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Supervision report
Contents
Abbreviations and acronyms iii
A. Introduction 1
B. Overall assessment of SSLDP implementation 2
C. Outputs and outcomes 3
D. SSLDP implementation progress 6
E. Fiduciary aspects 8
F. Sustainability 9
G. Conclusion 10
List of Figures
List of Tables
Table 1: 2013 Budget Execution Review 30 September 2013 8
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South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
Appendices
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South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
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South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
A. Introduction
1. The Government of the Republic of South Sudan and The International Fund for Agricultural
1
Development (IFAD) fielded a Mission to the Republic of South Sudan during the period 20
October to 2 November 2013 to supervise and, where required, provide implementation support
to the South Sudan Livelihoods Development Project (SSLDP).The main objectives of the
supervision mission were to review: (i) Status of implementation against expected outputs and
2013/2014 Annual Work plan and Budget; (ii) Status of execution of actions agreed during the
Midterm Review; (iii) Procurement and contract management processes; (iv) Effectiveness of
programme coordination; and (iv) Development results to date and sustainability.
2. The Mission held discussions with the Ministries of Agriculture, Forestry, Tourism, Animal
Resources, Fisheries, Cooperatives and Rural Development (MoAFTARFCRD), Roads and
Bridges (MRB), Water Resources and Irrigation (MWRI). Discussions were also held with the
Project Management Unit, the County Coordination Units, and with the NGO Service Providers
to discuss issues related to the Project’s implementation progress, including any constraints
encountered. In 7 days, the Mission visited selected project sites in the 5 counties to interact
with the target groups and assess benefits to them. Places visited included Terekeka, Juba,
Bor, Lafon/Lopa and Magwi counties; where interest groups in the two payams at each of the
counties were visited and round-up meetings were held in the concerned counties. The purpose
of the round-up meetings was to present and validate the Mission’s observations, conclusions
and recommendations at County level.
3. A wrap-up meeting was held on the 1 November 2013 in Juba under the chairmanship of the
Hon. Lily Albino Akol Akol, Deputy Minister of MAFTARFCRD, and attended by
undersecretaries and representatives of the relevant government ministries and the
implementing units. The meeting discussed the Mission’s findings, conclusions and
recommendations as contained in the draft Aide Memoire.
4. The project financing agreement was signed on 5 February 2009 with an implementation
period of 6 years. The mid-term review of the project took place in August-September 2012.
The total project cost is USD 26.5 million with the GRoSS contribution of USD 2.8 million
(10.9%), beneficiaries USD 0.6 million (2.1%), Embassy of the Kingdom of Netherlands grant of
USD 9.0 million (34.8%) and an IFAD grant of USD 13.9 million (52.2%). The IFAD DSF 8022-
SS grant was declared effective on 5 February 2009 and is scheduled to be completed on 31
March 2015 and closed on 30 September 2015. The Netherlands C-NL-8022-SD grant was
effective on 16 July 2009 and is to be completed on 31 December 2014
5. The main objective of the project is to increase food security and income through improved
agricultural productivities and marketing and reduce natural resources based conflict in the
targeted counties. The main outputs of the Project are: (i) communities in the targeted counties
are organized and empowered with equal participation of women and vulnerable people; (ii) the
micro projects undertaken by community interest groups increase farm and off-farm production
and sales; (iii) the poor and vulnerable groups are the primary beneficiaries of the project; (iv)
the communities have improved access to markets through improved roads, water and other
enabling services to increase food security and incomes; (v) County Offices are capacitated to
assume their supervision/regulatory, planning and budgeting role.
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Mission composition: The Mission was led by Robson Mutandi, Country Director, ESA, and assisted by Ms Hanneke
Vermeulen, Associate Professional Officer, ESA. The following were the other team members: Ben Onyango, Management
and Institutions Specialist, Guy Augustin Kemtsop, Rural Engineer, Guido Laurens Rutten, Water Management Specialist,
PTA, Rudolf Fombad, Livestock Development and Value Chains Specialist, Hirago Feleke Wago Agribusiness, Marketing
and Value Chains Specialist, Felistas Chikaura Gender, Targeting and Community Development specialist, Fabrizio
Vivarini, Monitoring & Evaluation Specialist, Celie Lovene Manuel, , Associate Professional Officer, ESA Godfrey Wanjobi,
Financial Management Specialist, Ann Turinayo, Knowledge Management Specialist, Wairimu Mburathi, Communications
Specialist.
