SUPPORTED PROJECTS IN SIERRA LEONE
The disclosure of this information is in line with the World Bank’s Access to Information Policy approved by the Board of Executive Directors in November 2009. This new policy constitutes a major shift in the Bank’s approach to information disclosure, transparency, sharing of knowledge, and accountability. Clients and the general public now have access to a much broader range of information, particularly information about projects under preparation and implementation.
1.Sierra Leone Mineral Sector Technical Assistance
Lending Instrument: Technical Assistance Loan
Implementing Agency (ies): Ministry of Mineral Resources and Political Affairs
Contact:
Mohamed Sahr
Mobile: 076 562666
Email: [email protected]
Key Dates:
Board Approval Date 03-Dec-2009
Original Closing Date 03-Dec-2013
Effectiveness Date 15-Feb-2010
Revised Closing Date 30-Jun-2016
Amt Committed US$8.00 mn
Amt Disbursed US$5.88 mn
Project Development Objectives
The objective of the Project is to build the Recipient’s capacity to improve the management and regulation of the mining sector.
Component(s):
Component Name Component Cost
Overarching Legal and Regulatory
Frameworks for the Extractive Industries Sector 0.29
Institutional Strengthening for the extractive
Industries Sector 2.86
Project Management 0.25
Overall Ratings
Progress towards achievement of PDO Satisfactory
Overall Implementation Progress (IP) Satisfactory
Overall Risk Rating Low
Implementation Status Overview
The Project has made significant impact on the management of the extractive industries and has set the pace for government and donors. The Operational regulations, Precious Minerals Trading Bill, and Environment and Social Regulations for Mining were passed by Parliament and are now being applied. The Resettlement Policy has been the subject of studies and consultation, including a major exercise with affected communities in Lunsar, and will be finalized soon. Institutional strengthening is on high gear as a key output was completed with the creation of the NMA. In addition, support institutions, Petroleum Directorate and Strategy and Policy Unit (SPU), are receiving support in building staff capacity and provision of vital equipment, both ICT and office related items.
Additionally, the implementation delay previously highlighted in the last ISR has been resolved and the project team has made a significant effort to advance with some key procurement contracts. The mid term review carried out in September 2013 attested that the project is performing well and has met the majority of its objectives.
Key Decisions Regarding Implementation
The key concern relates to the sustainability of the institutional reforms supported by the project. The operationalization of the NMA is still an issue that requires attention as the hiring of new staff is still pending.
2.Integrated Public Financial Management Reform
Lending Instrument: Technical Assistance Loan
Implementing Agency (ies): Ministry of Finance and Economic Development
Contact:
Augustus Cole
Mobile: 232 22 222689 (Office)
+232 33 317250 (Mobile)
Email: [email protected]
Key Dates:
Board Approval Date 04-Jun-2009
Original Closing Date 31-Jul-2013
Effectiveness Date 15-Dec-2009
Revised Closing Date 31-Jul-2014
Amt Committed US$4.00 mn
Amt Disbursed US$4.00 mn
Project Development Objectives:
The project development objective is to support Government of Sierra Leone in sustainably improving the credibility, control and transparency of fiscal and budget management.
Component(s)
Component Name Component Cost
Component 1 Strengthening Macrofiscal Coordination
and Budget Management 2.15
Component 2 Reinforcing the Control System for
Improved Service Delivery 3.04
Component 3 Strengthening Central Finance Functions 12.20
Component 4 Assisting Non-State Actors# Oversight 1.00
Component 5 Project Management 1.93
Overall Ratings
Progress towards achievement of PDO Satisfactory
Overall Implementation Progress (IP) Moderately Satisfactory
Overall Risk Rating Moderate
Implementation Status Overview
The Project Team overall rating of the project implementation status is moderated satisfactory. While the Project Team was unable to make a full project Implementation Support Mission (ISM) during the last semester of 2013 due to lack of Project Management availability (new project was under preparation and 2014 budget formulation was taking more time than expected), the Bank Team was able to provide regular technical assistance support and coaching in the areas such as Public Procurement, ICT and Project Administration to ensure that critical project activities were implemented. The Project Implementation and Results Framework will be updated during our next ISM scheduled before project closing date. The 2013 Procurement Plan was retroactively approved after appropriate information requested by the Bank was incorporated. The Project Management team was reinforced with the transfer of a MoFED Procurement Specialist and the hiring of two Procurement Assistances as recommended during the last ISM.
Key Decisions Regarding Implementation
As of January 8, 2014, the level of disbursements has increased to about 99.63% and 90.31% respectively for the MDTF (TF-95389) IDA (H-4930) respectively.
