Country Portfolio Performance Review (CPPR) annually to assess progress in project implementation and contributions to the delivery of desired development objectives. The CPPR was jointly designed by the World Bank and Government to review the performance of the portfolio at the state level with a view to identifying measures to: (i) address specific constraints, improve implementation and increase tangible results on the ground and (ii) strengthen the alignment of the Bank portfolio with the state’s priorities and implementation instruments. The state-specific lens is also expected to engender a more coordinated response from project teams at that level and facilitate a cohesive framework to identify and address issues.

B. Outline and Proceedings at the CPPR

The review in FCT Abuja was the fourth of a series of four scheduled to hold in clusters representing the six main geopolitical zones of the country: (i) Cluster 1: North West and North Central States; (ii) Cluster 2: South West and South-South states; (iii) Cluster 3: South East and South-South states; and (iv) Cluster 4: North East. The CPPR in Abuja was designed to address progress in project implementation and contributions in the North East and some states in the North Central region.

The nine states that participated in the CPPR in Abuja FCT were the following: Adamawa, Bauchi, Benue, Borno, Gombe, Jigawa, Plateau, Taraba, and Yobe. Table 1 shows the distribution of projects in these states:

Table 1: Distribution of Projects in States

S/N State Projects1 Adamawa PSGRDP, CSDP, Health PIL, HIV, RAMP2, Fadama 32 Bauchi PSGRDP, CSDP, MCBP, HIV, Fadama 3, SEPIP3 Benue CSDP, HIV, Fadama 34 Borno HIV, Fadama 3,5 Gombe MCBP, CSDP, HIV, Fadama 36 Jigawa MCBP, HIV, Fadama 37 Plateau PSGRDP, CSDP, HIV, Fadama 38 Taraba CSDP, MCBP, HIV, Fadama39 Yobe CSDP, HIV, Fadama 3

The country team collaborated with the International Economic Relations Department (IERD) and selected project team members through detailed discussions and pre-work in the design of the presentations delivered at the CPPR. The International Economic Relations Department (IERD) also participated in the two-day event in Abuja as a key counterpart of the World Bank and some project staff members jointly delivered presentations with the Bank team.

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The event was flagged off with opening remarks from Marie Francoise Marie-Nelly, Country Director of the World Bank Nigeria Office, and Dr. Aisha Ndayako Mohammed, Deputy Director at the Federal Ministry of Finance (FMOF). In her opening remarks, Marie Francoise outlined the scope and purpose of the CPPR. According to her, annual CPPRs are planned by the government and World Bank to access the following: (i) progress in achieving development objectives, and (ii) quality of implementation. Furthermore, Marie Francoise indicated that the bank’s engagement had shifted from being Federal Government-centric to assuming a more balanced federal and state level support. In other words, the World Bank is intent on galvanizing international and national support around two main goals: ending extreme poverty in a generation and to push for greater equity. More importantly, the World Bank uses its resources as a catalyst to leverage government funding to promote development. In her opening remarks, Dr. Aisha identified the need for synergy in donor-assisted projects. Furthermore, Dr. Aisha stressed the importance of having World Bank-Assisted projects linked with states’ development priorities as articulated in the respective states’ strategies and budgets.

On the first day of the program, two commissioners from the following states –Ogun and Bauchi- made presentations on the key challenges and shared the important achievements in the sectors in which they operate. Furthermore, their presentations highlighted mechanisms in place for coordination of donor support at the state level. The commissioners recommended ways in which their state governments and the World Bank could strengthen the existing partnership and ensure the successful delivery of results in the agricultural, health and water sectors. These include: (i) energization of commercial farms in the state (ii) strengthening capacity building for project/programme management; (iii) need for World Bank interventions to be spread in communities and rural areas (iv) adequate sharing of information on project activities with the supervising Ministry at the state level, and (v) World Bank’s portfolio should be aligned with the state’s sector priorities, budget and implementation arrangements.

The portfolio review also set the stage for in-depth discussions on the following concerns:

i. The overall status of the portfolio at the national and state levels.ii. Cross-cutting issues in project implementation, including communications.iii. Specific operational issues in projects (Procurement, M&E, FM/Disbursements,

Safeguards).iv. Project start-up issues, including legal conditions and effectiveness steps.

To deepen discussion and develop a proper framework for interactions between project teams at the state level, a working session was conducted following these presentations on the second day of the event. The participants were categorized into nine groups according to the participating states and discussed specific issues relating to team interactions and project implementation. The group work reviewed the weaknesses and strengths in team interactions within projects and within the state, considering the following: (i) the degree to which projects in each state were aware of others’ activities; (ii) the nature of interactions between project teams and their state/local government counterparts; (iii) ways in which project teams can coordinate and work effectively; (iv) opportunities for the monitoring function to be re-organized effectively; (iv) the development of a proper framework for organizing missions, particularly in enhancing participation and promoting debriefing; and (v) identifying and addressing factors inhibiting effective project implementation.

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The groups equally addressed the following issues in project implementation: (i) challenges relating to counterpart funding and how these can be addressed; (ii) critical implementation issues in the areas of financial management, results monitoring and evaluation, procurement, safeguards, and other cross-cutting issues; (iii) factors inhibiting project implementation, including disbursements; and (iv) the development of a framework for sharing knowledge, experiences, and technical capacity between project teams in each state and across states. The discussions led to the development of realistic action-based plans (see Annex 3) with clear milestones that will be jointly tracked by the project teams and the World Bank.

C. Portfolio Information

At the end of January, 2014, the Bank had 23 investment projects and 2 regional projects in its portfolio.

Table 2: Status of the Portfolio

Status Federal or State Level

No. of investment projects 23No. of regional projects 2No. of GEF 4Value of investment projects ($ billion) 4.8Value of GEF ($ million) 26.2No. of other grants 66Value of other grants ($ million) 223.4

In total, these projects represent US$4.92 billion and are spread across four main sectors: (i) finance and private sector development (12%); (ii) governance and economic reforms (6%); (iii) human development (30%); and (iv) sustainable development (52%).

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Human Dev. (Soc. Protection,

Education, Health) , 1495,

30%

Fin. & Priv Sector Dev. (PPP,GEM), 575, 12%

Sustainable Dev. ( Transport, En-

ergy, Urban Dev., Agric., Envt ), 2570, 52%

Governance & Econ Re-form, 280, 6%

Human Dev. (Soc. Protec-tion, Education, Health)

Fin. & Priv Sector Dev. (PPP,GEM)

Sustainable Dev. ( Transport, Energy, Urban Dev., Agric., Envt )

Governance & Econ Re-form

Source: World Bank

Performance of the Portfolio

The proportion of problem projects in the Nigerian portfolio at the end of April was higher than that of the African portfolio (33% as against 19% in Africa, contributing to US$1.72 billion of the portfolio at risk).1 Furthermore, the Nigerian portfolio displayed lower proactivity than the Africa-wide portfolio. This indicates that project and World Bank staff need to step up efforts to increase the frequency of disbursements across key sectors hence, the need for the CPPR.

1 This important ratio of problem projects is largely due to the delays in the approval of the Borrowing Plan as once projects are approved, they enter in the portfolio and start being accessed even if the activities have not started.

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Problem Projects (%) Commitment at Risk (%) Realism (%) Proactivity (%)0

10

20

30

40

50

60

70

80

90

100

19

38.5

50.4

63.3

3335

100

40

AFR Portfolio Nigeria Portfolio

% Portfolio Inidcators

Source: World Bank

2. CPPR Findings

2.1 Alignment of Government Priorities and Budget with the World Bank Portfolio

World Bank annual new commitment to the Nigerian government, which represents an estimated 2% of the government’s aggregate spending, remains a small fraction of the resources available to the government but it is more significant when compared with the capital budget. As a result, the Bank’s contribution needs to be viewed by the government as a catalytic stream for showcasing good practices and tested innovations or initiatives that can be replicated or scaled up with more substantial public resources.2

The participants at the CPPR were urged to intensify efforts to ensure that their state governments are aware of their work and to showcase the results broadly with a view to mobilizing resources to broaden coverage and ensure ownership of achievements. This would, in part, resolve the problem of untimely delivery of counterpart funds for World Bank-Assisted projects.