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South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
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South Sudan Livelihoods Development Project
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Training of water user committees in management of infrastructure has been carried out for 29
committees (57%), but the contents and duration of this training are not uniform amongst
contractors. The achievements are far below targets and therefore the component is rated
moderately unsatisfactory.
12. Project management and coordination component. This component aims at facilitating
project implementation through establishing a structure with a high level of autonomy that will
rapidly and effectively channel support to communities and government partners. The mission
commends the PMU for having followed up on most past missions recommendations.
Nevertheless, the disbursement level remains critically low and there is a wide gap between
achievements and targets. Therefore the component is rated moderately unsatisfactory. The
mission therefore recommends the project to prepare an addendum to the current AWPB and
subsequently submit a reallocation request (i) to accommodate the measures to increase
targets; (ii) to include the construction of bridges to significantly increase small farmers’ access
to the market in Kajo Keji from Juba; (iii) to competitively recruit a field officer that will support
PMU and implementing partners in planning and monitoring the project activities until the end of
the project closure. Particular attention of the field officer will be provided to Juba County as
they had a late kick off. IFAD will provide additional technical assistance to closely follow the
implementation of the road constructions and backstopping on M&E.
Agreed action Responsibility Agreed date
1. Submit addendum to current AWPB and PMU 15 November 2013
submit request for reallocation to
accommodate increased nr of targeted groups
(Bor) and the additional road (Juba- Kajo Keji)
2. Competitive recruitment of field officer to PMU with IFAD support for ToR 31 December 2013
support counties with planning
and monitoring of project activities
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barriers. In addition the project is giving limited attention to animal production and nutrition,
while the mission is of the opinion that supplementary feeding can have a considerable impact.
18. Subcomponent 1.3. Service Delivery The three competitively selected NGO service providers
are fulfilling their role to (i) backstop the BDC, (ii) train the interest groups on technical and
managerial skills, and (iii) monitor the performance of the BDC and interest groups.
19. Subcomponent 1.4. Establishment of Conflict Resolution Platform. Based on MTR
recommendation, this subcomponent was transferred from component 2 to component 1.
Efforts in this regard have been undertaken by service providers but they are not yielding yet.
Conflict resolution is for example addressed as a cross cutting issue during trainings. There are
also innovative ideas about language courses so that tribes can learn languages of other tribes
to increase understanding among communities.
20. The Rural infrastructure and marketing facilities component. All recommendations made
by the last MTR mission in relation with road infrastructures and building activities have been
implemented. However, the Project has not substantially achieved its targets set by the on-
going AWPB.
Subcomponent 2.1: Water Facilities, Roads and Marketing Facilities development
21. Water facilities. The project envisages the construction or rehabilitation of 55 water points (51
boreholes and 4 hafirs; 11 points per county) to increase access to improved water sources,
reducing the burden of fetching potable water, especially on women. 17 boreholes have been
successfully drilled and handed over to the communities since MTR, giving a total of 39 water
points completed. In Terekeka and Magwi counties all 11 boreholes have been completed. For
both Lafon-Lopa and Juba counties, 5 boreholes have been successfully drilled with the
remaining 6 for each county to be finished before June 2014. In Bor county, 7 boreholes have
been drilled while rehabilitation of 4 hafirs is pending further technical assessment of required
works, which has been delayed due to security concerns in the region.
22. Training and sensitization of communities on their ownership of the water infrastructure, and
strengthening county officials in their role on this, remains a challenge. Training of water user
committees in management of infrastructure has been carried out for 29 committees (57% of
revised appraisal target), but the contents and duration of this training are not uniform amongst
contractors and focus on technical management, with too little attention given to social and
financial management. Recommended linkage with project components on community
development has not yet materialized. The Mission has also noted that some of the boreholes
visited have limited functionality resulting from low yields and/or too heavy pump action.