3.Sierra Leone - Financial Sector Development Plan Support Project
Implementing Agency (ies): Ministry of Finance and Economic Development
Contact:
Ms Esther M. Johnson
Email : [email protected]
Phone no. : 076-604591 or 033-323631
Key Dates:
Board Approval Date: 07-Apr-2011
Original Closing Date: 31-Dec-2015
Effectiveness Date: 20-Jul-2011
Revised Closing Date: 31-Dec-2015
Amt Committed US$4.00 mn
Amt Disbursed US$0.44 mn
Project Development Objectives
The project development objective is to strengthen the capacity of the Bank of Sierra Leone and contribute to improve efficiency in financial intermediation, safeguard financial sector stability, reduce transaction costs of money transfer and expand access to financial services.
Component(s): Component Cost
Component 1: Enhancing access to financial services 1.60
Component 2: Building financial sector reform and
oversight capacity of the BSL 2.40
Overall Ratings:
Progress towards achievement of PDO Moderately Satisfactory
Overall Implementation Progress (IP) Moderately Unsatisfactory
Overall Risk Rating Moderate
Implementation Status Overview
This ISR reports the finding on a mission conducted in three occasions: in March, May and October, all in 2013. Since its effectiveness in 20-Jul-2011 Project Implementation of the project has started but remains slow and clearly lags from the original implementation plan. Limited progress has been made so far towards achieving project objectives.
Key Decisions Regarding Implementation:
Project focus on Bank of Sierra Leone capacity development and activities will be maintained. Close implementation support will be maintained. A mid-term review is expected to be conducted in February-March 2014. It will provide the opportunity to address impediments in project implementation and explore options to ensure contemplated activities are adequate and can be implemented in a reasonable timeframe (building on the findings of the missions conducted in 2013).
4.SL Public Sector Pay & Performance
Lending Instrument: Specific Investment Loan
Implementing Agency (ies): Public Sector Reform Unit
Sonia Umu Karim
Mobile: 076-209873/076-600112/033-600112
Email: [email protected] ; [email protected]
Key Dates:
Board Approval Date 31-May-2012
Original Closing Date 31-Oct-2015
Effectiveness Date 23-Oct-2012
Revised Closing Date 31-Oct-2015
Amt Committed US$17.0 mn
Amt Disbursed US$8.12 mn
Project Development Objectives
Improve competitiveness in pay, performance management and accountability of, and increase staffing of middle and senior staff in, the civil service in Sierra Leone.
Component(s)
Component Name Component Cost
Support to the GoSL’s Reform Program
Technical Assistance 2.00
Overall Ratings:
Progress towards achievement of PDO Satisfactory
Overall Implementation Progress (IP) Satisfactory
Overall Risk Rating High
Implementation Status Overview
The project performance continues to be satisfactory but some delays were observed in LTA’s recruiting. A withdrawal application of $3.5 million for the achievement of Year 1 and advance of Year 2 DLIs was paid. A Leadership program with the participation of MoFED, PSC and PSRU and RRI initiatives are clearly making a difference in project’s implementation. The Mission approved the procurement plan associated with the technical assistance component. The Government is now focusing on the DLIs of FY2.
Key Decisions Regarding Implementation
No issues at this time.
5.Rural and Private Sector Development
Lending Instrument: Specific Investment Loan
Implementing Agency (ies): Public Sector Reform Unit
Contact:
Peter Kaindaneh
Mobile: 076 645947
Email: [email protected]
Key Dates:
Board Approval Date 22-May-2007
Original Closing Date 14-Nov-2012
Effectiveness Date 30-Jun-2008
Revised Closing Date 14-Nov-2015
Amt Committed US$50.00 mn
Amt Disbursed US$40.54 mn
Project Development Objectives
To increase production of selected agricultural commodities by 20 percent and sales by 10 percent through improvements in efficiencies along the value chain for targeted beneficiaries.
Component(s):
Component Name Component Cost
Domestic Market Improvement 11.37
Agricultural Export Promotion 6.12
Support to farmer-based Organizations and Technology
Improvement 7.03
Policy Regulations, Project management, Monitoring and
Evaluation 5.47
Overall Ratings:
Progress towards achievement of PDO Satisfactory
Overall Implementation Progress (IP) Satisfactory
Overall Risk Rating Moderate
Implementation Status Overview
The project has supported the construction of district/community market infrastructure in all the 13 districts. All markets have been completed. Contracts on the civil works for the feeder roads rehabilitation are in progress. A total of 84 Farmer-based organizations have been supported with buildings and drying floors for rice and rice processing equipment (Rice mills, destoners and generators). For 2012/13 season, a total of 729.25 mt of grade 1 cocoa has been exported and the cooperatives are attracting foreign businesses in Japan who are interested to invest in cocoa production in Sierra Leone. The most recent figures on cocoa exports to be updated after the forthcoming mission scheduled for November 25 - During the previous mission, the main challenge identified was the delay in the procurement of contractors for the feeder roads rehabilitation. However, this has since been addressed as all the contracts have now been awarded and the civil works are in progress. The main challenge now is to ensure close contract management to ensure that all contracts currently under implementation are properly managemend and followed up to ensure that they are properly executed. the project period Volume of export of selected value chain commodities increased by 10% for targeted beneficiaries
Key Decisions Regarding Implementation
i. All outstanding procurements under component 1 completed.