2.2 Critical Operational Issues Affecting Project Implementation

The main issues affecting project implementation were considered under the following operational themes: monitoring and evaluation; institutional arrangements at the federal and state levels, financial management (including disbursement), procurement, safeguards, 2 Bank funds – Catalytic hence emphasis on results. Solutions / Knowledge Bank : Science of Delivery . At the time this snap shot was taken, LMDGP , STEP-B , ERGP were still on. Now $4.6

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communication; and other cross-cutting issues. The presentations highlighted the critical factors that have affected the achievement of optimal results in these operational areas and formed the basis of discussions during the breakout sessions on the second day. During the working group sessions, participants discussed the specific challenges at state and project level and proffered practical recommendations for improving project implementation processes.

2.2.1 Monitoring and Evaluation

The presentation on M&E was delivered by Uchenna Onyebuchi (Consultant, World Bank). In addition to identifying M&E challenges, the discussion highlighted effective ways of dealing with these challenges. Recently, the M&E support model has evolved from merely being a ‘traditional reporting tool’ to becoming a ‘result-based management tool’. The current model is now more adaptive than reactive given the unpredictable nature of the external environment of World Bank-Assisted projects in Nigeria.

Presently, a total of 23 projects are being implemented across the six geopolitical regions of Nigeria (see Table 2). The presentation outlined M&E rating for these projects: Satisfactory-17 projects; moderately satisfactory-5 projects; and moderately unsatisfactory-1 project.3 Weak mechanism for data management remains the major challenge inhibiting the M&E process for projects. Some of the reasons responsible for this are: (i) delay in the conduct of national surveys; (ii) unable to implement an alternative plan for data collection; and (iii) lack of a robust routine data management system. The following matrix represents the synopsis of the issues that projects were experiencing and recommendations for actions at both the startup and implementation stages:

Table 3: Issues and Recommendations in Monitoring & Evaluation

Issues RecommendationsMonitoring & Evaluation(i) Lack of data to update project indicators.(ii) Transfer of knowledge is not adequately

addressed.(iii) Limited M&E capacity in most new

projects.(iv)Weak M&E links between project partners

and stakeholders.(v) Limited M&E activities (publications,

meetings etc.)(vi) Poor appreciation of M&E as a

management tool.

(i) Increase commitment to carrying out planned data collection.

(ii) Seek for M&E support including hiring of experienced local consultants.

(iii) Make M&E participatory-involve stakeholders and strengthen linkages e.g. regular information sharing.

(iv) Use M&E as a result management tool.

2.2.2 Financial Management

3 Project with ‘moderately unsatisfactory’ rating is the National Urban Water Sector Reform Project (NUWSRP II).

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The presentation on financial management concerns was delivered by Akin Akinyele (Acting Lead Financial Management Specialist, World Bank) and Alhaji Shehu (Head of Project Financial Management Unit, Bauchi State). Akin Akinyele discussed the financial management concerns affecting the portfolio and presented suggestions for more effective FM practices during project implementation. One of the main challenges affecting efficient project disbursement concerns the issue of compliance with established financial procedures. To encourage 100% compliance in the submission of audited financial statements and adherence to other financial procedures, Bayo Awosemusi (Lead Procurement Specialist, World Bank) formally presented the disbursement toolkit for projects developed by the World Bank FM unit to Marie Francoise Marie-Nelly, the Country Director of the World Bank. In concluding his presentation, Akin Akinyele noted that the World Bank should intervene to address identified rifts in the relationship between internal auditors, PFMU, and external auditors.

The second part of presentation was delivered by Alhaji Shehu (Head of Project Financial Management Unit, Bauchi State). In addition to highlighting key FM challenges affecting projects, recommendations were suggested for dealing with these challenges (see Table 4).

Table 4: Issues & Recommendations in Financial Management

Issues RecommendationsFinancial Management(i) High turnover of FM staff: loss of built

up capacity as a result.(ii) Timeliness, quality and integrity of

project financial reports: untimely delivery of internal audit reports (IARs) and internal financial reports (IFRs). Poor quality of IARs and IFRs thus, not useful to guide decision-making.

(iii) Use of credit proceeds to finance illegible expenditures.

(iv) Inadequate documentation for incurred expenditures.

(v) Budget committee for projects either non-functional or non-existent.

(vi) Delay in informing IDA authorities of authorized signatories.

(vii) Inappropriate understanding of the roles and responsibilities of PIU & PFMU in financial issues, especially as it concerns authorization/approval of payments.

(i) To address the problem of high turnover of staff, there is a need to institute a timeframe with a clause that guarantees the tenure of FM staff.

(ii) Build capacity of FM staff in use of computerized accounting software and avoid manual accounting).

(iii) Advocacy and sensitization on the need for compliance; need for application of required sanctions (possibly revert to government rates & policy on advances).

(iv) Organize joint training sessions-FM and procurement- for project teams.

(v) Gain adequate familiarity with contents of the MOU between PIU & PFMU and apply same.

2.2.3 Procurement

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The presentation on procurement was delivered by Adebayo Adeniyi (Senior Procurement Specialist, World Bank) and highlighted the quality of the procurement plan as one of the major challenges of procurement. Adebayo stressed the need for project teams to get their procurement activities right given its central role in the delivery of project outputs. Proper adherence to established procurement guidelines is essential for a project to achieve its Project Development Objectives (PDOs). The presentation highlighted key procurement challenges, as well as effective ways of dealing with these challenge (see Table 5).

Table 5: Issues & Recommendations in Procurement

Issues RecommendationsProcurementProcurement Plan:(i) Some activities do not contribute to

result.(ii) End users not involved in the

preparation of the procurement plan.(iii) Approvals of the oversight authority

not obtained.(iv) Low percentage implementation of

procurement plan including post review contracts.

(v) Wide disparity between cost estimates and actual cost.

Due Diligence:(i) Lack of due diligence on third party

documents submitted with bids and proposals (bid securities, completion certificates for previous employers/purchasers etc.)

Quality of procurement packages:(ii) Poor quality of procurement

documents; bidding documents, RFPs, evaluation reports, leading to delays in obtaining Bank’s clearances.

(iii) Technical specification and design terms of reference are usually incomplete and create problems during contract execution.

Contract Management:(i) Delays in contract effectiveness and

execution.(ii) End users not carried along during

(i) Institutionalizing of result-based procurement planning clinic.

(ii) Need for diligence always included in Bank’s comments on procurement packages.

(iii) Capacity building for procurement officers and other project team members.

(iv) Scheduling of procurement clinics for procurement officers in FCT and other geopolitical zones.

(v) Regular organization of contract management workshop for project procurement officers.

(vi) Only activities that contribute to the realization of PDOs should be included in the procurement plan, which should be developed from the work plan approved by the appropriate authority and the Bank.

(vii) End users should be part of all phases of procurement implementation –from planning to contract administration and acceptance.

(viii) Technical specifications, designs and terms of reference should be prepared by technical specialist. If none exists in the PIU and government ministries/agencies, consultants should

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contract execution.(iii) Provisions of contract agreements,

liquidated damages, prompt payment of invoices.

be hired.(ix) Adherence to due diligence in all third

party documents is mandatory.