23. It is recommended that the project continues to strengthen capacity for technical, social and
financial management of water points at county and community level. Specifically, while
recognizing that the completed boreholes have already been handed over to the communities,
the Mission recommends to initiate a collaborative assessment at county level of all completed
sites and to follow up on boreholes with limited functionality, committees lacking capacity and
the linkage of water user committees with BDCs. If required and feasible, the project would fund
additional technical works and/or training. Furthermore, it is recommended that the project
establishes a partnership with the WASH cluster group for mainstreaming both the contents of
water user committee training and the approach to spare parts provision, and to ensure
sustainability and continuity after project completion. In addition, the mission suggested the
registration of water points in the national water information system.
24. Road infrastructures. Of the three roads (136km) targeted by the MTR for rehabilitation,
construction works are on-going only for the Terekeka – Muni –Tombek road (52,2km), with a
less than 10% level of physical implementation. An overall assessment of administrative and
technical management aspects of the contract was done, with a conclusion that the contract
2
The Captain Cook road (56km) was rehabilitated in 2012 on its phase 1. Works to be carried out during this 2nd phase should
contribute to strengthen effort made during the previous phase 1.
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doesn’t meet the acceptable requirements of rules of the art. After meeting the contractor and
discussing with the Project, it was agreed to subcontract remaining activities to a company
designated by the Project. That one should meet a minimum of capacity required to complete
the work (cf technical paper). An MoU was signed with WFP for the rehabilitation (spot
improvement) of the Terekeka junction – Tendere road (28km), the formation/training of road
maintenance committees and the maintenance of the rehabilitated road during 6 months.
Designs and BOQs are being finalised, after which the bidding process will start. The bidding
nd
process for the 2 phase of Captain Cook road rehabilitation is at its final stage, and a qualified
company (cf technical paper for more details) will be awarded the contract.
25. Actual funds availed for each of these rehabilitation works will not be enough to meet the quality
of work expected by technical standards set in the BOQs, hence additional funds (20 to 50%
more for each) will be required. Reasons for this include among others: additional damages
since initial road assessment was done, difficult access to sites, etc. . In order to facilitate and
accelerate the implementation of all planned roads within the remaining short lifespan of the
project, the mission has spelled out requirements and measures (including activities schedule)
to which the project should strictly abide. Only upcoming dry season is available to
constructions works. Therefore completion of the works can only be achieved in case of early
start (latest December). IFAD will provide the project with additional technical assistance during
the coming year.
26. Buildings. Construction works of Project staff buildings (offices, residential, sanitation facilities
and iron grilled fences) are on-going at all county levels, except for Pibor County where
insecurity is a serious matter. Physical implementation levels are 40% and around 90% for Juba
and Lofan/Lopa respectively. It is expected the buildings be occupied by the Project staff in few
months ahead. Some of the locations (Juba and Bor) have been chosen far from other
government offices and far from facilities. The mission is concerned about the future utilization
of these buildings and further consultations between the PMU and the ministry to take place to
resolve this issue.
27. Partnership with technical ministries. As recommended by the MTR, the Project has committed
staff of technical ministries (2 with Engineers of the ministry of housing and 1 with another of
the ministry in charge of road and bridges) at county level for on-site technical support during
construction works. This was done through signed result-based Supervision Agreement
Contracts. Based on an assessment of this performance-based collaboration, there are
concerns regarding the performance of the Engineer in Terekeka County and close supervision
from the PMU should be provided and corrective measures to be implemented.
28. Subcomponent 2.2: Establishment of County Coordination Units. The performance of the CCUs
varies among the counties but their role mainly consists of monitoring progress and
coordinating activities (Terekeka County). A first step in the right direction was made with the
participatory development of current AWPB although remaining implementation period is short
to make this institution autonomous and fully take all the responsibilities as originally envisaged.
The mission is concerned about the performance of some of the CCUs. The PMU should
address this issue urgently.
Subcomponent 2.3: County Capacity Development. Despite investments and training to
facilitate the County Offices, there is little evidence of synergies between County and Project
activities.
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facilitators through rapid assessment exercises in the field. As part of the M&E strengthening
actions, the Mission proposed training, introduction of data collection tools and reporting
templates that are standardized across the different levels of the reporting chain from
community facilitators to Service Providers and CCU/PMU. After validation and adaptation with
implementing partners, these templates will support the PMU and CCU in analysing the data
and feed into planning and/or decision making.
