Angola Smallholder Agriculture Development and ...

Angola

Smallholder Agriculture Development and Commercialization Project in Cuanza Sul & HuilaProvinces

Supervision Report

Mission Dates: 19 July to 06 August 2021

Document Date: 30/09/2021

Project No. 2000001142

Report No. 5851-AO

East and Southern Africa Division Programme Management Department

Abbreviations and Acronyms

AMIS Agricultural Marketing Information Study

AWPB Annual Work Plan and Budget

BP Business Plan

GoA Government of Angola

GSA Gabinete de Seguraça Alimentar / Food Security Cabinet

ESMP Environmental and Social Management Plan

ICB International Competitive Bidding

IDA Instituto de Desenvolvimento Agrário (IDA- Agricultural Development Institute)

IFAD International Fund for Agricultural Development

INAMET Intituto Nacional de Metereologia e Geofica/ National Institute of Meteorogloy and Geophisic

INRH Instituto Nacional de Recursos Hidricos Nacional Institute of Water Resources

KM Knowledge Management

MINAGRIF Ministry of Agriculture and Forestry

MINAMB Ministry of Environment

MSP Main Service Provider

NCB National Competitive Bidding

NGO Non-Government Organisation

ORMS Operational Results Management System

PDR Project Design Report

PFI Partner Financial Institution

PIU Project Implementation Unit

PPIU Provincial Project Implementation Unit

RIMS Results and Impact Management System

SADCP-C&H-SAMAP

Smallholder Agriculture Development and Commercialization Project in Cuanza Sul and Huila Provinces

SADEC Southern Africa Development Community

SECAP Social, Environmental and Climate Assessment Procedures

UCT University of Cape Town

USD United States Dollar

WA Withdrawal Application

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A. Project OverviewRegion: East and Southern Africa DivisionCountry: AngolaProject Name: Smallholder Agriculture Development and

Commercialization Project in Cuanza Sul &Huila Provinces

Project ID: 2000001142Project Type: Rural DevelopmentCPM: Robson MutandiProject Director: Augusto Pedro GuimbiProject Area: Cuanza Sul and Huilla Provinces

Project at Risk Status: Potential problemEnvironmental and Social Category: ModerateClimate Risk Classification: ModerateExecuting Institution: Ministère de l¿AgricultureImplementing Institutions: Ministère de l¿Agriculture

Approval Date: 10/04/2017Signing Date: 09/08/2017Entry into Force Date: 09/08/2017Available for Disbursement Date: 09/01/2018First Disbursement Date: 09/01/2018MTR Date: not available yetOriginal Completion Date: 30/09/2024Current Completion Date: 30/09/2024Financial Closure: not available yet

Last audit receipt: 07/09/2021Date of Last SIS Mission: 06/08/2021Number of SIS Missions: 8Number of extensions: 0Effectiveness lag: 4 months

Project total financing

IFAD Financing breakdown IFAD $28,800,000

Domestic Financing breakdown National Government (add) $58,730

Beneficiaries additional financing $47,179

National Government $8,200,000

Beneficiaries $1,100,000

Co-financing breakdown, Rural Poor Stimulus Facility $1,363,092

Project total financing: $39,569,001

Current Mission


Days in the field:

Mission composition: Benjamin Tchiyevo, Country Programme Officer and Mission Leader, ESA; Richard Abila, Global TechnicalSpecialist-Project Team Leader; Narciso Manhenje, Programme Management Expert, ESA; Adam Prakash,Technical Team Leader and Leader Writer; Calisto Bias, Capacity-Building of Smallholder Farmers andFarmers Field Schools Expert; Palani Muleya, Value Chain Expert; Boro Gathuo, InfrastructureEnvironment and Climate Change Expert; Beatrice Sabana, Financial Service Expert; Mutsa Masiyandima,Irrigation and Infrastructure Expert; Yvonne Agoya, Poverty Targeting, Social Inclusion, Youth, Gender andNutrition Expert; Walter Ouma Onditi, M&E and Knowledge Management Expert; Richard Batamanye,Financial Management Expert; Carla Sofia Samuel de Sousa, Procurement Expert; Luabeya Kapiamba,Integrated Project Risk Management Specialist, ESA

Field sites visited:

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B. Overall Assessment

Key SIS Indicator #1 ∅ Rating

Likelihood of Achieving the DevelopmentObjective

3.8

Key SIS Indicator #2 ∅ Rating

Assessment of the Overall ImplementationPerformance

3.5

Effectiveness and Developmental Focus 4

Effectiveness 3

Targeting and Outreach 4

Gender equality & women's participation 4

Agricultural Productivity 3

Nutrition 4

Adaptation to Climate Change 4

Project Management 3

Quality of Project Management 4

Knowledge Management 2

Value for Money 3

Coherence between AWPB and Implementation 3

Performance of M&E System 3

Social, Environment, and Climate Standardsrequirements

3

Sustainability and Scaling-up 4

Institutions and Policy Engagement 4

Partnership-building 5

Human and Social Capital and Empowerment 4

Quality of Project Target Group Engagement andFeedback

4

Responsiveness of Service Providers 4

Environment and Natural Resource Management 4

Exit Strategy 4

Potential for Scaling-up 4

Financial Management and Execution 4

Acceptable Disbursement Rate 4

Quality of Financial Management 4

Quality and Timeliness of Audit 5

Counterparts Funds 4

Compliance with Loan Covenants 4

Procurement 3

Relevance

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C. Mission Objectives and Key ConclusionsBackground and Main Objective of the Mission

Key Mission Agreements and Conclusions

Component 1. Modify the contractual arrangement with FAO, confining FAO’s role to establishing methodological aspects ofFFS (training of staff, local NGOs and IDA), and developing training material for FFS implementation, which forthwith will becarried out by IDA extension officers and local NGOs to be directly contracted by SAMAPComponent 1. Formalise an assessment of the readiness/capacity of MINAGIP to assume implementation of field activitiesComponent 1. Clarify the timetable for phasing-out the payment of salaries for newly recruited extension officers fromSAMAP’s payrollComponent 2. Expedite recruitment of selected MSP, who must provide an outline of implementation approach, includingmethodologies, activities, timeframes, deliverables and other modalitiesComponent 2. Expedite recruitment and operationalization ,of oversight agent, based on the experience and lessons learned

The Mission originally commenced as a Mid-Term Review (MTR). However, the Mission was notified to relegate the Mission to an“Extended Supervisory Mission” (ESM), following a high level agreement between the GoA and IFAD to extend the project bytwo-years “at no cost”. The basis of the extension, was that project activities to date have been beset by considerable delays,especially owing to the COVID-19 pandemic and delays in contracting the Main Service Providers (MSPs). As such,implementation of SAMAP has been regrettably very slow, and the little progress achieved could thus not warrant a MTR.