2.2.4 Cross-Cutting Issues

The presentation on cross-cutting issues was delivered by Moriam Jagun (World Bank). The presentation covered a range of issues, among which were: (i) state-level coordination; (ii) institutional arrangements at the federal and state levels; (iii) government commitment and ownership; and (iv) institutional capacity. Cross-cutting issues involve a range of variables in the external environment which have the capacity to considerably influence the project implementation process. With regard to state-level coordination, factors such as a change in government/leadership and electoral cycles have been known to influence the project implementation process considerably, either negatively or positively. In most cases, projects implemented under a previous government tend to experience considerable delays and institutional bottlenecks.

The presentation exposed the fact that where on-going World Bank-Assisted projects are not aligned to the agenda of a new government at the state level, which in turn delays in the availability of counterpart funding. The presentation also helped to elicit feedback from participants on ways to enhance disbursements for state-level projects. The need for synergy between state project teams and government counterparts was also expounded, particularly in view of challenges in the external environment which affect project implementation.

Table 6: Cross-Cutting Issues and Recommendations in Project Implementation

Issues RecommendationsCross Cutting Issues(i) State-level Coordination: Staff transfer

and lack of capacity to retain high calibre staff. Again, there is the problem of poor incentives for inter-sectoral collaboration.

(ii) Political interference. This is often a result of sectional interests and a change of government.

(iii) Project Implementation Units (PIUs) functioning in silos (i.e. isolation) affects project implementation. To a considerable extent, the development of synergy between project teams and their state counterparts is the responsibility of project teams. The need for a working partnership between project teams and their state counterparts is a major factor in improving government ownership of

(i) To reduce staff turnover in Project Implementation Units, an appropriate incentive/reward structure ought to be applied.

(ii) Government officials need to be informed of World Bank guidelines in project implementation.

(iii) To encourage synergy between project teams and their state counterparts, it will be necessary to integrate Project Implementation Units into official bureaucracy. Integrating PIUs into the administrative structure will enhance synergy between project teams and state counterparts, and hasten disbursements for World Bank Assisted Projects in the different states. It will also prevent a

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World Bank Assisted Projects at the state level.

scenario where implementation responsibility for state level intervention is assumed by the federal level.

(iv)A percentage of the project fund should be devoted to building the capacity of project teams. Capacity building should be intensified during the project preparation phase.

(v) Ensure appropriate MDA has responsibility for project implementation. Again, never hand implementation responsibility for state-level coordination to Federal counterpart.

2.2.5 Safeguards

The presentation on safeguards was delivered by Elijah Siakpere (Consultant, World Bank) and Michael Ilesanmi (Consultant, World Bank). Their presentation addressed the environmental and social challenges inherent in project implementation. Mr. Elijah indicated that existing safeguard policies for World Bank-Assisted projects are there to promote participatory and transparent development process. Adhering to safeguard policies helps in reducing the negative environmental and social impacts of projects. Furthermore, Mr. Elijah identified some of the existing safeguard policies being applied for World Bank Assisted projects (see Table 7):

Table 7: Safeguard Policies

Safeguard PoliciesEnvironmental: Environmental Assessment (OP/BP 4.01;

1999, last revised February 2011). Natural Habitats (OP/BP 4.04; 2001,

revised 2004). Forests (OP/BP 4.36; 2002, revised August

2004). Pest Management (OP/BP 4.09; 1998,

revised August 2004). Physical cultural resources 9OP/BP 4.11;

2006, revised March 2007). Safety of Dams (OP/BP 4.37; 2001).

Social: Involuntary resettlement (OP/BP 4.12;

2001, last revised February 2011). Indigenous peoples 9OP/BP 4.10; 2005).Legal: Projects on International Waterways

(OP/BP 7.50; 2001, revised August 2004). Projects in disputed areas (OP/BP 7.60;

2001, revised August 2004).

After identifying existing safeguard policies for World Bank-Assisted projects, Mr. Michael identified the main safeguard challenges for projects (Table 8). In addition, he suggested ways of dealing with these challenges:

Table 8: Issues & Recommendations in Safeguards

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Issues RecommendationsSafeguard Issues(i) Inadequate allocation of resources by some PMUs.(ii) None inclusion of safeguards activities in annual work and procurement plans.(iii) Lack of proper sequencing of safeguard activities.(iv)Weak capacity to supervise

implementation.(v) Some projects lack designated safeguards

officers.(vi)Dissonance between safeguards policies

and national laws.

(i) Include safeguards activities in annual work and procurement plans.(ii) Start early and adequately budget for safeguards activities.(iii) Engage qualified and experienced staff.(iv) Monitoring and reporting on safeguards in quality progress report by project.(v) Improve training for staff on safeguards.(vi) Need for ‘retooling’ in the way safeguard issues are addressed and implemented.

2.2.6 Communications

The presentation was delivered by Obadiah Tohomdet (Communications Specialist). The presentation highlighted key aspects of how the Bank communicates information about its various projects in Nigeria. World Bank-driven communication is influenced by two factors: process and results. The process aspect concentrates on how best to communicate information about World bank-Assisted projects right from the inception stage to the completion stage. The results aspect deals with the communication of performance benchmarks for both ongoing and completed projects. During the presentation, it was noted that out of the 8 projects being implemented in the two geopolitical regions –North East; and North Central -, only two have full-fledged communication. These two projects are: Fadama 3 (US$450mn) and RAMP 2 (US$170mn). Four projects have semblance of communication: PSGRDP (US$80mn), CSDP (US$200mn), Health PIL (US$150mn) and SEPIP (US$150mn). Two projects have no communication mechanism: HIV/AIDS (US$225mn) and MCBP (US$280mn).

Enhanced communication for the aforementioned projects promotes openness, transparency and accountability. Lack of proper communication about projects creates potential risk of insufficient public awareness/ownership of such projects. The risk is that the sustainability of completed projects is in doubt. At present, communication in projects is at the discretion of TTLs and project coordinators. Viewing communication as not mandatory makes it difficult for communication officers to design and implement communication strategies in project. The result of this is ad hoc rather than a strategic approach to communication, i.e. more emphasis on crisis management communication. Consequently, there is a need for attitudinal and behavioural change around communication. In concluding his presentation, Mr. Obadiah identified the costs of not having a well-defined communication system for projects to include: (i) Lack of project ownership by stakeholders; (ii) lack of awareness and understanding of projects by policymakers and clients; (iii) delay in the payment of counterpart funds and non-approval of the borrowing plan; (iv) lack of visibility of projects; and (v) opposition and criticism of the Bank by critical stakeholders.

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2.2.7 Panel Discussion: Working in Conflict Environment

Following the presentations on critical issues in project implementation, a panel discussion on working in a conflict environment was conducted. This session was moderated by Dr. Sateh El-Arnaout, Sector Leader for Sustainable Development, World Bank. To facilitate this discussion, the panel was made up of the following: Dr. Aisha N. Mohammed-Deputy Director, FMOF; Representative of the Commissioner of Planning, Adamawa State; Commissioner of Planning, Benue State; Commissioner of Planning, Plateau State; Representatives of the World Bank Center for Conflict, Security and Development (based in Nairobi and Washington DC); and Commissioner of Budget & Planning, Ogun State. The discussion began with identifying the main causes and effects of conflict (see Table 9):

Table 9: Causes and Effects of Conflict

Causes Effects(i) Non-inclusive growth and

development.(ii) Recycling of the political elite and rent-

seeking.(iii) High level of youth unemployment.(iv) Perceived intrusion in a country by

foreigners, i.e. Invasion of Iraq and Afghanistan by the US and NATO.

(v) Religious and cultural intolerance.

(i) Breakdown of social contract between citizens and the state thus, leading to limited government presence.

(ii) State legitimacy being challenged.(iii) Economic activities grind to a halt.(iv) Existence of increased female-headed

households.(v) Increased social polarization.(vi) Breach of trust between government

and the citizenry.