35. Coherence between AWPB and project implementation. A detailed AWPB for the period
January 2013 to June 2014 was prepared through means of participatory planning
methodology. The implementation of the project however is still lying behind compared to the
targets of the AWPB. In addition, there is still lack of clarity about the targets and budget
allocations. Therefore the coherence between AWPB and project implementation has been
rated as moderately unsatisfactory. IFAD has committed to support the project to further
improve the AWPB to (i) include a physical progress table with appraisal targets, current AWP
achievement, cumulative achievements and comments section; (ii) to bring the project
achievements closer to the project targets; and (iii) set clear targets for all implementing
partners.
36. Targeting approach. This project’s focus is to reach out to the poor and vulnerable in social
and economic development activities with more emphasis on women, youth and the vulnerable
internally displaced people (IDP). The project must be commended in that it is working well with
all men, women and youths. In Bor the membership of new agriculture groups was open since
there is a motivation to generally increase the areas cultivated. The selection of 44 interest
groups in Terekeka was not clear and the mission could not verify the criteria that were used for
selection. All the two fishery groups visited seemed to have closed membership. The targeting
approach is rated moderately satisfactory.
37. Gender focus. The mission noted that women (including-the widows, female headed
households), men and youths are all well represented in community groups and freely express
their needs. In Bor, women have been empowered through benefiting from Adult literacy
representing 63% of the participants. It is difficult to accurately assess the number of women
holding leadership positions due to lack of uniform reporting across counties. However, the
mission estimates from four counties that female participation in group leadership is as follows:
Terekeka 22%, Magwi: 65%, Lafon/Lopa: 30%, Bor 50%. In this last county it was noted that
women in leadership position in BDCs went up from 0% to 28%.
38. Innovation and learning. Some key innovations include the way implementing partners have
proactively been linking farmers to markets. In Magwi, groups that had a good harvest were
linked to those groups which wanted to buy the produce and thus obtain a good price. Some of
the groups have been supported to register as cooperatives, and others are evolving to provide
savings and credit services to their members. In Bor, CHF has created several dynamic
partnerships with several ministries and other NGOs. They have also used FAO manuals to
establish farmer field schools and introduce fish drying ovens (that enable the fish to be dried
even in the long rainy season).
39. Knowledge Management. The mission noted that the PMU has been investing considerable
efforts into writing reports but so far these have not been shared with stakeholders The mission
recommends storing all reports on a dedicated computer or external drive to serve as backup of
all key documents, and as a central place where documents can easily be accessed for internal
and external use. It is also suggested to assign a focal point within the project in charge of
knowledge management and communication that manages the filing and has an overview of
available documents.
40. Communications. The PMU has made an effort to create communications materials since the
mid-term review in 2012, such as handouts, picture brochures, t-shirts and radio spot
messages for mobilizing interest groups and information sharing. The mission recommends
more emphasis to be put on improving the quality and variety of information materials.
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Supervision report - Mission dates: 21 October – 1 November 2013
41. Integrating KM/Comm in the AWPBs and Reports. The mission has worked with the PMU to
highlight key Knowledge Management (KM) and Communications activities to be explicitly
included in the AWPB for easy follow up during implementation of the work plan. .
Agreed action Responsibility Agreed date
7. The M&E system should be further developed in a PMU with substantial technical February 2014
participatory way to feed into project management assistance
8. Addendum to AWPB to include activities and budget PMU with IFAD support 15 November 2013
to produce a number of knowledge product
especially in view of the end the project
E. Fiduciary aspects
42. Financial Management. Overall, the performance of the project financial management is rated
“Moderately Satisfactory”. The Mission found that the current system in place at the PMU and
CCU ensures an adequate financial management of the project. The Mission did not find issues
of serious concern with regard to internal control systems, capacities at project implementation
levels to carry out FMS functions, and spot checks of expenditures presented in the SoE did not
disclose ineligible expenditures. The audit report for the last financial year is unqualified and no
serious contravention of the loan covenants was identified. However, the Mission is very
concerned about the low fund absorption capacity of the project both at PMU/CCUs and
Service Providers which is considered unsatisfactory at this stage of project implementation.