ii. The feeder roads Maintenance Strategy prepared and implementation to be coordinated by Sierra Leone Roads Authority (SLRA)
iii. PCU in collaboration with local councils should undertake an inventory of all feeder roads contracts that were terminated under the first phase and develop an action plan to ensure that the roads that were not completed are included under the implementation of the second phase. The inventory exercise should be completed by March 30, 2013.
iv. PCU in collaboration with Local Councils should urgently review their roles and responsibilities regarding contract management for infrastructure constructed at the local level.
v. Inventory of the FBO processing equipment so far provided to FBOs has been established and plans are underway to address those that are not functional.
vi. PCU has already undertaken the analysis to assess the scope of scaling up of successful activities. The proposal was submitted to the Bank for review and review comments were provided. The PCU is planning to implement the scaling-up.
vii. The PCU M&E should scale-up its monitoring and follow-up of project implementation to ensure that all challenges are brought to the attention of project management and other relevant officials for appropriate remedial measures on a continuous basis. This should also include activities on gender mainstreaming. The M&E framework should be reviewed to include this continuous feedback process into project implementation.
viii. The PCU FM completed the review the financial status of the project and facilitated the request for reallocation of resources. The reallocation was approved by the Bank.
ix. The PCU should improve its capacity in results reporting and communication to ensure that stakeholders are kept aware of the implementation arrangements; success stories as well challenges being encountered on a continuous basis. The PCU should review its communication strategy and results reporting plan and submit it for review by May 30, 2013.
6.SL-GEF Biodiversity Conservation Project
Lending Instrument: GEF Grant
Implementing Agency: World Bank
Contact:
Kate M. B. Garnett (Mrs.)
Email: [email protected]
+232 76 627 320
+232 88 627 320
+232 33 423 327
Key Dates
Board Approval Date 21-Jan-2010
Original Closing Date 01-Dec-2014
Effectiveness Date 27-May-2010
Revised Closing Date 01-Dec-2014
Amt Committed US$5.00 mn
Amt Disbursed US$2.62 mn
The Project Development Objective (PDO)/Global Environmental Objective (GEO) is to assist GoSL in improving the management of selected priority biodiversity conservation sites (CSs) and enhancing its capacity for replication of best biodiversity conservation practices.
Component(s)
Component Name Component Cost
Strengthening of the National Framework for
Biodiversity Conservation 0.80
Conservation Site Planning and Management 4.50
Project Management, Monitoring and Evaluation 0.70
Overall Ratings:
Progress towards achievement of GEO Satisfactory
Overall Implementation Progress (IP) Moderately Satisfactory
Overall Risk Rating High
Implementation Status Overview
1.The National Steering Committee has been established as a condition for effectiveness, and it plays a key role in providing the intersectoral collaboration needed to achieve project objectives.
2.41 members of the Conservation Site Management Team were deployed to the three conservation sites and were trained in the use of basic field equipment for wildlife identification and monitoring. Quarterly plans have been produced with input from the communities. Species captured by camera traps include Forest Elephant, Common Hippo, Water buck, Yellow-back duiker, Maxwell duiker, Brush-tail porcupine.
3.The socio-economic surveys for OKNP, LMNP, and KHFR are finalized and their results will be used to develop the Community Action Plans and livelihood programs for all conservation sites.
4.Conservation Site Management Committees are established for all three sites with members of District councils and chiefdom authorities.
5.Alternative livelihood support: pineapple, groundnut and cashew nut have been supplied to pilot farmers. Study tour between the farmers and processing plant was conducted.
6.Policy and Legal Framework: Biodiversity and Wetland Conservation issues are to be included into the National natural resource management legal framework. Three Draft Bills are expected to be produced on Forestry, Wildlife, and Wetlands conservation in 2014.
7.The Management Plans for LMNP and OKNP were completed. Work plans for all three BCP conservation sites have been produced. The scores for Management Effectiveness have increased for the tree parks significantly in 2013 compared to the baseline assessment in 2011 and are well above the established targets (OKNP: from 41.40% to 54,40%; KHFR: from 18,40% to 46,70%, LMNP: from 21,8% to 57,5%).
8.Civil Works: Consulting services for design and supervision of civil works for Kangari Hills and Outamba-Kilimi National Park are being recruited. A local architectural firm has been identified for the design and supervision of civil works at Kangari Hills and OKNP.
9.GIS equipment is in place (hard and software) and thematic maps are being produced for field activities and planning.
10.Training Needs Assessment has been completed based on which a comprehensive training program will be developed and offered to Forestry division staff and field staff in the three conservation areas.
Key Decisions Regarding Implementation
The National Steering committee needs to serve as an advisory and mechanism to link multi-sectors and duplicate lessons and experiences learned from the project.