After identifying the main causes and effects of conflict, the team from the Center for Conflict, Security and Development (CCSD) provided an overview of the functions of the center. The CCSD provides both strategy and operational support for development projects in fragile and conflict states (FCS). CCSD enables quick deployment of seasoned staff to the frontline of development in FCS countries. Since its inception, the CCSD has helped shape the Bank’s engagement strategies for 16 FCS countries, including Yemen, South Sudan, Cote d’Ivoire, and Guinea. It has also conducted in-country clinics to integrate a conflict and fragility component in regional programs, such as for the Sahel, and the Great Lakes Region, and helped engage FCS governments in policy dialogues to feed into development plans. At the operational level, CCSD created an FCS Implementation Support Team (IST) to provide just-in-time support to Bank projects in fragile situations, which often face many challenges. The team serves as a “live help desk” to help resolve operational issues on the ground in order to deliver quicker and more effective development results for the poor and vulnerable. The team also mentors field based staff, and develops policies and practices to improve the Bank’s impact in fragile states. Dr. Adetunji Oredipe (Senior Operations Officer, World Bank) noted that in the coming months, the Bank will draw on the experience of the CCSD to address the operational challenges faced by projects in the North East.

Implications of the Insurgency on Projects in the North East

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The project coordinator of Fadama 3 (Borno State) noted that historically, the cause of the conflict in the North East centers around the uneasy relationship between the Sokoto Caliphate and the Borno Caliphate. In addition, poor vision on the part of the political elite contributes to the conflict in the region. Dr. Aisha noted that the multi-cultural dynamics in the region and resource conflict are critical considerations when examining the causes of the conflict in the North East, i.e. there are about 70 tribes in the region. The shrinking of the Lake Chad and desert encroachment has resulted in resource conflict, especially as the region’s reputation as an agricultural hub is being threatened. Dr. Aisha added that improved partnership between donor agencies and government is required to restore the fortunes of the region.

The project coordinator of NSHIP (Adamawa State) noted that although Adamawa State has tried to be independent, the cultural dynamics of both the Sokoto and Borno Caliphate, income inequality, low literacy rates and extreme poverty remains the major challenge in the region. Despite Borno State being the epicenter of the conflict in the North East, Adamawa and Yobe States have suffered from the fallout of the crisis in Borno State. The PC of NSHIP added that when considering how to intervene in the region, the issue of bad governance cannot be left out given that entrenched political interests are at the root of the conflict.

The panel highlighted the impact of the conflict on the Bank’s existing projects in the North. Some impacts of the conflict include: (i) Little or no progress in project implementation; (ii) difficulty in accessing much needed expertise; (iii) difficulty in accessing project sites; and (iv) delay in the provision of counterpart funding. In addressing the challenges of implementing projects in the North East, the CCSD proffered the following recommendations: (i) Need for a comprehensive examination of the situation so as to develop tailored approaches for improving project implementation; (ii) There is a need for a new approach in engagement with the North East: the federal government needs to outline a framework for special intervention in the region; (iii) Try to build basis for sustainability whilst supporting moves for a political solution to the conflict; (iv) More efforts should be targeted at resettling people who have fled the conflict, i.e. considerable humanitarian intervention; (v) Given the unique environment of the North East, the Bank should make project implementation requirements more flexible eg. Use of third parties; increased collaboration with local organizations etc.

3. Conclusions and Next Steps

Based on the feedback obtained from the various project teams, the following agreements were reached to strengthen implementation results and in conclusion of the CPPR:

1. The team agreed on the need for the enhancement of coordination between federal and states and within the states donor-assisted projects and, therefore, proposed the establishment of coordination fora using the existing platform of Joint Planning Board of all Commissioners of Planning and Budgets for the Federal and States. A technical committee comprising of Commissioner of Planning and Budget and the Project Coordinators of donor assisted projects in each state for the within state coordination.

2. Participants proposed that project teams meet with respective Commissioners of Budget & Planning in their states to validate the coordination mechanism among project teams and between project teams and state counterparts.

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3. State project teams should hold monthly and quarterly meetings as a basis for strengthening coordination with state counterparts. Such meetings should be geared towards developing structured lines of communication with state counterparts.

4. The team raised concerns about the gender balance in the constitution of Project Implementation Units (PIUs) and called for deliberate programs that will promote gender balance at the level of project coordinators.

5. It was recommended that regular workshops/clinics should be organized for project teams by the procurement, FM, Safeguard and M&E departments of the World Bank.

6. The FM department of the World Bank should disseminate the newly developed disbursement toolkit to all project teams.

7. State project teams were encouraged to raise and address critical issues with the state government, federal government and the World Bank, considering the focus on increasing disbursement ratios for the projects; which is a good proxy for measuring progress in project implementation.

8. Project teams agreed to engage in greater advocacy for the achievements of their projects objectives as a strategy for encouraging ownership at the state level and resolving delays in the provision of counterpart funds.

Annex 1

Presentations by Project Teams

Three presentations were made by selected projects at the CPPR. They include: PSGRDP; HPDP II; and NSHIP. The presentations addressed the following concerns: project

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overview; application of the results framework; discussion of performance indicators; and implementation status and challenges.

A. Public Sector Governance Reform & Development Project (PSGRDP)

The presentation was delivered by the National Coordinator of the project. The presentation began by highlighting the main PDO of the project: To improve transparency, accountability and quality in public finance and human resource management systems, with a view to strengthening governance in the participating states. The project was made effective in November 2012 and is expected to close at the end of December, 2016. The credit amount and disbursements for Adamawa, Bauchi and Plateau states are as follows:

Table 10: PSGRDP Disbursement Rates for North Central/North East/North West Cluster

STATE TOTAL CREDIT (USD)

DISBURSEMENT TO DATE (USD)

OUTSTANDING (USD)

ADAMAWA 2,400,000.00 500,000.00 1,900,000.00

BAUCHI 7,400,000.00 1,669,465.07 5,830,535.93

PLATEAU 2,400,000.00 500,000.00 1,900,000.00

After highlighting the disbursement rates for Adamawa, Bauchi and Plateau states, the national coordinator provided an overview of the implementation status of the projects in the aforementioned states:

Bauchi State:

Construction of data recovery center in progress. Procurement process for engagement of the engagement of a consultant to develop a

viable Management Information System (MIS) is ongoing. Procurement process for the engagement of a consultancy firm for human resource

management and training enhancement in progress. Conducted customized training on preliminary stages of Medium Term Expenditure

Framework (MTEF)/Medium Term Sector Strategy (MTSS) for lower/middle cadre budget staff-15 participants

Completed evaluation of expression of interest (EOI) for the diagnostic review of existing monitoring and evaluation system. This resulted in the design of M&E systems for relevant ministries, departments and agencies.

Training of 17 ICT staff on IFMIS network and infrastructure maintenance. Provided specialized training to select staff of the Office of the Accountant-General &

Budget Office on International Public Sector Accounting Standard (IPSAS) -18 participants.

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Completed technical evaluation of request for proposal (RFP) for sensitization workshop for legislators on MTEF/MTSS-20 participants.

MTEF/MTSS is fully implemented in 10 pilot MDAs. Procurement process concluded for the deployment of the following applications: nas.net

payroll; epicor; and other financial management applications. Change management training conducted for key officials. Increased in state revenue collection from N4,061,831,419 in 2012 to N4,593,502, 316

Plateau State:

2014 work and procurement plans approved and implementation in progress. State Steering Committee inaugurated and two meetings held. State technical committee inaugurated and a meeting held for TOR review. TORs for some consultancy services were developed and sent for TTLs no-objection. Learning visit undertaken to Bauchi State PSGRDP for knowledge sharing purposes. Institutional arrangement instituted.

Adamawa State:

Political issues have affected project implementation. Slow adoption of new reforms given the security situation and political uncertainty in the

state.

PSGRDP: Project Implementation Challenges

Delay in the availability of counterpart funds: dichotomy between approval and release of funds.

Limited staff available for implementing key aspects of the project. Poorly qualified staff.