43. The Mission noted that SoEs are not prepared timely by the PMU for replenishment of the
project SA. In this regard, the Mission recommends the following actions should be taken
immediately at the PMU level: a) Preparation and submission of WA’s for replenishment should
be carried out immediately upon reaching the minimum threshold of 30% of the USD 1.5 million
SPA allocation or USD 450,000; b) The reconciliation of the Special Account should be
prepared at the end of each month (as opposed to only for support of WA submission).
44. The Mission also recommends that the PMU should prepare quarterly budgetary review report
on all activities implemented during the quarter ended with comparison between actual costs
and budgetary provisions and explanation of any significant variances.
45. 2013 Budget Performance and Execution. The AWPB has been aligned with the Government
financial year (July to June). For the period under review, the project has developed an AWPB
of 18 months from January 2013 to June 2014. During the 9 months implementation period to
30 September 2013 the project fund absorption has been below the approved budgetary
provisions. The total amount of expenditures as at 30 September 2013 was USD 2,822,640
which accounts for 22% of the 18 months budget. However, the project has raised
commitments of USD 5,945,600 mostly under civil works cost category (contract with WFP and
road rehabilitation in Terekeka). This raised the total amount of expenditures and committed
amount to 69.9% of the 18 months budget.
Table 1: 2013 Budget Execution Review 30 September 2013
Budget
Budget
18 months 9 months Execution
Execution
Total including
commitments
In USD
Categories Budget Actual % %
I Civil Work 6,910,057 934,872 14% 87.6%
II Vehicle, Equipment & Others 639,550 89,126 14% 58.6%
III Studies and Training 1,541,837 313,430 20% 20%
IV Contractual Services (NGO) 1,386,249 462,035 33% 72.6%
Grants and Beneficiaries
V Contribution 803,333 349,985 44% 44%
VI Recurrent Costs: 1,266,593 673,191 53% 53%
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South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
46. SoEs Spot checks: The mission carried out tests for eligibility for 17 SOEs items supporting the
WAs no. 43 and 46. The value of these items amounted to USD 687,416 or 42% of the total
value of the two WAs totalling USD 1.63 millions. The expenditures represented in the items
selected were validated with the supporting documents and were found to be eligible for claim
from IFAD.
47. Review of the SPAs and other Bank Accounts: The mission reviewed the status of the Special
Account and the balances of other accounts. The SPA allocation of USD 1.5 million is fairly
accounted for. The combined balance of SPA, operational and petty cash accounts at both
PMU and the Counties amount to USD 99,696. The reconciling items include proceeds of WA
46 for USD 967,039, which has since been paid in July 2013. The expenditures in the process
of submission of WA 49 claim, amount to USD 472,477. The mission is satisfied with this
reconciliation.
48. Disbursement. The Cumulative disbursement of the IFAD Grant to date is SDR 3,508,847
representing 40.8% of the loan amount. The Cumulative disbursement to date of the Dutch
Grant is USD 3,600,192 representing 40% of the total Grant; the projected Dutch Grant balance
th st
as at 30 October 2013 is USD 5,399,807. As the Dutch grant is ending on 31 December
2014, IFAD should start recovering the initial deposit starting from January 2014. The proposed
initial recovery rate is 20% and this should be monitored throughout the year. It is also noted
that the project raised commitments for a total amount of USD 5,945,600. This would bring the
total amount of funds disbursed to 65% for both donors.
49. Procurement. Procurement Plan Review: The plan for 2013 is estimated at a cost of USD 8.7
million (including on-going contracts from 2012 financial year), and includes acquisition of motor
Vehicles and motorcycles, computers and office equipment. However, there are considerable
delays in procurement that require continuous and close follow up by the PMU
Agreed action Responsibility Agreed date
9. Timely submission of WAs; FM/PD 30.11.2013
10. Quarterly budgetary review to feed into project
PD/FM 31.12.2013
management.