7.Sierra Leone Energy Access Project - Sierra Leone Infrastructure Development Fund
Lending Instrument: Specific Investment Loan
Implementing Agency (ies): Ministry of Energy and Power
Contact:
A K Gupta
Mobile: 079 132258
Email: [email protected]
Key Dates
Board Approval Date 31-Jan-2013
Original Closing Date
Effectiveness Date
Revised Closing Date 31-Oct-2015
Amt Committed US$16.00 mn
Amt Disbursed US$2.82 mn
Project Development Objectives
The Project Development Objective are to: : (i) reduce losses in electricity supply in Freetown Capital Western Area; (ii) improve commercial performance of the National Power Authority; and (iii) increase access to electricity in selected rural areas.
Component(s)
Component Name Component Cost
Rehabilitation of Primary Distribution Network,
Loss Reduction and Improvement of NPA’s
Operational and Commercial Performance 13.31
Rural Electrification 1.46
Project Implementation Management 1.22
Overall Ratings
Progress towards achievement of PDO Satisfactory
Overall Implementation Progress (IP) Satisfactory
Overall Risk Rating High
Implementation Status Overview
The Project just became effective. It is too early to report any progress towards development objectives.
8.Sierra Leone Artisanal Mining Community Development and Sustainable Livelihoods
Lending Instrument: Technical Assistance Loan
Implementing Agency (ies):
Contact:
Sullay Sesay
Mobile: 076 663 146
Email: [email protected]
Key Dates:
Board Approval Date 06-Jul-2011
Original Closing Date 28-Jul-2015
Effectiveness Date 28-Jul-2011
Revised Closing Date 28-Jul-2015
Amt Committed US$2.75 mn
Amt Disbursed US$2.57 mn
Project Development Objectives:
The development objectives of this project are to pilot community-driven capacity building, empowerment, and participatory decision-making in artisanal and small scale mining communities, enhance social accountability and promote closer cooperation on environmental and social challenges and increase the participation, and enhance the overall sustainable livelihoods of women and other vulnerable groups in artisanal communities. A parallel objective is to support the transition into alternative and more sustainable livelihoods, especially in the agriculture sector, for diamond ASM communities.
Component(s)
Component Name Component Cost Capacity Building and Skills Training for
Local Development 490100.00
Strengthening Governance and Empowering Miners
in the ASM Sector 233590.00
Management of Community Block Grants 807500.00
Livelihoods Diversification 802800.00
Capacity Building for Project Management and
Monitoring and Evaluation 473000.00
Overall Ratings:
Progress towards achievement of PDO Satisfactory
Overall Implementation Progress (IP) Moderately Satisfactory
Overall Risk Rating Substantial
Implementation Status Overview
After 18 months of project implementation, the overall progress of the JSDF grant is satisfactory. Some delays have occurred in the implementation of the livelihood training and microcredit components however, the procurement of the firm/NGO who will undertake this activity is already underway. This activity will focus on market linkages. Besides skills such as carpentry, soldering, mechanics, the training will also focus on value-added activities, such as diamonds assessment and polishing.
Key Decisions Regarding Implementation
After 18 months of project implementation, the overall progress of the JSDF grant is satisfactory with the main activities being implemented aiming to achieve the project’s objectives. Of the 75 projects planned to be implemented through the grant 30 have been successfully concluded and 45 are currently under implementation.
9. Strengthening of Accounting Profession in Sierra-Leone (P128030)
Lending Instrument: Institutional Development Fund
Implementing Agency (ies): Institute of Chartered Accountants of Sierra Leone
Contact:
Mr. Christian Johnson
Mobile: 076 647511
Email: [email protected] /
[email protected]
Key Dates:
Board Approval Date 29-Mar-2012
Original Closing Date 04-Jul-2015
Effectiveness Date 04-Jul-2012
Revised Closing Date 04-Jul-2015
Amt Committed US$0.498 mn
Amt Disbursed US$0.31 mn
Project Development Objectives
The development objective of the proposed IDF Grant is to support the Institute of Chartered Accountants of Sierra Leone (ICASL) critical reforms programs. Specifically, it will assist ICASL to: (i) achieve full compliance with some of its mandatory membership obligations to the International Federation of Accountants (IFAC); (ii) undertake preparatory work for future compliance with the rest of the SMOs; and (iii) strengthen its institutional structure to sustain its on-going reform.
Component(s)
Component Name Component Cost
Implementation of Action Plans to fulfill IFAC#s
Statement of Membership Obligations 422560.00
Enhancing ICASL#s Governance Capacity and
Stakeholders# IEC Outreaches 70490.00
Project Audit 5000.00
Overall Ratings:
Progress towards achievement of PDO Satisfactory
Overall Implementation Progress (IP) Moderately Satisfactory
Overall Risk Rating Moderate
Implementation Status Overview
Project implementation is on track, basically. Procurement clearances have been obtained for consultancy activities. Some training activities have been achieved while others are well programmed. However, actual recruitment of consultants and commencement of training has been further delayed by administrative challenges in the institute’s Secretariat, but are now been tackled by the Institute, ICASL. The procurement process of the consultants is envisaged to be completed within Q4 of 2013 calendar year as part of the significant implementation progress expected in the second half of 2013. The necessary foundations have been laid for this to happen.