1.

Nevertheless, the objective of the ESM is still to evaluate the performance and achievements of SAMAP against its statedobjectives, outputs and outcomes, after the first three and half years of implementation. The Mission will provide the GoA andIFAD with detailed information on the degree of achievements, the relevance of the assumptions made at project design, whetherstill valid and applicable, the constraints/challenges to implementation and recommendations to improve performance. Based onthe findings, operational recommendations including any necessity of project reorientation will be made to ensure projectobjectives are met efficiently and effectively, and to optimize SAMAP’s impact and sustainability. However, operationalrecommendations will be subject to qualification given the considerable number of critical project activities and their scope thatremain to be initiated.

2.

Due to mobility restrictions and in line with COVID-19 measures, the ESM was carried out remotely and virtually using ITcommunication with conferencing platforms. The Mission also managed to virtually interact with the project team, selectedbeneficiaries and local government officers in the two targeted provinces of Huila and Cuanza Sul.

3.

A virtual pre-wrap up meeting was convened on 6 August 2021 with the PIU. The purpose of this meeting was twofold: a) todiscuss the Mission’s observations, conclusions and recommendations with the PIU; and b) to agree on the key actions and therespective timeframe for their implementation. A virtual final wrap-up meeting was held on 11 August 2021. The meetingdiscussed and agreed on the Mission's final conclusions, recommendations and agreed upon actions.

4.

The Mission would like to express its appreciation to: a) GoA (national and local government representatives) for theirparticipation and courtesies extended; b) the PIU staff for their facilitation and contributions to the Mission’s outputs; and c) thebeneficiaries visited (remotely) for their participation in the broad range of dialogue.

5.

A confluence of factors has had a negative impact on SAMAP implementation progress, which have already been alluded topreviously. a) (ongoing) compliance to COVID-19 restrictions that precluded the movement of key project personnel, especiallythe suspension of community gatherings needed for project training and capacity development, restrictions on internationalconsultants from travelling to Angola, as well as national project staff unable to travel to the targeted provinces. Equally, the delayin undertaking appropriate and timely bid evaluations has contributed to more protracted procurement processes and, byimplication, a delay in acquiring goods and services to the project as and when needed, especially with respect to MSPs. TheMission took note of AWPB activity implementation and the associated execution rate of the budget, in which the slow rate of implementation progress is reflected.

6.

Arguably, the most prominent setback of SAMAP is in regard to implementation of Component 2. This component should havebeen “in-phase” with component 1, given synergies between both of these project components. The recruitment of the MSP hasyet to be finalised. The MSP would deliver training and technical assistance to the entire process of identifying, preparing,fundraising, implementing, monitoring and evaluating subprojects/business plans for production, commercialisation andidentifying irrigation needs of smallholders’ products. Although the recruitment of the MSP is at a final stage, yet efforts toexpedite bureaucratic processes must be made.

7.

The need to ensure that recruitment of Component 2’s MSP, and all other service providers to SAMAP is done in such a mannerthat contributes to continuity of the different interventions once the contract of the service provider ends. This will necessarilyrequire that an exit strategy is agreed with the service provider, at the point of contract negotiation, to plan for the requisite stepsto be undertaken.

8.

The capacity and structure of SAMAP’s PIU to deliver on project outputs and outcomes, is in need of review. Critical staffing ismissing in the PIU, such as those who are needed in thematic cross-cutting issues. At the same time, there appears to beoverstaffing, imbalance and redundance in other management functions, such as in finance and procurement. A streamlined andefficient PIU is a perquisite to ensure the project progress is on-track and delivery of objectives can be assured.

9.

The key mission agreements and conclusions are as follows:10.

Technical implementation11.

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from MOSAP II

Enhance poverty targeting and strengthen project’s focus on thematic mainstreaming (environment and climate change,gender, youth, disability and nutrition)

Undertake a review of the documents prescribing the establishment of the SCU with the view to streamline its staffing withthose of ongoing and future IFAD-supported projects in Angola to affect cost-efficiency savings, with costs co-shared.Review the structure of the procurement unit to avoid non-compliance & inefficiencies in the procurement process, given itsstrategic importance at this time in the project’s life i.e. pre-Mid Term review. Training to the procurement unit shouldsupplement the outcome of suggested considerations.Conclude recruiting of the Project Coordinator & Financial ManagerStrengthen project risk management through capacity-building for risk identification, mitigation and monitoringUpdate the Logical Framework to include baseline information, additional result areas (output and outcomes ) paying attentionto cross-cutting issues and data disaggregationImprove the functionality of M&E web-based software platform for use in work planning and reporting as well integration withprocurement and financeFinalise an activity plan related to the RPSF grant (inclusive of counterpart contribution) and submit a withdrawal application toaccess the grant from IFAD

D. Overview and Project Progress

In terms of outreach, 96,200 persons (19 240 households) out of the project target of 300,000 people (60 000 households)have been accomplished. Data on gender and youth disaggregation are not available.8589 persons (2284 males; 4287 females and 2018 young people) have been supported by the project79 FFS master trainers have been trained out of the project target of 80468 facilitators out of the project goal of 1500 have received training

Subcomponent 1.1: Strengthening Capacity of Smallholder Farmers and FOs through FFS

Cross-cutting/mainstreaming components12.

Project management.13.

For the reasons cited above, implementation progress is severely lagging, hence the agreement of the two-year no-costextension. The Mission and the PIU acknowledges the exogenous factors (e.g. COVID) that have hindered progress to date, Tocompensate for the slow rate of implementation, SAMAP’s management is undertaking great strides to expedite implementationover the project’s remaining lifecycle. Implementation progress to date is limited to only component 1,

14.

The key (verifiable) achievements in SAMAP implementation progress is summarised as follows:15.

Further details concerning implementation progress and the associated challenges and recommendations are summarised in thefollowing paragraphs.

16.

(a) Technical Implementation Progress17.