F. Sustainability
50. The mission noted that there are a number of groups that have been operational for several
years undertaking profitable activities. Therefore these organisations are the basis of
sustainability of project activities after project closure. Sustainability is largely dependent on the
capacity of the grass roots organizations. It is therefore essential to continue the empowerment
process, develop exit strategies with the BDCs by ensuring linkages with other actors and
private sector.
51. Institution building (organizations, etc.). The projects works with grass root level
organizations that, when closely followed and linked with several institutions, are empowered to
participate in local policy dialogue to secure control over the resources available to them. Plans
to register he groups will further enhance the capacity of these local institutions providing them
with broader access of services, including access to finance. This is especially relevant in a
new nation where public services are still developing. Institution building rated as moderately
satisfactory.
52. Empowerment The mission appreciates that there are trainings going on in all the counties on
skills and knowledge of food production, animal husbandry and group development, thus
contributing towards empowerment at community levels. Empowerment is rated as moderately
satisfactory.
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53. Quality of beneficiary participation. The mission commends groups in Bor whose community
contribution was very encouraging reaching 65% or more. This is a positive sign for ownership
of the enterprises by the groups hence sustainability. In a meeting with all project implementing
partners it was agreed to start recording community contribution across all counties. Quality of
beneficiary participation is rated as moderately satisfactory.
54. Responsiveness of service providers. The mission is of the opinion that there are different
degrees of responsiveness of the service providers. However examples like monthly meetings
between the service provider and BDCs (as practiced in Bor) is a promising practice that
provides an opportunity for feedback and monitoring of the services provided. Responsiveness
of service providers is rated as moderately satisfactory.
55. Exit strategy (readiness and quality). A workshop was held with implementing partners in
which exit strategies were presented. There are plans to register IGs in Bor and link them to
other service providers. The service provider is also looking into options of linking IGs with
private tractor providers as there are concerns regarding the sustainability of the state owned
tractors. Some groups in Magwi expressed a desire to access improved land preparation
technologies such as the ox plough. They have started saving to acquire the ploughs and only
need support to purchase oxen. Exit strategy .is rated as moderately satisfactory.
56. Potential for scaling up and replication. Despite limited access to community due to floods
and insecurity, displacements caused by insecurity and cultural barriers, there is growing
evidence that in certain project locations the project has achieved considerable achievements
in terms of community empowerment, considerable community contribution, increased food
security and gender participation. The experience in Bor has been shared in a partner
coordination group and has been recognized by several government representatives (Governor,
Commissioners and several State Ministers) who have visited project sites. There is some
evidence that surrounding villages are replicating technologies and there is widespread interest
in project services. The mission is of the opinion that the approach adopted can be replicated
within the county to other payams and can be scaled up to other programmes in the country.
Potential for scaling up and replication is rated as moderately satisfactory.
Agreed action Responsibility Agreed date
11. Exit strategy to be developed at BDC level NGO SPs June 2014
G. Conclusion
The project is currently rated as a problem project. However, the mission notes that this
Country became independent in 2011 and thus only has had two years post-independence
implementation period which was heavenly affected by the prevailing post-independence
political, economic and institutional environment. Therefore this rating has to be interpreted
against this background. More so because of the notable progress during these two years of
infrastructure development (water points), agricultural activities and community organisations in
some counties like Bor that have challenging environments (lack of roads, floods and
insecurity). Furthermore the mission recognizes that prior to independence IFAD experience
has been limited in the country. Therefore the acknowledged progress towards achieving the
development objectives is recognised to be promising steps towards moving the project out of
problem status.
57. The Mission would like to express its appreciation for hospitalities and courtesies extended by
the Government of the Republic of South Sudan in the conduct of its work. The Mission also
thanks the PMU, CCU staff and the NGO Service Providers for the assistance provided to the
Mission, including their contributions to this Aide Memoire.