PSGRDP: Recommendations

National Coordinating Office should organize quarterly meetings between project teams and state counterparts to discuss the need for continued support to the project.

Quarterly inter-state meeting (rotational) to discuss implementation progress and challenges across the states where the project is being implemented.

Strengthen the capacity of SPCU staff through training and re-training in the areas of financial management, procurement processes and project management.

To address resistance to the project, there is a need for change management training for project teams, stakeholders and project beneficiaries.

Regular support mission by World Bank and the Federal Ministry of Finance to concerned states.

Support timely and adequate availability of counterpart funds to address shortfalls in the IDA credit facility.

B. HPDP II: HIV/AIDS Program Development Project

The presentation was delivered by the head of the National Agency for the Control of Aids (NACA). The presentation highlighted the following issues: application of the results

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framework; use of performance indicators; World Bank component of NACA/SACA 2014 plans; zonal missions; and World Bank requirements for ‘no objections.

HPDP II: Mid-Term Report-Key Findings

Disbursement rate currently stands at 13%. Financial management: counterpart funds delayed; issues with ineligible expenditures

and unretired expenses; and inadequate reporting. Safeguard Issues: legal covenant not adhered to. Project management challenges: weak coordination and harmonization of national & state

HIV response. Implementation of the project has contributed to improved access to HIV prevention,

treatment, care and support interventions. Institutional capacity strengthening process is still in its infancy and impact of the process

is still too early to measure. Some of the states were the project is being implemented seem to be leveraging on

existing resources. It is important to note that Kaduna, Sokoto and Benue states have instituted budget allocations to enhance the availability of counterpart funding.

Most of the ministries that received HPDP II credit are yet to institutionalize the response and adopt models established by the ministries of education and health.

Strengthening of M&E systems occurred in the states but not at the national level. Transformation of some SACAs to agencies created opportunities for budget allocation

for the response.

HPDP II: Project Implementation Challenges

Delay in the commencement of project and loss of existing structures. Slow approval process, delay in implementation of interventions and low funds

absorption. Non-coherence in approved & implemented activities. Piece-meal and non-sequencing in the approval process for implementing project-related

activities. Incoherence in the conduct of FLHE in Federal and State level schools Poor monitoring and evaluation capacity. Excessive bureaucracy both from the Bank and government end. High rate of staff turnover and lack of critical mass in project implementation. Accountability and transparency concerns. Procurement process is cumbersome. Inadequate information provided by MDAs, eg. Inaccurate bank account details.

HPDP II: Recommendations

Reduce line ministries supported by the Bank credit to just four: Health; Youth & Sports; Education; and Women Affairs.

MOH should support priority interventions (provision of HCT and PMTCT services; combination prevention interventions for MARPs and general population) in line with the PAD which contributes to PCRP.

Education: FLHE and other in-school interventions.

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Women Affairs: OVC and OVC caregivers; and demand creation for PMTCT services. The PDO should be revised to improve accountability and align deliverables with priority

interventions. The result framework, including indicators, should be finalized. The revised framework should be circulated to the concerned states.

The Bank should consider semi-annual reporting as opposed to Quarterly reports so as to be in line with the government’s reporting system.

States should incorporate DHIS training as part of the training of the HAF CSOs to facilitate electronic reporting.

C. NSHIP: Nigeria State Health Investment Project

The presentation was delivered by Dr. Abdullahi Dauda Belel, Chairman of Adamawa State Primary Healthcare development Agency (SPHCDA). The presentation addressed the following issues: background information; project implementation progress; implementation challenges; and recommendations for addressing implementation challenges. NSHIP is fundamentally focused on strengthening the Ward Health System (WHS) and Primary Healthcare under one roof (PHCOUR).

NSHIP: Implementation Challenges

Adamawa’s new health system is still not understood by many stakeholders resulting in inadequate synergy.

Low capacity at all levels: low number and quality of essential staff to provide MPAs and CPAs; poor/inadequate infrastructure to support MPAs and CPAs; and non-standardization of quality assurance and service protocols for MPAs and CPAs.

Low number and quality of essential staff to provide adequate management at LGA and state levels.

Inadequate funding for PHC by state and LGAs. Inadequate coordination of Federal Government and Partners’ support for PHC

implementation. Insecurity in the North East has impacted negatively on effective project implementation.

HPDP II: Recommendations

Infrastructural investments should focus on the Ward Hq facilities. Provide technical and financial support to develop financial plan for ADPHCDA. Improve the speed of implementation. Use of third parties to facilitate implementation given insecurity in the North East. Organize retreat for top management staff of ADPHCDA. Train PHC staff on management, finance and technical components of the project.

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Annex 2

Presentation by Commissioners

1. Presentation by the Commissioner of Budget & Planning, Bauchi State

The presentation was delivered by the Commissioner of Budget & Economic Planning, Bauchi State. The presentation showcased the state’s economic development priorities. In addition to highlighting the state’s development priorities alongside related areas of focus, the Commissioner identified viable instruments for harmonizing World Bank projects and the state’s economic development priorities. In Bauchi State, the Ministry of Budget & Economic Planning

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is responsible for donor coordination and support. The Ministry of Budget & Economic Planning acts as a rallying point for ensuring that projects get much needed government support, especially as it concerns counterpart funding. Again, the Commissioner suggested the need for regular implementation progress review meetings between project teams and the Ministry of Budget & Economic Planning. Such meetings will act as advocacy instruments for increasing the government’s awareness of World Bank-Assisted projects.

The presentation showcased the priorities of the state government alongside economic planning challenges in the state. These priorities and challenges are indicated below:

Table 11: Priorities and Challenges of Economic Planning in Bauchi State

Priorities Challenges(i) Creation of employment opportunities

through job creation and economic empowerment schemes.

(ii) Increase food sufficiency and food security through the promotion of food and cash crops production.

(iii) Improve the quality and standard of education as well as enrolment level in the state.

(iv) Provision of curative, preventive, and rehabilitative healthcare delivery to reduce the prevalence of common killer diseases.

(v) Provision of basic social services and enhancement of income generating activities in the rural areas.

(vi) Provision of affordable housing to the citizenry.

(vii) Governance anchored on responsive and responsible leadership based on the true concept of transparency and accountability.

(i) Untimely/non-release of counterpart funds.

(ii) Procurement delays arising from delays in obtaining approvals, i.e. no objection.

(iii) Insufficiency of project financing.(iv) Inadequate supply/stockouts of

malaria/HIV commodities eg. ACT, RDT, Test Kits etc.

(v) Infrequent steering committee meetings.

(vi) Need for extension of project closure dates.

To address the aforementioned challenges, the commissioner proffered the following recommendations:

There is a need for increased advocacy regarding project achievements. This would get the government interested in such projects and as such, stimulate speedy release of counterpart funds.

The World Bank should work closely with the State government to ensure that project interventions align with the state government’s development priorities.

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The World Bank should encourage project teams to work closely with the Ministry of Budget & Economic Planning. Need for regular meetings between the Ministry of Budget & Economic Planning and project teams.

2. Presentation by the Commissioner of Budget & Economic Planning, Ogun State

The presentation was delivered by Mrs. Oluwande Muoyo, the Honourable Commissioner of Budget & Economic Planning. The presentation highlighted the state’s development priorities and economic development strategies together with some key areas of reform being implemented by the Ogun State government. In addition to presenting the portfolio of World Bank-Assisted projects in the state, Mrs. Oluwande showed how these projects are aligned with the state’s development priorities.

Mrs. Oluwande noted that Ogun State government is on a mission to rebuild the state with emphasis on the following key priorities:

Affordable qualitative education Efficient healthcare delivery. Agricultural production/industrialization. Affordable housing and urban renewal. Rural & Infrastructural development/Employment Generation.