Key Decisions Regarding Implementation
10. Decentralized Service Delivery Program II
Lending Instrument: Adaptable Program Loan
Implementing Agencies: (i) Ministry of Finance (ii) Decentralization Secretariat
Contact:
Mr. Adams Kargbo,
Ag, Coordinator, IPAU
Tel. 23276614710, email: [email protected]
Key Dates
Board Approval Date: 20-Dec-2011
Original Closing Date: 31-Dec-2015
Effectiveness Date: 02-Jul-2012
Revised Closing Date: 31-Dec-2015
Amount Committed: US$26
Amount Disbursed: US$ 9.09
*Disbursements are expected to show an increase as the team is preparing and submitting the financial expenditures documentation for Q4 2013
Project Development Objectives:
The overall objective of the program is to support decentralized delivery of basic services in Sierra Leone and the PDO for the second phase remains unchanged: i.e. to m(i) strengthen the Recipient’s capacity to manage decentralized services; (ii) improve availability and predictability of funding for Local Councils (LCs); and (iii) strengthen the Recipients inter-governmental fiscal transfer system.
Component(s)
Component Name
Component 1: Grants to LCs (US$24.3m).
Component 2: Capacity Development & Technical Assistance to Strengthen LCs and MDAs capacity (US$3m)
To carry out their core functions and central government capacity to provide adequate strategic guidance and oversight to LCs
Component 3: Results and Social Accountability (US$4.10m)
This component will support the focus on social accountability throughout the project, which will be scaled up over the implementation period.
Component 4: Project Management (US$1.2m)
The objective of this component is to ensure timely implementation and satisfactory monitoring of the project - financing administrative and operational costs.
Overall Ratings:
Progress towards achievement of PDO Satisfactory
Overall Implementation Progress (IP) Satisfactory
Overall Risk Rating Moderate
Implementation Status Overview
Project implementation is underway under all components in line with the updated annual work plan. The Project team has accelerated the capacity building activities at the national and local levels to ensure implementation activities and targets are achieved in line with the project objectives, especially (a) LC capacity to better manage availability and quality of social services; and (b) MDA capacity and commitment to provide policy guidance and service delivery oversight. Monitoring and supervision have also been scaled up to provide the requisite support to Local Councils in implementing Component 1. Direct project beneficiaries, of which are female
(52%)
11. Youth Employment Support
Lending Instrument: Emergency Recovery Loan
Implementing Agencies: National Commission for Social Action (NaCSA)
National Youth Commission (NAYCOM)
Childfund, PARD/SL, HELP/SL
Contact:
Mr. Adams Kargbo,
Ag, Coordinator, IPAU
Tel. 23276614710, email: [email protected]
Key Dates:
Board Approval Date: 30-Jun-2010
Original Closing Date: 30-Jun-2013
Effectiveness Date: 18-Oct-2010
Revised Closing Date: 31-Dec-2014
Amount Committed: US$20m Amount Disbursed US$18.652
Project Development Objectives
The specific objective of the program is to increase short term employment opportunities and to improve employability and incomes of targeted youth. The program seeks to address constraints on the demand and supply side of the labor market namely: (i) to improve technical capacity and promote creation and/or expansion of small youth owned enterprises in economically viable activities; (ii) to improve skills base of young people to make them more employable; and (iii) to provide a safety net and income supplement for the most vulnerable youth through public works. The program will be scaling up ongoing interventions to increase number of beneficiaries and expand geographic coverage. The project will pay particular attention to learning from its experiences through impact evaluations designed around different interventions. Finally, the program is expected to reduce social pressures and the risk of conflict by providing employment support to about 30,000-35,000 vulnerable youth over a period of three years.
Component(s)
Component 1: Cash for Works (US$10m)
Component 2: Skills Development and Employment Support (US$7.5m)
Component 3: Institutional Support, Policy Development and Impact Evaluation (US$2.5)
Overall Ratings:
Progress towards achievement of PDO Satisfactory
Overall Implementation Progress (IP) Satisfactory
Overall Risk Rating Moderate
Implementation Status Overview
Component 1: Cash-for-Work
The 86 sub-projects in the third and final round of the Cash-for-Work component of the project were launched between August and November 2013. As in the first two rounds, road construction and rehabilitation was the main activity (70%). Unlike in the first two rounds, about 27% of the third round sub-projects were in agriculture while the rest were in climate change activities. This third round is also the first to be implemented under the new model where payments are being made electronically (by mobile money). Implementation of the third round is progressing well and the average payment time has been reduced from two months after submission of the time sheets by communities to one week. By November 2013, about 95% of the planned 470 sub-projects have been implemented with approximately 28,000 youths as beneficiaries, 33% of which are female.