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Appendix 1: Summary of project status and ratings
B.3 Outputs and outcomes Last Current B.4 Sustainability Last Current
1. Project Management and Coordination 3 3 1. Institution building (organizations, etc.) 4 4
2. Rural Infrastructure and Market Facilities 3 3 2. Empowerment 4 4
3. Community Development 3 3 3. Quality of beneficiary participation 4 4
4. Responsiveness of service providers 4 4
5. Exit strategy (readiness and quality) 3 4
6. Potential for scaling up and replication 4 4
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Appendix 1: Summary of project status and ratings
Proposed Follow-up
Issue / Problem Recommended Action Timing Status
Accelerated IFAD to continue with intensive implementation support to the project immediate Ongoing
implementation progress
Contract management Continued on-the-job training on contract management and supervision by immediate Ongoing
capacity IFAD
Monitoring and Evaluation Continue to strengthen in M&E capacity within the project immediate Ongoing
Low achievement of Project to submit a plan to increase number of Interest Groups 15 Ongoing
beneficiary targets November
2013
Low procurement capacity IFAD to organise a procurement workshop March DONE
2014
Low implementation Competitive recruitment of field officer to support counties with planning and 31 Ongoing
progress monitoring of project activities December
2013
Low disbursement Project to study the option of improving Juba-Kajo-Keji Road to finish funds 15 Ongoing
before the end of the project November
2013
Additional observations
Overall, the Project continued to improve in performance and will be soon out of project status if the security situation will not
suddenly deteriorate. However close follow up and strong implementation support from IFAD side is needed.
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Appendix 2: Updated logical framework: Progress against objectives, outcomes and outputs
Appendix 2: Updated logical framework: Progress against objectives, outcomes and outputs
Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks
Goal Reduction in the prevalence of chronic malnutrition in children under 5 from 48% • RIMS baseline and impact surveys Continued stability and economic growth
To reduce poverty and hunger in to 24% by project end. • MTR and completion survey
the project area Rate of food deprivation or food insecurity is reduced by 50% by the end of the • CCU and NGO Service Providers Reports
project. • Field visits
The mean value of HH asset ownership index for the six counties increase from
SSP 1,007 to SSP 3,000 for 4,200 HHds by Project end.
Objectives Number of meals consumed by type of HHs. (mean value of 1.6 increases to 2.5 • NBS reports The situation is favourable for community
Increased food security and meals by project end • ANLA resilience to droughts and floods
incomes through improved The 36% of HHds with Dietary Diversity Score of less than 4 reduce by over 5o%. • RSS/UNICEF Household Health Survey
agricultural productivity and 3 • CFSAM reports
Increase HH incomes to SSP 4 000/HH/annum from the SSP 3,168 by end of
marketing • FIVIMS of FAO
project.
• Food Consumption Score of WFP
Increase in Agricultural yields to at least 25% by the end of the project. • Baseline survey, MTR and project
assessments
• End of Project Impact evaluation
Component 1: Community Development
Output 1.1 500 community groups formed, are operational, have regular book-keeping, • Project Quarterly Reports Service providers adopt empowering
The communities in the target registered and self-reliant at project end. • NGO Service Providers Reports approaches
counties are organized and A total number of 500 PDCs/BDCs have capacity to mobilise, plan, screen, award • CCU Monitoring Reports
empowered with equal and monitor micro-projects based on poverty and gender related criteria in their • Annual Beneficiary Assessment Reports
participation of women and communities. • PSC /PMU/ CCU Monitoring Reports
vulnerable people. At least 60% of women members are in community groups. • Scheduled Field Visit Reports
At least 40% of women hold leadership positions in the community groups.
The project targets 60 – 70% people ranked poor and vulnerable in their
respective communities.
At least 45 staff from the State and County structures are able to plan coordinate
and supervise project activities.
Strategic Actions: At least 4,800 community members are sensitised on community development • NGO Service Providers Quarterly Reports
1.1.1 Community mobilisation issues. • Community Action Plans Documents Continued stability and absence of conflicts
and participatory planning At least 12 Community Action Plans (CAPs) are developed per years. • Project Training Reports Communities are receptive to new approaches
At least 30 new trainers receive TOTs in PRA • Project Management Unit Reports
1.1.2 Capacity building for The 30 trainees are able to train 60 other individuals in PRA skills. • Special Monitoring Visit Reports
group, community and local At least 3,000 IG group leaders trained in organisational and management skills.
government leaders At least 500 PDCs, BDCs and CFFs are trained.