The budget to allocation to the aforementioned cardinal areas is as follows (see Table 12):

Table 12: Budget Allocation to Key Government Priorities in Ogun State

Details 2012 2013 2014Affordable Qualitative Education 22% 21% 21%Efficient Healthcare Delivery 8% 7% 10%Agricultural Production/Industrialization 4% 5% 5%Affordable Housing & Urban Renewal 16% 13% 13%Rural & Infrastructural Development/Employment Generation

17% 19% 16%

Sub-Total 66% 65% 65%Others 34% 35% 35%TOTAL 100% 100% 1005

Key reforms are being implemented by the Ogun State government in the following areas:

Public Financial Management: budget management & procurement; payroll & governmental relations; financial accounting & auditing; and capacity building & change management.

Land Administration Water Supply Civil Service Legal & Regulatory Framework

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At present, the status of World Bank-Assisted projects being implemented in Ogun State is as follows:

Table 13: Portfolio of World Bank-Assisted Projects in Ogun State

S/NO

PROJECT PROJECT SIZE

$

AMOUNT DISBURSED TILL 2013 ($)

COUNTERPART FUND CONTRIBUTION (N)

STATUS

1 COMMUNITY BASED URBAN DEVT. PROJECT

13,484,800.00 1,525,109.77 150,264,683.80 Closed

2 HEALTH SYSTEM DEVT. PROJECT

3,200,000.00 3,108,981.97 99,100,000.00 Closed

3 2ND NATIONAL FADAMA PROJECT

7,391,696.32 7,391,625.80 123,400,000.00 Closed

4 3RD NATIONAL FADAMA PROJECT

4,158,600.00 4,158,600.00 179,360,000.00 On-goingAdditional funding

5 NATIONAL URBAN WATER SECTOR PROJECT

42,700,000.00 42,700,000.00 846,250,000.00 On-going

NATIONAL URBAN WATER SECTOR PROJECT (ADD. FIN)

35,900,000.00 27,420,038.53 100% Finance by World Bank

Additional financing

6 STATE ACTION COMMITTEE ON AIDS MAP1

2,233,201.00 1,926,567.15 10,000,000.00 Closed

7 STATE AGENCY FOR THE CONTROL OF AIDS

5,000,000.00 1,963,314.74 7,500,000.00

TOTAL

Impacts of World Bank-Assisted Projects

National Urban Water Sector Reform Project (NUWSRP):

Increase in water production from 10.5 million cubic meters/annum in 2004 to 22.1 million cubic meters/annum as at 30 September, 2013.

Population provided with access to potable water supply under the project has increased from 0.97 million in 2004 to 1.38 million as at 20 September, 2013.

Billing/collection efficiency: 55% as at 30 September, 2013. Non-revenue water reduced to 45% as at 30 September, 2013. The generated revenue has increased from N7 million from 2004 to N15 million monthly

average.

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The number of connections has increased from 33,939 to 39, 974 as at 30 September, 2013.

Fadama III

Average net income of Fadama farmers has increased by 31.4% from 2009 to date. Reduction in poverty rate among Fadama III beneficiaries by 85 from 2009 to date. Income from value addition to agriculture products has increased by 25.4% from 2009 to

date. Job creation for 8,000 rural women and 1,600 youths through Fadama user groups’

activities from 2009 to date.

HIV/AIDS Program Development Project (HPDP):

ART sites increased from 7 in 2010 to 22 in 2013. HCT sites increased from 23 sites in 2010 to 94 sites in 2013. PMTCT sites increased from 7 in 2010 to 55 in 2013. Support group for PLWAs increased from 15 in 2010 to 26 in 2013. Adults currently on ART increased from 2,992 in 2010 to 4,406 in 2012. Adults currently on care increased from 96,416 in 2010 to 155,399 in 2012. The number of clients tested and counseled increased from 63,159 in 2010 to 94,384 in

2012.

In closing her presentation, Mrs. Oluwande outlined the framework for the coordination of World Bank assisted projects. The steering committee, through the Ministry of Budget & Economic Planning, liaises with PFMU and PIUs to ensure that World Bank-Assisted projects in the state get much needed support from the state government.

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Source: Ministry of Budget & Planning, Ogun State

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Steering Committees (Strategic

Management)

Bank Projects

PFMU (Project Financial

Monitoring Unit)

PIU (Project Implementation

Units @ the MDAs)

Ministry of Budget & Planning

(Monitoring & Evaluation)

Annex 3

Documentaries for Selected Projects

As part of programmes for the CPPR, documentaries were produced by some projects to showcase achievements recorded. Documentaries were produced by the National Coordinating Office of the following projects in collaboration with the World Bank’s Communication Department: Malaria Booster Project; Fadama III, and Community and Social Development Project (CSDP). Key findings from these documentaries are highlighted below:

A. Malaria Booster Project

The project was created to support the Federal Government’s National Malaria Control Program. Among the main objectives of the project are reducing mortality rate from malaria and reducing the risk faced by pregnant women and children under 5 years. The project is intended to strengthen the federal and state government’s ability to implement malaria plus intervention.

The malaria plus intervention package includes the following: (i) provision of long-lasting insecticide-treated nets; (ii) combination therapy (ACTs); and (iii) indoor residual spraying. The project is a 5year World Bank-Assisted project being implemented in the following target states: Akwa Ibom, Anambra, Bauchi, Gombe, Jigawa, Kano, and Rivers. Criteria for selecting these states include: (i) mortality rate of under 5 year olds; (ii) limited access to primary healthcare services; (iii) limited access to secondary healthcare services; (iv) demonstrated commitment of state partners to implement large scale campaigns to cut child mortality; and (v) demonstrated commitment of state partners to implement Malaria Booster Project.

Among the key achievements recorded by the Malaria Control Booster Project after 7 years of implementation include:

Prevention:

Bauchi state distributed over 2 million long-lasting insecticide treated nets to 20 LGAs thus, achieving 98% coverage.

Gombe state distributed 1.01 million long-lasting insecticide treated nets. Jigawa state distributed 2.03 million long-lasting insecticide treated nets.

Diagnosis & Treatment:

Bauchi state distributed 2.5 million Artemisinin-based combination therapy. Gombe state distributed 363,406 doses. Jigawa state distributed 2.8 million doses.

Systems Strengthening for Sustainability:

Bauchi state trained 4,277 healthcare workers in malaria case management. Gombe state trained 840 healthcare workers in malaria case management. Jigawa state trained 2,140 healthcare workers in malaria case management.

Advocacy, Communication & Social Mobilization:

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Bauchi state held rallies across 6 LGAs to commemorate Malaria Day. Radio jingles have also been sponsored to increase awareness about malaria.

Gombe state mobilized traditional rulers during rallies held to commemorate malaria day. Gombe state also distributed laboratory equipment to primary healthcare facilities in selected LGAs.

Jigawa State is currently upgrading its warehouse for the storage of malaria products. Again Jigawa state engaged in the procurement of vehicles to facilitate speedy distribution of malaria products to primary healthcare facilities.

B. Community & Social Development Project (CSDP)

Against the backdrop of the challenges of the prevalence of poverty in the country and the success stories of past community-driven development (CDD) interventions in poverty reduction, the federal government sought assistance from the World Bank towards implementation of the Community and Social Development Project (CSDP). The appeal of CSDP to project beneficiaries is derived from the involvement of project beneficiaries in determining appropriate project interventions. Key Achievements recorded by under CSDP include:

Yobe State:

Drilling of UPVC borehole with complete accessories. Total project cost =N1.4 mn Construction of two blocks of three classrooms, office store and toilet. Total project cost

=N8.8 mn

Benue State:

Construction of health center in Ube community, Utenge LGA

Plateau State:

Grading of road & construction of culverts.

Gombe State:

Building and equipping of orphanage home Tumfure community, Akko LGA. Total project cost=N4.3 mn

Bauchi State:

Rehabilitation of Jitar Bridge Construction of health clinic and staff quarters in Katarko Community, Alkalhui LGA.