Component 1: Capacity-Building and Institutional Development – This component seeks to improve the technical,institutional, managerial, marketing and business skills of beneficiaries and to strengthen the capacity of government agriculturalextension services, agricultural research institutions, and private agricultural service providers. The expected results are: (a)smallholder farmers' organisations established and strengthened; (b) technical and managerial competence of smallholderfarmers improved; and (c) government capacity to support smallholder agricultural production and commercialization enhanced.

18.

This component consists of three subcomponents: (a) Strengthening Capacity of Smallholder Farmers and Farmers'Organisations through FFS; (b) Strengthening Institutional Capacity of Local, Provincial, and National Units of MINAGRI; and (c)Strengthening Capacity and Global Knowledge to address emerging research problems.

19.

The objective of this subcomponent is to strengthen the capacity of smallholder farmers and Farmer Organisations (FOs) throughFFS.

20.

Progress towards achieving the expected outputs and outcomes of this component is not significant. Two major factors adverselyimpacted the implementation of activities of this subcomponent. An important factor that still overshadows SAMAP progress isthe Covid-19 pandemic, which continues to impose restrictions on personnel, namely, those international consultants fromentering the country and national consultants and service providers from travelling to the project's target areas. The pandemicalso has led to restrictions on convening community gatherings, thus limiting the implementation of component activities thatrequire community/beneficiary interaction, especially in relation to FFS-related activities. The poor weather conditionsthatprevailed in the growing seasons was also a major constraint that still forestalls SAMAP beneficiaries' to be lifted from povertythrough productivity gains towards commercialisation.

21.

In addition, progress in implementing this component was also negatively affected by delays in the establishment of the ProjectImplementation Unit (PIU) and Provincial Project Implementation Units (PPIUs). There was also a substantial delay incontracting FAO (contract signed in June 2019 – a 2 year delay from project effectiveness) and in operationalising the contract.The lack of readiness on the part of FAO as the MSP selected to lead FFS-related interventions also added further pressure onSAMAP’s progress and subjected the project to lag behind in delivery of expected outputs and outcomes for this component.

22.

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Subcomponent 1.2: Institutional Strengthening of Local, Provincial and National Units of MINAGRI

Against this backdrop, the IDA Directorate and SAMAP’s PIU have prioritised efforts in streamlining the implementation ofactivities planned for this component, particularly with regard to FFSs. The implementation of FFSs under SAMAP has so farreached a total of 8,589 beneficiaries, according to FAO, which is the MSP of subcomponent 1.1. Of the total members who havealready benefited from FFSs, about half are women and around 27% are in the youth group.

23.

A fundamental question pertains to the measures that SAMAP should enact to ensure the project’s target outreach of 60,000beneficiaries is attained. It is recommended to modify the contractual arrangement with FAO, confining FAO’s role to establishingmethodological aspects of FFS (training of staff, local NGOs and IDA), and developing capacity development materials (trainingmodules) for FFS implementation, which forthwith will be carried out by NGOs and IDA extension officers through SAMAP. It isnoted in the PDR, that FAO was to train IDA/EDA extension officers during the first 3 years of project implementation. From year4, it is expected that IDA/EDA will be responsible in implementing FFS. This budget line needs to be revised accordingly.

24.

The SAMAP contracted NGOs will be expected to be involved in the development of activities related to organisational aspectsand to carry-out daily support to the FFSs, including monitoring the implementation of the learning curricula of each FFS andensuring the general management of the FFSs. On the other hand, FAO's role is expected to include guidance and supervision,development of learning/curriculum materials, training of IDA staff and local organizations, provision of technical advisoryservices and monitoring of FFS-related activities of necessary quality and are implemented according to the FFS methodology.

25.

Meanwhile, SAMAP has already established contractual agreements with two NGOs, namely ADRA in Huila province andCODESPA/AAEA in Cuanza Sul, for the implementation of activities related to subcomponent 1.1, with a view to strengthen theorganisational and management capacity of farmer organizations (40 in each of the target project provinces). The activities to becarried out under this contractual agreement include: (i) organisational diagnosis of farmers' organizations (40 in each of thetarget provinces), (ii) provision of training sessions on basic principles for development and management of farmers associationand cooperatives, and on the methodology and principles for managing revolving loan funds), (iii) development of a manual forthe management of cooperatives and, (iv) assistance for the legalisation of farmers associations and agricultural cooperativesand their constituent lands. A total of 160 producer organizations are expected to be supported by this prospective contractualagreement,. These NGOs have already started to develop a series of activities aimed at strengthening the capacity of farmers'organizations (FOs), including carrying out an assessment study of a total of 80 FOs, 40 in each of the two provinces targeted bythe project.

26.

Measuring progress in achieving production targets for this component is validated by a total of 253 previously formed (non-SAMAP) FFS groups, representing about 1/3 of SAMAP’s 750 FFS target. Of this total, 138 FFS groups are from the province ofHuila, with Cuanza Sul making up the remaining 115 FFSs. Validation criteria for moving selected groups from pre-FFS to formalFFS groups include the availability of land that can serve as demonstration plots, availability of facilities for holding meetings, andopening bank accounts to manage revolving funds.

27.

Progress in meeting capacity-building targets for strengthening smallholders' technical, organisational and managerial skillsincludes training a total of 79 FFS Master Instructors (39 in Huila and 40 in Cuanza Sul), which if verified and supported by theverification of completion of FAO’s training modules, would exceed the target of 60 FFS Master Trainers who were expected tobe trained by FAO. Out of the total of those master trainers who graduated, 21.5% are women. In addition, the project alsotrained a total of 468 FFS facilitators (274 in Huila and 194 in Cuanza Sul) and of the total of those trained, 147 (31.4%) arewomen. The target set out in FAO’s contractual agreement is to train a total of 1000 FFS facilitators, which means that progressin training FFS facilitators is about halfway towards the target. Thus, it is recommended that the project continues to providetraining for FFS facilitators, since they play a critical role in the frontline to ensure quality in the implementation of FFS-relatedactivities. Increasing the number of trained FFS facilitators is also important to ensure sustainability and to reach the FFS targetsset out in the project design.

28.

One concern regarding this subcomponent of the project is related to the fact that the Junior Farmer Field Schools(JFFS) have yet to be implemented and, to make matters worse, it is not specified in the contract between IDA and FAO.Thus, it is suggested that PIU/PCU develops a discussion to mainstream the JFFS as a specific intervention of thiscomponent.