Component 2: Skills Development and Employment Support. Two rounds of training in skills and entrepreneurship development targeting 9000 youths were planned for this component. Training for the first round of beneficiaries has been completed for 3660 youth comprising urban youth with lower levels of education, urban youth with higher levels education and rural youth. The average completion rate during the first round is about 95%. The training content focused business management, on-the-job-training and food processing. The three implementing NGOs completed, in November 2013, the recruitment of the second and last round of 5,500 trainees. Training of the second and last batch of trainees is on course and expected to be completed in September 2014.
Component 3: Institutional Support, Policy Development and Impact Evaluation. The Ministry of Youth is now preparing a Cabinet Paper on the draft youth policy following reviews and comments from various stakeholders during the nationwide consultations. The draft is expected to be tabled in Cabinet for approval in 2014. As at December 2013, the National Youth Commission reports having completed the establishment of 12 District Youth Councils (86%). DYC elections are now outstanding for only two of the fourteen districts, namely Kono and Kailahun. The baseline data collection for the impact evaluation of training for youths with higher levels of education implemented by HELP-SL was completed in October 2013 and the final cleaned data has been used to prepare a draft report of the impact evaluation.
12. Reproductive and Child Health ProjectII
Lending Instrument: Specific Investment Loan
Implementing Agency: (i) Ministry of Finance (ii) Ministry of Health and Sanitation
Contact:
Mr. Adams Kargbo,
Ag, Coordinator, IPAU
Tel. 23276614710, email: [email protected]
Key Dates:
Board Approval Date: 07-Jun-2010
Original Closing Date: 31-Oct-2013
Effectiveness Date: 01-Oct-2010
Revised Closing Date: 30-Apr-2015
Amount Committed: US$38m
Amount Disbursed: US$21.44
Project Development Objectives
The PDO is to increase utilization of a package of essential health services by pregnant and lactating women and children under the age of five.
Component Name
Component(s)
Strengthening of Service Delivery (US$13.50m)
Capacity Building (US$6.50m)
Overall Ratings
Progress towards achievement of PDO Satisfactory
Overall Implementation Progress (IP) Moderately Satisfactory
Overall Risk Rating High
Implementation Status Overview
This is an update based on an implementation support mission carried out October 6-18, 2013. Progress towards achievement of development objectives continues to be rated Satisfactory and Implementation Progress (IP) remains Moderately Satisfactory. Most of the indicators are heading in the right direction as evidenced by the mid-2013 progress data. The indicator on children under five who slept the previous night under an ITN has reduced due to the reduction in the effectiveness of the ITNs distributed in 2010. To ensure continuous high utilization and continuous reduction in malaria related morbidity and mortality among children, the Government is preparing to procure and distribute new malaria bed nets in 2014 and this is expected to improve utilization.
The closing date of the original financing and the first additional financing have been extended for eighteen months from October 31, 2013 to April 30, 2015, respectively, to ensure that the currently stalled activities will be fully implemented. A second additional financing was approved on August 30, 2013 to extend the scope of the project and especially the performance-based financing to some private peripheral health units and to additional six hospitals. Since the first additional financing became effective in April 2013 and funds becoming available in July 2013, implementation progress picked up under the capacity building component.
Key Decisions Regarding Implementation
The original project closing date has been extended from October 31, 2013 to April 30, 2015 while the second additional financing will close on October 31, 2016.
13. Rapid Response Growth Poles: Community-Based Livelihood and Food Support Program (HABOPE)
Lending Instrument: Specific Investment Loan
Implementing Agency: National Commission for Social Action (NaCSA)
Contact:
Saidu Conton Sesay
Commissioner, NaCSA
[email protected]
Key Dates
Board Approval Date: 28-Sep-2010
Effectiveness Date: 07-Mar-2011
Closing Date: 01-Dec-2014
Amount Committed: US$2.81m
Amount disbursed:
Project Development Objective
The PDOs are to: (i) reduce hunger and deprivation in two of the poorest Districts of the Recipient s territory in the Seli River area, directly affected by the global economic crisis and recent drought and flooding, by distributing food packages to targeted groups; and (ii) restore livelihoods, sustain services, and enhance local capacities through Rapid Response Growth Poles (RRGP) activities.
Project Components
I. Rapid response growth pole, income, food and livelihood security sub-projects (US$2.39M)
II. Establishment of community-based social accountability and participatory monitoring mechanisms (US$0.32)
III. Project management (US$0.10m)
Overall Ratings
Progress towards achievement of PDO: Satisfactory
Overall Implementation Progress (IP): Satisfactory
Overall Risk Rating: Moderate
Implementation Status Overview
The project is progressing towards achieving its development objectives. Specifically, hunger reduction and deprivation has been alleviated through the distribution of food packages to targeted groups (approximately 88% of the target groups have received Food for Work) and participation in Cash for Work activities. In addition, road access investments have been completed in excess of targets; boats to enhance river transportation have been constructed and landing points are under construction. Livelihood restoration and enhancement of local capacities are being achieved through the Cash for Work activities; the income generating activities through the communication centers which have been modest yet promising, in some of the communities; and livelihood entrepreneurship activities through the small grants. However, more work needs to be done to strengthen beneficiary capacity and ensure sustainability.