Total project cost=N5.5 mn

C. Fadama III

Documentary was produced by the national coordinating office. So far, the project has been hailed for meeting the socio-economic aspirations of the people, especially marginalized groups. The acquisition of productive infrastructure/assets under Fadama III has resulted in improved agricultural output/productivity and the diversification of livelihoods. From inception to date, the

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project has disbursed over US$40mn to the nine states under review. Key highlights and achievements of Fadama III include:

1,337 Fadama community associations and 16,458 Fadama User Groups (FUGs) have been formed and registered. Through these community associations and FUGs, a total of 9,587 sub-projects have been implemented using the community-driven approach in the nine states under review. In the nine states under review, the following groups have been created: women groups -1,819; youth groups -449; widow groups -379; and vulnerable group/physically challenged groups -99.

Fadama III has helped to ensure that marginalized groups are not left out in the development process.

In Adamawa State, the crippled cobblers FUG received training in poultry and shoe cobbling and have now been registered with the state’s National Directorate of Employment.

In the area of providing training, the distribution of trainings across the nine states were as follows: 914 trainings organized for members of Fadama community associations; 937 trainings provided for members of Fadama User Groups; and a total of 709 trainings provided for local government staff to enable them manage resources effectively.

Provision of fertilizers, improved seeds and the construction of storage facilities in the nine states under review.

Improved access to advisory services to increase agricultural output/productivity.

Annex 4

Findings from Group Work Sessions

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I. Adamawa State

Team Interaction:

The different projects in the state do not meet at the state level. Teams only meet at the project level.

State and LGA interactions are mainly through supervision and capacity building. For better coordination at the state level, there is need for increased collaboration

between state project teams. State project teams to meet regularly with the Ministry of Budget & Planning to

coordinate interactions. World Bank mission is very supportive to effective project implementation.

Project-related Issues:

Delay in the availability of counterpart funding: state project teams to work closely with the Ministry of Budget & Planning to aggressively pursue approval and release of counterpart funds.

Implementation challenges: delay in the retirement of advances. This affects timely release of funds for project implementation. State project teams to ensure that speedy retirement of advances to address delays in no objections.

Quarterly meetings to be conducted between state project teams and the Ministry of Budget & Economic Planning.

II. Bauchi State

Team Interaction:

Low level of interaction among state project teams. This has inhibited against effective collaboration between project teams and the Ministry of Budget & Economic Planning.

Frequency of meetings at the project level differs from one project to another. Meetings at the project level are equally held on an ad-hoc basis. To support timely release of counterpart funds, there is a need for increased interaction

and cooperation between state project teams and the following interlocutors: Ministry of Budget & Planning; Office of the Auditor-General; Office of the Accountant-General; and the Head of Service.

Organize annual retreat for project teams in each state.

Project Implementation Issues:

Delays in the availability of counterpart funding: this problem can be addressed through increased and persistent communication of project benefits and results to policymakers. Again, added support is required from the Ministry of Budget & Planning.

Procurement Challenges: Need for training and retraining of staff on the Bank’s procurement guidelines.

Poor M&E processes: Support and capacity building on M&E is required to facilitate effective result-based reporting on project progress.

High staff turnover: improve employee rewards and benefits for project teams.

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III. Benue State

Implementation Challenges:

Little or no interaction among project teams at the state level. Weak collaboration between state and local government. Poor coordination between state government, local government and project teams. Limited support from State Planning Commission. Scope of supervision is insufficient. Delays in the release of counterpart funds. Lack of baseline indicators for effective project monitoring and evaluation.

Recommendations:

There is a need for increased collaboration among state project teams. All projects should be coordinated by the State Planning Commission in collaboration

with the Ministry of Chieftaincy Affairs. Again, the State Planning Commission should be at the helm of donor coordination.

Expand scope of the World Bank’s supervision mission. Project Implementation Units (PIUs) should sustain pressure on government to release

counterpart contributions.

IV. Borno State

Team Interactions:

Poor coordination among projects at the state level. State project teams hold regular meetings with the Ministry of Planning. Feedback mechanisms needed to build on findings from meetings between project teams

and the Ministry of Planning.

Project-related Issues:

Disbursement Issues: inability to access balance of undisbursed funds. Security challenges affect effective delivery of project outputs. Poor coordination: Government should be encouraged to establish a formal mechanism

for coordination and knowledge sharing between state project teams. This can be achieved through the Ministry of Planning.

V. Gombe State

Team Interaction:

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Reduced coordination among project teams at the state level: there is a need for regular meetings among state project teams. This should form the basis for increased sharing of knowledge and experiences, especially as it concerns project implementation.

World Bank should support state project teams to establish formal mechanism for donor coordination at the state level.

Meetings among state project teams should be conducted on rotational basis to ensure commitment.

Project-related Issues:

There is a need to establish an inter-project coordinating committee: this committee should act as an interface between state project teams and state counterparts. Again, inter-project coordinating committee should collaborate with the Ministry of Budget & Planning to address challenges in the release of counterpart funds.

There is a need to broaden the scope of World Bank supervision mission. Create feedback mechanism for disseminating findings from supervision missions. Need for training of project teams on the Bank’s procurement processes. This would help

to address the problem of ‘no objection’.

VI. Jigawa State

Team Interaction:

State project teams meet bi-annually. This meeting is usually organized by the Cabinet office.

Desk officers spread across our 27 local governments. This applies to the following projects: HPDP; Malaria; and Fadama III.

Lack of a coordinating body at the state level: this problem can be addressed by strengthening the relationship between PIUs and PFMU. Again, state project teams need to create a fomal mechanism for interacting with the Ministry of Finance and the Ministry of Budget & Economic Planning.

Project-related Issues:

Timely release of counterpart funds to all projects except Fadama III, i.e. outstanding 2010 counterpart funds.

Safeguard issues not reflected in current workplan for HIV/AIDS. Again non-objection issues delays implementation of activities for projects.

Weak internet connectivity disrupts client connection. World Bank should support the creation of a forum for state project teams to meet on a

quarterly basis.

VII. Taraba State

Team Interaction:

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There is reasonable understanding among project teams both on a personal and official level. State project teams meet on a monthly basis.

Interaction between project teams and the state/local government is fairly strong. State Planning Commission should be empowered to handle donor coordination at the

state level. Supervisory ministries and the State Planning Commission should be duly informed of

World Bank supervision missions. This would help to promote ownership of World Bank-Assisted projects by state counterparts.

Project-related Issues:

Delay or non-payment of counterpart funds to projects: Joint advocacy, involving state project teams and the World Bank, is needed for the timely release of these funds.

Increased capacity building of project teams is needed to ensure 100% compliance to the Bank’s procedures and guidelines for project implementation.

VIII. Yobe State

Team Interaction:

Quarterly meetings are held by projects at the state level. State project teams should establish a formal structure for collaborating with the Ministry

of Budget & Economic Planning. This would guarantee timely release of counterpart funds to projects.

Ministry of Budget & Planning should take lead in donor coordination at the state level.

Implementation Challenges:

Inadequate Understanding among projects: this problem can be addressed by the creation of donor-funded coordination meeting.

Poor interaction between project teams and state/local government: to address this problem, regular visits should be made by project teams to local and state governments.

Delays in the payment of counterpart funds: joint advocacy, involving the World Bank and state project teams, is needed to address this problem.

Delays in disbursement: prompt payment of counterpart funds should, in part, address this particular challenge.

IX. Plateau State

Team Interaction:

Although projects hold their meetings in silos, there is a need for state project teams to meet regularly to share ideas, knowledge and experiences.

Clear lines of communication should be established between state project teams and the State Planning Commission.

There is a need for state project teams to hold regular meetings with key government officials. Such meetings will promote ownership of World Bank-Assisted projects by the Plateau state government.