29.

It is of concern that SAMAP’s 3-year training and funding of both IDA provincial and municipal technicians, which began inFebruary 2020 was meant to commence upon FFS implementation. However, FFS implementation has yet to begin. Therefore. Itis recommended that SAMAP phases out their funding by December 2022. Consequently, to ensure the sustainability of FFSinterventions, there is a need to integrate these technicians into IDA’s payroll from January 2023 to the end of the project. Thisbeing said, the Mission team was pleased to hear that progress is being made to ensure that the technicians will soon be part ofIDA's payroll. Another important development that was presented to the extended supervision Mission team is related to the factthat IDA intends to set up a technical team within its organisational structure to mandate assurances in the coordination andharmonization in the implementation of FFS throughout Angola. Once this is implemented, it will be necessary to furtherstrengthen the capacity of IDA staff.

30.

The subcomponent aims at strengthening the capacity of the Ministry’s local, provincial, and national units in the areas ofirrigation, extension, market information, statistics, and policy analysis.

31.

Another important area of intervention by this component concerns the need to build a more conducive policy and enablingenvironment for smallholder agriculture. This intervention is designed to be implemented through strengthening the local,provincial and national organisational units of MINAGRI and associated institutions, particularly those organizations dealing withagricultural statistics, agricultural policy analysis, irrigation development and those involved in the provision of extension andbusiness advisory services. Although each of these areas of intervention is critical for the implementation and achievement ofoutputs and outcomes, the progress in the development of activities in this subcomponent was essentially restricted to the

32.

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Subcomponent 1.3: Strengthening Capacity and Global Knowledge to Address Emerging Research Issues

Subcomponent 2.1: Provision of Technical Support (see Annex 4 [A1] for more discussion)

financial support that SAMAP provided to GEPE to carry out a national survey for the production of agricultural statistics.

The capacity of IDA and other related institutions at all levels in MINAGRIF, are being strengthened. Government structures atCentral, Provincial and Municipal level receive SAMAP capacity-building support through the allocation of 15 vehicles, 40motorbikes, rehabilitation of EDA offices and field officers houses and recruitment of 40 extension officers (10 Universitygraduates and 30 mid-level technicians). These technicians will be absorbed by MINAGRIF/IDA, as well as the staff contractedby the different projects and it is expected that in the near future, IFAD projects will be fully implemented by Government staff. Itshould also be recognized that SAMAP provided sensitisation to 83 IDA staff in the SAMAP implementation methodology andalso purchased vehicles and motorcycles for IDA personnel to conduct field operations.

33.

Subcomponent 1.2 also aims to strengthen Institutional capacity in the area of irrigation. The project finances technical training ongravity-fed irrigation schemes at provincial and municipal levels to enhance IDA supervision skills, preparation of Water UserAssociation (WUA) regulations and inventory of potential irrigation schemes to rehabilitate. A training programme in this regardhas not yet been outlined. Identification of potential irrigation schemes has been carried out by a consultant without involvementof municipal and provincial staff. This approach poses a sustainability risk for the irrigation schemes that will be rehabilitated. TheMission recommends the training of municipal and provincial staff as well as collaboration with the municipality and provincialauthorities in identification of irrigation schemes for rehabilitation.

34.

Interventions under this subcomponent seek to strengthen the institutional capacity of Angola’s agricultural research system toenhance smallholder access to agricultural innovations and technologies that address emerging issues in the productivity,production, and value chains of priority crops.

35.

Poor weather conditions had a negative impact on the implementation of the subcomponent aimed at addressing emergingresearch issues on productivity, production and value chains of priority cops. More specifically, the drought that hit the project'starget areas negatively affected the multiplication of improved seeds and planting materials. Its effect was of particular relevancefor activities under the contractual agreement with the agricultural research institute (IIA), specifically with regard to multiplicationof improved seeds and vegetative materials for further distribution to SAMAP beneficiaries.

36.

The IIA also carried out soil analysis in the project's target areas and developed recommendations for soil fertility, in addition tothe development of two maize varieties and two types of bean varieties. However, these technologies have not yet beendemonstrated and validated by SAMAP beneficiaries. On the other hand, the Angolan Institute of Coffee Research (INCA) wascontracted by SAMAP to develop and produce coffee planting materials for distribution to project beneficiaries. Oneconsideration in relation to this intervention is related to the need to strengthen the value chain for the multiplication anddistribution of coffee seedlings. To this end, it is suggested that INCA concentrates its activities on the production of good qualitycoffee genetic materials for distribution to selected SAMAP beneficiaries. In turn, efforts should be made to commercialiseactivities towards medium-sized seedling producers so that in the future they can purchase good quality coffee genetic materialsfrom INCA for further multiplication and commercial distribution to coffee growers, thus ensuring INCA’s commercialsustainability.

37.

Component 2: Support for Increased Production and Commercialisation – This component aims to strengthen smallholdercapital and market linkages through support, on a priority basis, for investment sub-project s for farmers’ organisations (FOs) toimprove their agricultural production and productivity.

38.

This subcomponent seeks to support capacity-building and technical assistance for enabling subproject promoters to emergeand good subproject proposals to be prepared, ensuring an informed decision about their feasibility.

39.

Provision of technical support will address the following activities; a) information and sensitisation; b) assessment of actors,supply and demand in the targeted value chains and selection of beneficiaries; c) facilitating market linkages and accesses tofinancial institutions; d) support to sub-project/business plan preparation, appraisal, implementation, monitoring and evaluation;and e) support to independent review, oversight and due diligence mechanisms. Some progress that has been made since thelast Supervision Mission is highlighted below:

40.

Recruitment of the Main Service Provider (MSP) – a key activity to influence subsequent activities in the whole of Component2 as per the PDR. The Mission was informed that the process of recruitment of the MSP is about to be completed, the contractawaits signature by the Ministry of Agriculture, of which authority has been granted by the court of accounts, after which it will besent to IFAD for “No Objection”. After signatory by both contract parties, the initial down-payment to the MSP will take about 3months and the MSP will require a further month to put together the required human and other resources to commenceimplementation. The process is expected to be finalised by the end of 2021, and henceforth the MSP should commence itsservices by 1 January, 2022. The process of contracting the MSP has been subject to serious delay and this presents a risk tothe project’s development objective. Thus, all efforts should be made by all concerned stakeholders to hasten the completion ofthis process without any further delay.