14. West Africa Regional Communications Infrastructure Program
Lending Instrument: Specific Investment Loan
Implementing Agency (ies): Ministry of Information and Communication
Contact:
Julius A. Kamara
Mobile: 076 630291
Email: [email protected]
Key Dates
Approval Date 20-Jan-2011
Effectiveness Date 29-Apr-2011
Closing Date 30-Sep-2015
Amt committed US$31 million
Amt undisbursed US$ 2.7116 million
Project Development Objectives
WARCIP seeks to increase the geographical reach of broadband networks and reducing the costs of communications services in West Africa. Under APL1-A, the objectives of the Projects, thus, are to increase the geographical reach of broadband networks and to reduce costs of communications services in the territory of Liberia and Sierra Leone.
Components Cost (US$m)
Supporting Connectivity 26.75
Creating an Enabling Environment for Connectivity 2.93
Project Implementation 1.32
Overall Ratings
Progress towards achievement of PDO Moderately Unsatisfactory
Overall Implementation Progress (IP) Moderately Unsatisfactory
Overall Risk Rating Moderately Unsatisfactory
Implementation Status Overview
This ISR refers to results of a supervision mission conducted in Liberia between October 08 and October 12, 2012 and Sierra Leone mission conducted in August 13-16, 2012. The Sierra Leone input in the ISR is also based on virtual discussions since the August 2012 mission.
Progress towards achieving the PDO is rated Moderately Unsatisfactory. Given the very high disbursement rate of about 91.81%, the recent developments in Sierra Leone are rather unfortunate, as until then, the agreement between Government and nine private operators to jointly own and manage the cable was unprecedented and very laudable. Significant evidence exists to suggest that Government has since decided to reverse policy decisions on liberalization of the international gateway and divestiture of SALCAB. These decisions are likely to have a negative impact on the Development Objective of the project which is to increase coverage and reduce the price of connectivity for the people of Sierra Leone.
Key Decisions Regarding Implementation
Government is expected to respond to World Bank request for plan and timeline for a resolution of divestiture and gateway liberalization issues by January 31, 2014.
15. West Africa Regional Fisheries Program
Lending Instrument: Adaptable Program Loan
Implementing Agency (ies): Ministry of Fisheries and Marine Resources
Contact:
Salieu Sankoh
Mobile: 078 698115 /030 247854
Email: [email protected]; [email protected]
Project Development Objectives:
West Africa Regional Fisheries Program (P106063)
The Project Development Objective is to sustainably increase the overall wealth generated by the exploitation of the marine fisheries resources of West Africa, and the proportion of that wealth captured by West African countries.
West Africa Regional Fisheries Program (P108941)
Global Environmental Objective
The Project Development Objective is to sustainably increase the overall wealth generated by the exploitation of the marine fisheries resources of West Africa, and the proportion of that wealth captured by West African countries.
Key Dates
Board Approval Date 20-Oct-2009
Effectiveness Date 19-Apr-2010
Closing Date 15-Dec-2014
Amt committed US$23. million
Amt undisbursed US$ 19.3 million
Component(s) Cost(US$m)
Good Governance of the Fisheries 18.40
Reduction of Illegal Fishing 17.70
Increased Contribution of Fish Resources to Local Economies 11.60
Coordination, M&E and Program Management 8.60
Overall Ratings:
Progress towards achievement of PDO Moderately Satisfactory
Progress towards achievement of GEO Moderately Satisfactory
Overall Implementation Progress (IP) Moderately Satisfactory
Overall Risk Rating
Overall Safeguards Rating Satisfactory
Implementation Status Overview
This ISR is based on the mid-term review that was carried out in Senegal (Feb 3- Feb 9), Cape Verde (Feb 9 to 16), Sierra Leone (March 10-15) and Liberia (March 16-22). The review concluded at the Steering Committee meeting in June where best practices and workshop to exchange lessons learned have be shared. After 2.5 year of implementation in Cap Verde, Liberia, Senegal and Sierra Leone, the program’s first impacts are beginning to occur. In many cases the first step is to support establishment of the rule of law on the water and the reduction of massive amounts of illegal fishing (equivalent to a third of total fish value in some countries). The USA, UK, EC and others have joined forces with the Bank in to reduce illegal fishing in a number of countries. Within weeks of publicly disclosing fishing licenses and revenues in Liberia, a number of fraudulent licenses were discovered, worth more than annual revenues collected from official licenses (revealing a pattern of fraud over years). Illegal boats that used to pillage fish stocks are now routinely pursued and arrested in Sierra Leone and Liberia and neighboring artisanal fishermen have reported increased catches. Only in Sierra Leone where the patrol vessel became operational in mid-2012, arrests have generated $1 million of fines and catches have increased by 42% in targeted communities. Reduction of illegal fishing is just one of several pathways towards more productive fisheries supported by the West Africa Regional Fisheries Program (WARFP). Together with support to clear out illegal fishing, the program is continuing to assist countries to build more sustainable and profitable fisheries through governance reforms focused on limited and secure access rights, stakeholder empowerment, transparency and a strong enabling environment for business, and then on this basis the development of infrastructure and skills to boost private investments for greater value added locally - so that West African countries capture a bigger share of the returns from healthier fish stocks. Encouraging progress are also taking place on governance reform. Senegal’s progress in developing successful community-based co-management has resulted in improved well-being for the entire community. Senegal has approved a new bill which will limit the number of boats. Cape Verde’s incentive-based approach to encourage registration, as well as the use of metal license plates has been remarkable.