Output 1. 2: At least 12,500 IG members are applying good agronomical practices/ • NGO Service Providers Quarterly Reports Communities are willing to engage in
Micro projects undertaken by technologies on their group/individual on and off farm activities. • Special Assessment Reports agriculture
community interest groups At least 50% of the formed groups(IGs) expand their production and income by • County Coordination Unit Reports
increase farm and off-farm at least 45% (data to be collected) • Project Management Unit Annual Reports
production and sales At least 70% of IGs graduating from project support per year and are able to • Scheduled Field Visit and Monitoring Reports
3
Source: Southern Sudan Centre for Census, Statistics and Evaluation (SSCCSE) - SSP 88 per person assuming 3 able-bodied persons per HH, this translates to
3,168 SSP per HH/annum
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South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
Appendix 2: Updated logical framework: Progress against objectives, outcomes and outputs
At least 50% of IGs are working or linking up with other service providers in their
locations to enhance their group enterprises.
Strategic Action: At least 12,000 Interest Groups (IGs) participants attend technical training • NGO Service Providers Quarterly Reports Technical skills given to IGs are utilised and
1.2.1 Capacity building for IG disaggregated by gender. • Project Management Unit Reports adopted
members in technical skills At least 30 TOTs are conducted in farmer field school extension approaches. • Project Management Unit Monitoring Reports IGs accept innovations and new ideas
relevant to specific enterprises At least 50% of the agricultural groups are introduced to and have adopting • County C coordination Unit Monitoring
farmer school extension methodology. Reports
1.2.2 Micro-project investments At least 30 young graduates are actively participating in the project alongside • Interest Groups (IGs) Reports
NGOs. • Scheduled Monitoring Reports
At least 12,200 people are accessing grants for micro-projects disaggregated by
gender and type of activity.
At least 3 private service providers are supported to offer services to farmers.
14
South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
Appendix 3: Summary of key actions to be taken within agreed timeframes
Project Implementation Submit addendum to current AWPB and submit request for 15 November 2013 PMU
reallocation to accommodate increased nr of targeted groups (Bor)
and the additional road (Juba- Kajo Keji)
PMU with IFAD support for ToR
Competitive recruitment of field officer to support counties with 31 December 2013 PMU
planning and monitoring of project activities
The M&E system should be further developed in a participatory way February 2014 PMU with substantial
to feed into project management technical assistance
Addendum to AWPB to include activities and budget to produce a 15 November 2013 PMU with IFAD support
number of knowledge product especially in view of the end the
project
Outputs Carry out collaborative assessment of completed sites with CCU, May 2014 PMU Engineer
county WASH responsible(s) and water user committees; and follow
up on repairs and additional training where required and feasible.
Establish partnership with WASH cluster group to streamline water Nov 2013 PMU Coordinator
user committee training and approach to spare parts provision, and
to register boreholes in national water information system
Subcontract the residual works of the Terekeka – Muni – Tombek to November 2013 PMU, Contractor
a well-known and competent company
Start all road rehabilitation works in due time at the beginning of next December 2013 PMU, contractor
dry season
Sustainability Exit strategy to be developed at BDC level June 2014 NGO SPs
15
South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
Appendix 4: Physical progress measured against AWP&B, including RIMS indicators
17
South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
Appendix 4: Physical progress measured against AWP&B, including RIMS indicators
18
South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
Appendix 5: Financial: Actual financial performance by financier; by component and disbursements by category
**Includes proceeds of USD 900,000 of Initial Deposit, of the SPA and those of WA s up no.47
***Includes proceeds of USD 600,000 of Initial Deposit, of the SPA and those of WA s up no.47.
19
South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
Appendix 5: Financial: Actual financial performance by financier; by component and disbursements by category
20
South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
Appendix 6: Compliance with legal covenants: Status of implementation
21
South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
Appendix 7: Knowledge management: Learning and Innovation
Supporting interest groups to register as cooperatives. In Magwi and Bor, some Interest Groups
have been supported by the project and the implementing partners to formally register their groups as
cooperatives at the county level. The IGs have also been innovative in utilizing their groups for credit
23
South Sudan
South Sudan Livelihoods Development Project
Supervision report - Mission dates: 21 October – 1 November 2013
Appendix 7: Knowledge management: Learning and Innovation
24