41.

According to the PDR, the MSP will deliver training and technical assistance to the entire component and will establish a teamwith diverse expertise in agribusiness, value chain and marketing, small scale irrigation, farmers’ and rural organisation capacity-building, agronomy, communication, M&E and knowledge sharing, nutrition, field expertise and support functioning. However,experience and lessons learned under MOSAP II suggest that the MSP-based implementation arrangement model may “createmore problems than solutions” (according to MOSAP II National Coordinator). Therefore, the mission advises the PIU of SAMAPto devise and effectively implement mitigation measures to address this risk.

42.

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Subcomponent 2:2: Provision of Investment support (see Annex 4 [A2] for more discussion)

Recruitment of the Oversight Agent (OA) – This process was initiated and put on hold at the stage of evaluating bids subject tofinalising the recruitment of the MSP. The recruitment of the OA is independent from that of the MSP as explained in theimplementation support meeting of April 2021 and as such this recruitment must be finalised. Pending completion of this process,the mission advises the PIU of SAMAP to take into account the experience and lessons learned under MOSAP II with regard tothe operational modalities and efficiency of OA's process in ensuring and avoiding elite capture in the provision of investmentsupport.

43.

Mapping and Characterisation of Value Chain Actors – With regard to this study, AH Consulting (a Ugandan company) wascontracted to undertake the study; the final report was submitted to IDA/SAMAP in March 2021 and has been shared with therelevant stakeholders. The assessment of actors, supply and demand in targeted value chains and municipalities will facilitate theidentification and selection of potential beneficiary FOs that would be eligible for investment support. The Mission reviewed thereport and noted that it was quite comprehensive as it had identified and profiled six value chains, including maize, beans, Irishpotatoes, tomatoes, onions and cabbage. It also profiled value chain actors, including: a) farmer organizations; b) non-farmingvalue chain players (small- and medium-sized agribusinesses, traders, processors and input suppliers; c) major microfinanceinstitutions and banks intervening in agricultural and rural lending; and d) other institutions and organizations that intervene in thevarious agricultural value chains in Cuanza Sul and Huila.

44.

The study identified the technical and financial needs of the various value chain actors. This information can be used to designpotential sub-projects for funding under Subcomponent 2.2.

45.

The objective of this subcomponent is to strengthen smallholder capital and market linkages through: a) supporting investmentsof FOs to improve agricultural productivity, production, market access and value addition through a combination of own resourcesof promoters, a matching grant and credit extended by Partner Financial Institutions (PFIs) (banks and non-bank microcreditinstitutions); b) linking smallholders and their FOs to buyers, input suppliers and PFIs.

46.

Three main types of investments will be supported: a) rehabilitation of small-scale irrigation schemes; b) agricultural productionand productivity improvements; and c) post-harvest and value addition investments. The items to be financed are outlined in thePDR.

47.

Implementation progress: the progress is rated as moderately satisfactory.48.

During the last Supervision Mission (November, 2020), it was noted that implementation of activities under this subcomponenthad not commenced due to delays in recruitment of the Main Service Provider. The mission (Nov, 2020) recommendedcompletion of the process by January 2021. However, further delays were experienced and by the time of the current mission,the recruitment and on-boarding of the Main Service provider had not been finalised. The mission was informed that that selectionof the MSP had been finalised and the contract had been approved by the Ministry of Agriculture. The contract was due to besubmitted to IFAD for a’ no objection’ as well as to the Court of Auditors for approval.

49.

The mission noted the Main Service Provider will play a critical role in implementation of activities for sub component 2:1. TheMain Service Provider is expected to assist smallholders/FOs prepare and implement their investment proposals/BPs byimplementing the following activities: (a) identify market actors and opportunities, map and assess the capacity of FOs andsupport them to prepare subproject (SP) proposals/business plans (BPs); (b) provide technical assistance to IDA andbeneficiaries of irrigation schemes to establish or strengthen existing WUAs; (c) provide implementation support to beneficiariesof sub-projects. The mission reviewed the technical proposal submitted by the service provider to establish the MSPs capacity todeliver the investment activities and noted some gaps in the methodology, tools and models of service delivery by the MainService Provider. The mission recommends that the Main Service Provider should provide an inception report covering the scopeof services as outlined in the PDR as well as the methodology, tools and models for implementing the activities. As regards thecapacity of the Main Service Provider, the mission noted that the PDR specified that the skills and competencies of the MSP. Themission recommends enhancement of the proposed team of technical specialists to cover the range of skills required to offer theservices under Component 2.

50.

The mission noted that due to delays in implementing activities under subcomponent 2:1, implementation of investment supportactivities under subcomponent 2:2 had not commenced. However, the mission noted that the project had carried out somepreliminary activities, as recommended by the previous missions, including (i) Completion of Value Chain Mapping Study (ii)sensitization of farmers to accumulate funds resulting from the beneficiaries’ counterpart financial contribution, which would beused to co-finance future subprojects (ii) sensitization of financial institutions to participate in co-financing of sub-projects (iii)Hired a consultancy firm to conduct feasibility studies on small scale irrigation schemes. The mission recommends continuationof these activities in order to create/maintain interest and demand for the subcomponent activities in readiness forimplementation of activities by the Main Service provider.

51.

Support to sub-projects/business plan preparation, implementation, monitoring and evaluation. According to the PDR, theproject, through the Main Service Provider will support the following activities: (a) organise a training of trainers on theparticipatory preparation and analysis of business plans using the Rural Invest methodology and software; (b) assist eligiblebeneficiaries in identifying and preparing sub-projects for increasing crop productivity and production as well as post-harvestvalue addition and marketing that meet the criteria for investment support under Component 2; (c) assist the discussion ofbusiness plans (BPs) with PFIs and pre-negotiating credit commitments; (d) assist the appraisal and review of BPs and approvalof matching grants; (e) support an oversight mechanism to ensure transparency and fairness in the selection of beneficiaries,preparation and appraisal of BPs, approval then disbursement of approved matching grant;. The mission noted that theseactivities had not commenced due to the delay in the recruitment of the Main Service Provider. The mission recommends that thePIU should ensure that the MSP captures these activities in their workplan.

52.