State Planning Commission should be at helm of donor coordination in the state.

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State Planning Commission and other key government ministries should be involved in World Bank supervision missions.

Project-related Issues:

Delay or non-availability of counterpart funds: capturing counterpart funding in the state’s budget should address this problem.

Poor coordination at the state level: State Planning Commission should be empowered to handle donor coordination in the state. Again, state project teams should create formal lines of communication with the State Planning Commission.

Promote the benefits and achievements of World Bank-Assisted projects to the state government.

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Annex 5 Existing and New Projects In the North East

Sector Project Name Partner Amount State

Agriculture

FADAMA III World Bank $16,610,000Yobe, Borno

and Adamawa

Community Based Agriculture and Rural

Development ProgrammeUN - IFAD / AfDB

$49,000,000 Yobe, Borno and

Adamawa(Northwide)

Conflict

Nigeria Stability and Reconciliation Programme

(NSRP)DFID

$42,900,000Yobe + Borno(8 States)

Training of Leaders on Religious & National Co-Existence (TOLERANCE)

USAID $128,493 Borno

Governance

State Accountability and Voice Initiative (SAVI)

DFID Yobe

State Partnership for Accountability

Responsiveness and Capability (SPARC)

DFID

$54,600,000

Yobe(10 States)

Health Health PILs World Bank $48,100,000 Adamawa

Women for Health Programme

DFID$35,100,000

Yobe(5 states)

Partnership for Reviving Routine Immunization in

Northern Nigeria and Maternal Newborn Child

Health Initiative

DFID

$58,500,000

Yobe(4 States)

Support to the National Malaria Programme

DFID$115,700,00

0 Yobe(11 States)

Immunization and Disease Surveillance(Including Polio

Eradication Initiative)WHO $25,000,000

 Yobe, Borno and

Adamawa

Strengthening Integrated Delivery of HIV/AIDS and TB

Treatment Services (SIDHAS)

USAID$224,400,03

4 (Nationwide)

Yobe + Borno

Shaping Local Markets for Diarrhea Treatment

CIDA $14,250,000 Bauchi

Nigeria Evidence-Based Health Systems Initiative

(NEHSI)

CIDA $18,500,000 Bauchi

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Enhancing the Ability of Frontline Workers to Improve

Health in NigeriaCIDA $15,000,000 Bauchi

Accelerating the Reduction of Maternal & Newborn Mortality

CIDA $21,000,000

Adamawa, Borno,

Gombe, and Bauchi

Polio Eradication Program CIDA $18,000,000

Borno, Gombe,

Yobe, and Bauchi

Support to Scale up Maternal Newborn and Child Health

OutcomesUNICEF-EU $699,565 Adamawa

UNFPA Country Programe UN - UNFPA$4,200,000

(Nationwide)Borno +

Adamawa

Infrastructure

RAMP 2 World Bank $50,000,000 Adamawa

RAMP 2 AFD $15,000,000 Adamawa

Federal Roads Development Project

World Bank$330,000,000 (Federal

level)Adamawa

Nutrition

Working to Improve Nutrition in Northern Nigeria (WINNN)

UNICEF-DFID$40,700,000  Yobe, Borno

and Adamawa(5 States)

UNICEF Nutrition Response in Sahel

UNICEF-ECHO $424,038 Yobe, Borno

and Adamawa

Community Management of Severe Acute Malnutrition in

NigeriaUNICEF-CIFF $2,811,166

 Yobe, Borno and

Adamawa

Child Protection

Child Protection UNICEF $3,761,000 Yobe, Borno

and Adamawa

Water and Sanitation

Water Supply and Sanitation Sector Reform Programme (WSSSRP) Phase II & III

UNICEF $6,500,000 Yobe

Rural Water and Sanitation Sub Program in Yobe

AfDB $62,190,000 Yobe

Total (Only for State specific allocations- Nationwide / Multi State allocations not included)

$231,224,262

New Initiatives:

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Donor Programme/ ProjectAmount (Millions)

World Bank

Support to agricultural livelihoods (FADAMA III -Additional Financing)

N 1,600.00

Confidence restoring programs/ enhanced targeting of vulnerable populations to new/ existing programs (SPF Grant)

N 800.00

Energy (Clean Technology Fund)N

16,000.00

Social Safety Nets (CSDP)N

3,200.00

SubtotalN

21,600.00

DFID

Rural Roads Maintenance N 100.00

Support to skills training N 100.00Increasing availability and training of midwives and other health workers

N 750.00

Reducing Malaria through training healthcare workers and providing bed nets and malaria treatment

N 40.00

Technical Assistance across sectors

Subtotal N 990.00

AfDBRural Water and Sanitation Sub Program in Yobe

Dams reoperation and Trans boundary issues on climate change impact and social development issues

N 11,067.00

SubtotalN

11,067.00

Total Support (Million Naira)N

33,657.00Total Support 2014 (Million Dollars) $210.36

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Annex 6

Nigeria-North East, North Central and North West CCSD Talking Points

Background information

The World Bank was created for Europe and Asia reconstruction. Therefore, the World Bank has supported a number of countries that are experiencing

conflict/post conflict or have elements of fragility. These include Iraq, Colombia, Philippines, Afghanistan, Liberia, Sierra Leone, Northern Uganda, Sudan/South Sudan, Eastern DRC, Mali, Ivory Coast. In Nigeria, country has witnessed serious conflict in Delta state before the onset of Boko Haram in North East.

Common causes of conflict

Non inclusive development Existence of elite capture that may capture state-same people having control over

resources such as diamonds, access to government contracts etc. Youth unemployment Perceived intrusion in the country by foreigners-as in Afghanistan Quest for independence-Philippines Religion

Effects of conflict

Breakdown of social contract between citizens and the state State legitimacy being challenged Little government places in some local governments and regions Little economic activity Existence of increased female headed households

Bank work in such areas: Prominently governed by the findings of 2011 World Development Report-which looked at causes of stress and fragility

CCSD has recently reviewed and analyzed 53 CASs regarding conflict causes and how to link such causes of stress to projects that IDA finances in terms of mitigating the causes.

CCSD provides support to countries to do conflict analysis and what causes conflict.

Where there is conflict, Bank lessons for implementing projects have included the following:

Ensuring projects are implemented and adopt flexible approaches. Flexible financing options are adopted. Establishment of a risk framework to changing environment and how it affects project

implementation

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Where new projects are implemented, streamlined processing procedures are used. Alternative implementation arrangements are used such as NGOs, CSOs and CBOs. Design of projects is simplified. Design can also be flexible. Phased approaches are used. Community involvement and participation in implementation are used. Increased Information, education and communication is adopted. Usage of Monitoring Agents, Financial Management Agents and at times payment agents

to build capacity Scaled responses are used. Pooled mobile phone reporting is adopted. Reporting may take the form of GPS. Visual imagery from drones may be used. High resolution satellite imagery may be used. Third party monitoring may be used. Enhanced social accountability. Block grants may be used when making payments.

CCSD Approach to supporting Country Teams faced with situations of Fragility, Conflict and Violence (FCV):

No two situations of FCV are the same. The situations in Afghanistan, Haiti, Timor Leste, Iraq and South Sudan are all different and call for unique responses.

Therefore ‘no one size fits all’. There is need to understand the drivers of fragility in order to design the appropriate response

Putting together a panel to discuss the conflict in NE Nigeria was therefore an excellent idea and very helpful for the CCSD to listen to the analyses by the various panel members.

The choice of and amount of simplification needed to facilitate project implementation will depend on the nature of the challenges faced by the project teams as a result of the FCV situation.

CCSD has constituted an Operational Solutions Team (OST) with a mandate to support Country and Project Teams to ‘get things done’. The OST has experts in FM, Legal, Monitoring and Evaluation, Operations, Procurement, and Safeguards available to provide the support as needed.

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