Key Decisions Regarding Implementation
The action plans were developed during the mid term review and most countries are following these action plans, although the
progress is behind schedule. Project in Cap Verde has been restructured to better focus activities towards achieving the PDO.
7. SL-GEF Wetlands Conservation Project
Lending Instrument: GEF Grant
Implementing Agency: Ministry of Agriculture
Contact: Kate M. B. Garnett (Mrs.)
Email: [email protected]
Tel: +232 76 627 320/+232 88 627 320/+232 33 423 327
Key Dates
Board Approval Date Mar 24, 2011
Original Closing Date 30-June-2015
Effectiveness Date June 1, 2011
Revised Closing Date 30-June-2015
Amt Committed US$1,800,000 mn
Amt Disbursed US$598,411 mn
The Project Development Objective (PDO) and Global Environmental
Objectives (GEO) are to improve strategic and operational conservation
management of wetland areas in Sierra Leone.
Component(s)
Component Name Component Cost
Strategic Planning for Wetland Conservation 0.15
Wetland Conservation Site Planning and Management 1.545
Project Management 0.105
Overall Ratings:
Progress towards achievement of GEO Satisfactory
Overall Implementation Progress (IP) Moderately Satisfactory
Implementation Status Overview
The WCP implementation has been delayed because of the delay with the recruitment of the Project Management Team. The WCP project finally started in June 2013 with hiring an International and National consultants who joined the established BCP Project Management Team in Makeni. WCP has made a good progress in the last few months. Achievements to date include:
1. An inception report has been prepared. Inception workshop was conducted in August 2013 to present achievements to date to the Forestry Division officials and seek feedback and validation.
2. Law review is under way. This is a joint effort with the Biodiversity Conservation Project. Biodiversity and wetland conservation issues will be included in the national natural resource management legal framework. Evaluation of technical and financial proposals for consulting services was completed to support the law review and update.
3. The National Steering Committee was established to play a key role in providing the intersectoral collaboration needed to achieve the project development objectives. The Committee is chaired by the Minister of MAFFS. The second meeting held on December 6th 2013 discussed WCP achievements and challenges as well as linkages with other projects (e.g. WARFP).
4. An annual work plan and budget plan have also been prepared and reviewed/approved by the WB. The WCP procurement plan has been reviewed and updated. Consultative meetings with the communities have been conducted for Management Effectiveness Tracking Tools (METT) assessment for both sites.
5. The Conservation Site Management Team (CSMT) is established with two site managers and two site assistant managers per site. 26 members of the CSMT have been deployed at the two conservation sites and have received training in the use of basic field equipment (GPS, compass, maps and data sheets). CSMTs have commenced regular patrols, monitoring human and wildlife activities. Temporary office space and accommodation facilities are secured for both WCP sites.
6. Coordination and visits to other institutions/projects relevant for the two sites are being held. WCP objectives, approaches, and PMT has been introduced to traditional and political leaders in Tonkollili, Port Loko and Western area District Officials, members of District Councils, Paramount Chiefs and key members of chiefdom administrations. Meeting with District Councils, local authorities and MAFFS district representatives were held to introduce the project.
7. The Project Management Team (PMT) for both BCP and WCP is in place in Makeni’s office and is holding regular monthly meetings with CSMTs to monitor progress and provide on the job training.
8. Procurement of office and field equipment is in place and it is used by field staff (e.g. GPS for patrolling, computers for reporting, camera traps for wildlife monitoring etc.). Procurement of vehicles, motorbikes and bicycles was completed.
Key Decisions Regarding Implementation
After the recruitment of PMT, the project is moving forward. However, due to the delay, there is a concern that not all the activities designed for the project will be completed by the end of the project. The WB supervision mission in November 2013 helped to assess the progress and feasibility of finishing all the activities on time. Extension of the project might be necessary.
Monday June 23, 2014
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