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Provision of Investment Support(irrigation) – The project planned to rehabilitate a total of 500ha of SSI, benefiting 1,000farmers. Implementation of irrigation schemes would be phased, with 100ha rehabilitated each year from the second year ofproject implementation. The supervision Mission noted that the implementation of small-scale irrigation (SSI) activities undersubcomponent 2.2 are behind schedule. To date, there are no rehabilitated irrigation schemes. Identification of schemes hasbeen carried out in the Huila province. The delay in implementation of irrigation infrastructure was attributed to various factors,including the lack of capacity within the PIU to undertake preliminary activities, delays in recruitment of the MSP and the OA, aswell as procurement-related delays. In addition, the PIU indicated that the procurement team is trying to streamline processes toensure the conclusion of studies for the rehabilitation of SSIs.

53.

In 2020, the PIU recruited a consultant to carry out an initial assessment in Huila Province. Thirteen irrigation sites were identifiedin five municipalities. However, feasibility studies have yet to be completed. For these sites, the consultant evaluated waterpotential for irrigation, although crop choices have not been indicated. The Mission also noted that the consultant did not involvemunicipal and provincial authorities in the identification of irrigation schemes. Also, the criteria for selecting irrigation schemes forrehabilitation, outlined in the PDR, have not been followed. The mission recommends that guidelines for site identification befollowed. The PIU should audit the site identification process to certify that the sites selected meet the criteria for investment asset out in the PDR.

54.

For the identified sites in Huila, the consultant chose designs for earthen and stone masonry dams based on topography.However, the documentation provided by the consultant does not include alternative interventions and costs of interventions. Thereport does not include information on communities’ capacity to manage and maintain proposed infrastructure. For the identifiedsites, the consultant identified one option for irrigation – small dams with gravity irrigation (crops have not been specified; thesemust be specified together with beneficiaries). It is recommended that the interventions follow a participatory approach, involvingbeneficiaries, municipalities and extension personnel as outlined in the PDR..

55.

Site selection and irrigation studies for Cuanza Sul are ongoing. The study report is expected in August 2021.56.

Strengthening and the establishment of new WUAs have not yet been implemented. It is important for the WUAs to be involvedin the identification and design of irrigation schemes. The Mission reiterates the need to engage beneficiaries in identifyingirrigation projects and the establishment and strengthening of WUAs.

57.

The PIU lacks the capacity for the rehabilitation of irrigation schemes and supporting WUAs. The MSP can provide some of thesupport when they come on board. However, of concern is the lack of clarity between the role of the MSP and the consultantsrecruited for the irrigation studies. Their roles in capacity-building activities, particularly with regards to provincial and municipalauthorities, FOs, and WUAs should be clarified. Limited capacity to implement irrigation and related activities poses a risk to theachievement of irrigation targets. IFAD should consider providing additional (irrigation and infrastructure) technical support to thePIU to strengthen capacity and increase the pace of implementation.

58.

The government has set a priority in increasing irrigation infrastructure. However, the allocated resources may be insufficient tosupport the target specified in the PDR (500ha). The PIU also expressed concern about the resources available for therehabilitation of SSIs. To adequately support the SSI component and increase irrigation are supported by this project, however, abudget reallocation may be required. To assess the adequacy of the budget allocated, it is recommended that the PIUestablishes the cost of irrigation scheme rehabilitation.

59.

The MSP is expected to provide technical assistance to IDA and smallholder beneficiaries of SSI schemes to establish and/orstrengthen WUAs. The assistance will include the facilitation of the WUAs to elaborate and implement their own SSI scheme sub-project and provision of implementation support to smallholder beneficiaries of the sub-project to ensure that the objectives ofeach SP/BP funded under the project are achieved. However, the SAMAP awaits the arrival of the MSP. Given the challengesthat the PIU is facing implementing sub-component 2.1, the Mission recommends that the PIU is provided with targeted technicalsupport (including irrigation development and safeguards) to assist the PIU to develop an implementation plan for SSIs includingoutlining targeting for irrigation schemes, their planning, and implementation.

60.

Investments in agricultural production: This activity focuses on financial support to sub-projects aiming mainly at a sustainableincrease of agricultural productivity and production. Eligible investments are outlined in the PDR. The mission noted thatactivities under this subcomponent have not commenced due to delays in recruiting the MSP. However, the project had initiatedactivities to support agricultural production in the two project areas in Cuanza Sul and Hulla. The PIU reported that due to delaysin implementing farmer field schools (FFSs) as well as delays in hiring consulting firms to assist smallholders to developsubprojects/business plans, the PIU requested IFAD to allow the project to provide support to vulnerable groups of farmers,affected by natural disasters (droughts and floods and by the outbreak and spread of Covid-19. IFAD approved the request andauthorized $2,363,092 to be used outside the framework of subprojects (reallocation of one USD 1 Million USD for emergencyinterventions and an additional $1,363,092, donated under the Rural Poor Stimulus Facility).

61.

The emergency fund was used to provide support for land preparation and purchase of inputs and tools. In 2019, a total of 3,705families received assistance in land preparation, agricultural inputs and tools, amounting to USD 383 132.22 (USD 221 480.03 inCuanza Sul and USD.161 652.19 in Huila). In 2020, 10,657 smallholders were assisted (5,478 families in Cuanza Sul and 5,173in Huila) with land preparation (preparation of 1,734 hectares of land for cultural blocks (991 hectares Cuanza Sul and 744hectares in Hulla) and provision of agricultural inputs (maize seeds and fertilizers) amounting to USD 1,769,315.00. In 2021, theproject provided agricultural inputs, equipment and implements amounting to USD 3,250,869.43. To complete the cycle ofsupport the project plans to spend USD 144,000 towards mechanized tillage of 1,800 hectares for cultural blocks (1,000 hectaresin Cuanza Sul and 800 hectares in Huila) and USD 2,143,580 for agricultural inputs.

62.

The PIU acknowledged that while the agricultural subsidy programme had deviated from the demand -driven commercializationmodel of Component 2 the project, it had provided an entry point for the project through mobilization of farmers, raising

63.

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Agreed Action Responsibility Agreed Date

FFS Master Trainers Training

Include ARP field officers during the SAMP Master trainers training

PIU/FAO 03/2020

Construction of irrigation schemes

Carry out a rapid analysis of identified irrigation schemes, design andconstruct/rehabilitate those which need least resources and commence horticultureproduction.

PIU/IDA 04/2020

Additional value chain identification

During characterisation of value chain actors, identify additional value chains whichmay be municipality specific

PIU/Consultant 06/2020

Harmonize and use the same input supply approach with SADCP- WB

Harmonize and use the same input supply approach with SADCP- WB according toIDA guidelines

SADCP- IFADand WB

06/2020

Sensitisation of Value Chain Actors

Conduct sensitization campaigns targeting actors of the value chains (FOs, inputsuppliers, traders/buyers, transporters, processors and agro-industries, etc.), localNGOs and PFIs.

SAMAPCoordinator

12/2020

awareness and confidence of the communities and local authorities towards IDA and SAMAP in the project areas as well aslaying out conditions for the establishment of FFSs and the development of subprojects. In addition, the support has facilitatedthe introduction of the concept of matching grants for co-financing subprojects. By June 30, 2021, farmer organizations from theproject areas had collected to USD 226,556) as beneficiaries’ counterpart financial contribution, which would be used to co-finance future subprojects. While acknowledging the positive aspects of the subsidy programme, the mission noted that in thelong run, the approach would undermine the principles of demand driven commercial approach to agricultural production. Themission recommends that commercialization of agriculture and the preparation of subprojects/business plans should be includedin the FFS training curriculum as an entry point for activities under Sub component 2. The mission also reiterates earlier missionrecommendations that the subsidised support be discontinued in order to encourage a shift towards a more demanddriven/commercial approach to agricultural production.

Investments in post-harvest and value addition. The objective is to promote investments in value addition, reducing post-harvest losses, and strengthening market linkages. The project will test pilot models for commercialization during the first twoyears with a view of learning lessons. Subsequently adjustment will be made to the provision of matching grants for this type ofsubprojects. Eligible investments will be at both household and community level and may include processing, cleaning, grading,weighing, packaging and cooling equipment, storage facilities, transport equipment, packaging materials, and associated services(capacity building, subproject monitoring and implementation support, and environmental and social impact assessments).Marketinfrastructure such as rural markets and spot improvements of feeder roads (including small bridges and culverts) will also beeligible The mission noted that activities to support investments in post-harvest technologies had not commenced due to delaysin recruiting the Main Service. The mission recommends that training in post-harvest management and value addition be includedas part of the FFS curriculum in preparation for the investment support activities which will be undertaken by the Main serviceprovider.

64.

Mobilisation of Partner Financial Institutions (PFIs). The aim is to explore new avenues to encourage financial institutions toco-finance sub-projects. In addition to raising the capacity and creditworthiness of smallholders/FOs through assistance inelaborating bankable sub-projects/BPs and mitigating PFIs’ credit risk through the matching grants. The project was to undertakevarious preparatory activities including (i) In-depth review of financial services and products offered and analysis of the potentialfor partnership; (ii) Negotiating multiyear Memorandum of Understanding (MoUs) with PFIs determining commitments of eachparty and support to be provided; and (iii) Supporting implementation of MoUs with PFIs. The mission noted that these activitiesare critical to the financing of subprojects and recommends that the Main Service Provider prioritises implementation of theactivities within the first quarter of their contract period.

65.

Preparation of implementation manual: The broad implementation framework for subcomponent 2:2 is outlined in the PDR.The mission noted previous mission findings that the PIU had faced significant challenges in internalising the concept andmodalities of implementing the matching grant. Technical support had been provided to the PIU and the preparation of anImplementation manual had been initiated. The mission noted that the implementation manual will provide guidance to all thevalue chain actors who will be involved in implementation/management of the matching grant facility. The mission recommendsfinalisation of drafting of the implementation manual before commencement of subcomponent 2:2 activities.

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Recruitment of the Main Service Provider

Contract Main Service provider and Oversight agent

SAMAPCoordinator

01/2021

Modalities for Component 2 Implementation

Conduct a project implementation modalities workshop to assist the PIU toconceptualise and internalise the design reasoning behind Component 2 and thecomplementarities among the project components.

IFAD 01/2021

Recruitment of Subject Matter Specialists

Recruit Key Specialists within the PIU

SAMAPCoordinator

03/2021

Training in commercialization of agriculture, post-harvest management andvalue addition

Training in commercialization of agriculture, post-harvest management and valueaddition be included as part of the FFS curriculum in preparation for the investmentsupport activities which will be undertaken by the Main service provider

FAO 07/2021

Recruit consultants to support PIU in rehabilitation of irrigation andinfrastructure (c2.2)

IFAD 09/2021

Establish cost of irrigation (per ha) to assess the adequacy of the budgetallocated.

PIU 10/2021

Outline a proposal for strengthening capacity of FOs, WUAs, municipal, andprovincial officials (c2.2)

MSP/PIU 10/2021

Draft implementation plan for the SSI rehabilitation and share with IFAD (c2.2) Irrigationconsultant,MSP, PIU

10/2021

Accelerate recruitment of oversight agent (c2.2) PIU 11/2021

Prepare a formal assessment of the readiness and capacity of MINAGIP toassume implementation of field activities (c1.2)

PIU 12/2021

Clarify the timetable for phasing-out the payment of salaries for newly recruitedextension officers from SAMAP’s payroll.

PIU/IDA 12/2021

Undertake sensitization of farmers and financial institutions to stimulatedemand for the subcomponent activities (c2.2)

PIU 12/2021

Finalise drafting of the implementation manual for the Matching Grant PIU 12/2021

Modify the contract with FAO (including budget), to confine FAO’s role toestablishing methodological/implementation aspects of FFS

Modify the contract with FAO (including budget), to confine FAO’s role to establishingmethodological/implementation aspects of FFS, which forthwith will be carried out byNGOs & IDA extension officers under SAMAP. FAO will share methodologies andtraining materials developed, with the Mission team to ensure their scope meetsproject requirements and to ensure quality assessment (c1.1)

PIU 01/2022

Reappraise the commercial sustainability of INCA

Reappraise the commercial sustainability of INCA, through which enhanced geneticplanting materials (coffee tree seedlings) would be provided free-of-charge to projectbeneficiaries, with commercial sales of the genetic materials to established coffeeproducers (c1.3)

IFAD 01/2022

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Establish outputs, outcomes and indicators for INCA that can be incorporatedinto the (modified) logical framework and the project’s M&E system (c1.3).

PIU 01/2022

Expedite the evaluation study of FFS (c1.1) IDA 06/2022

MSP to provide inception report detailing scope of services, methodology,tools and models for implementing the services (c2.2)

MSP

PIU to audit selected irrigation sites to ensure that criteria for selectingbankable or sustainable projects are adhered to (c2.2)

PIU

E. Project implementation

a. Development Effectiveness

Effectiveness and Developmental FocusEffectiveness Rating: 3 Previous rating: 3

Justification of rating

Log-Frame Analysis & Main Issues of Effectiveness

Implementation progress is severely lagging, hence the agreement of the two-year no-cost extension. The Mission and the PIUacknowledges the exogenous factors (e.g. COVID) that have hindered progress to date, To compensate for the slow rate ofimplementation, SAMAP’s management is undertaking great strides to expedite implementation over the project’s remaininglifecycle. Implementation progress to date is limited to component 1. Furthermore, additional results (outputs and outcomes) for component 3 need to be identified for enhanced and effective trackingand reporting performance of management and coordination in line with the project development objective (PDO), procedures,fiduciary guidelines and the M&E system. This should include results aimed at targeting and adherence to IFAD policies and cross-cutting issues such as SECAP, youth,gender equality and women’s empowerment; as well measuring SAMAP’s commitment to nutrition sensitive interventions.

67.

The project is moving in the right direction; however, urgent improvements are still required for the project’s logical frameworkand Theory of Change (TOC), specifically in the alignment and sequencing of activities with results. The PIU confirmed regularlyto review and update the log-frame. However, the last update was undertaken in March 2021 by a short-term consultant hired forthis very assignment. Of concern, there were an admission of the limited involvement and consultation with the PIU and PPIUs.The Mission is of the view that future reviews must be done in a participatory fashion, with the involvement of all key PIU andPPIU technical staff, to ensure ownership, internal capacity-building and knowledge transfer.

68.

Besides the limited use of the project’s Logical Framework and TOC as planning tools, there also exists ineffective sequencingand linkages in the implementation of activities and the higher results of the TOC, i.e., activities, outputs, outcomes and impacts.There is also weak mainstreaming of cross-cutting issues (i.e., gender, youth, nutrition, SECAP, KM, risk management andcommunication) as per the PDO. Key results are not outlined for management and coordination, procedures, fiduciary guidelinesand the M&E system for planning and reporting SAMAP’s progress. These should include targeted interventions aimed atmainstreaming relevant thematic areas (i) Knowledge Management (KM); ii) adherence to IFAD policies and SECAP; iii) genderequality and women’s empowerment; iv) youth-related interventions; and v) commitment to nutrition-sensitive interventions,among others, in the project’s strategy.

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Put the logical framework and the project theory of change at the heart ofplanning when preparing and monitoring the AWPB

SAMAPcoordinator

12/2020

Contract Main Service provider and Oversight agent SAMAPCoordinator

01/2021

Recruit Key Specialists within the PIU SAMAPCoordinator

03/2021

Review log-frame and ToC

Update the Logical Framework to include baseline information, additional resultareas (output and outcomes ), especially paying attention to cross-cutting themes.

M&E Specialist 12/2021

PIU and PPIU involvement

Involve PIU and PPIUs in log-frame and ToC analysis/updates.

SAMAPcoordinator

12/2021

Logical framework & data disaggregation

Use the log-frame and ToC as the basis for planning, monitoring and reporting,especially the performance of the AWPB. Provide gender, sex and agedisaggregated data.

SAMAPcoordinator /M&ESpecialist

12/2021

Development FocusTargeting and Outreach Rating: 4 Previous rating: 4


Main issues


Recruitment of s targeting specialist PIU 12/2021

SAMAP has cumulatively reached 71,780 beneficiaries (family farmers) against a target of 300,000 achieving a rate of 24%.14,356 beneficiaries comprising of 7,379 women, 6,977 men have received project services in the form of agricultural inputsachieving a target rate of 24%. 79 master trainers, 40 from Cuanza Sul and 39 from Huila comprising of technicians from IDA,ADRA and CODESPA have been trained achieving a target of 130%. 253 pre-FFS groups involving 9,356 participants, 33% ofthe target, has been established so far of which 46% are women. 80 Farmer associations/cooperatives have been evaluated andthe registration of 40 farmer organizations is currently ongoing. So far implementation of the targeting strategy has not been satisfactory and SAMAP needs to ensure compliance with thestrategy as stipulated in the PDR. The M&E system needs to consistently monitor and report on targeting of SAMAP target groupas well as the vulnerable groups including orphans, people living with HIV/AIDS, People Living with Disabilities, youth headedhouseholds.

70.

SAMAP needs to ensure compliance with the targeting strategy as stipulated in the PDR. This includes: (i) Geographicaltargeting’ (ii) self-targeting; and (iii) targeting tools, including- facilitation and empowering measures, gender approaches andactivities to reach the youth.

71.

Adherence to the strategy will ensure the targeting of the intended target group, their participation-specific activities and to havethem benefit from project interventions.

72.

The Mission assessed the extent to which the targeting strategy of SAMAP is being effectively implemented. The project teamappeared not be in control of the application of criteria for geographical targeting. Moreover, it was clear to the Mission that thePIU did not have an adequate understanding of self-targeting and empowerment measures underpinning the project targetingstrategy. Against this backdrop, it was not surprising to find that, for all the target groups and in particular for organised groups offarmers, with particular attention to women and youth groups, the project never undertook a participatory assessment to ensurethat interventions are demand-driven and respond effectively to needs of the farmers taking into account the maturity.

73.

It was not evident to the Mission that, within the selected municipalities and communes, the project promoted the participation ofwomen, youth and poor smallholder farmers by using empowerment and capacity-building measures to encourage theirparticipation.

74.

The Mission stresses the need for the PIU to ensure effective poverty targeting and implementation of empowering measures.The Mission also emphasised the need to monitor the performance of the project targeting strategy to ensure that theinterventions of the project are effectively reaching the intended beneficiaries.

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Gender equality & women's participation Rating: 4 Previous rating: 4


Main issues


Development of a Gender Targeting and Youth Strategy

Develop Terms of Reference for recruiting a TA for the development of a GenderTargeting and Youth Strategy and action plan and initiate recruitment process for thesame.


Conduct a Gender Awareness training of recruited staff and IDA personnel


GenderConsultant

04/2020

Gender Sensitisation for Project Stakeholders

Recruit a Social Inclusion Consultant to Gender awareness/sensitisation training forall project staff and other project stakeholders;

SAMAPCoordinator

04/2021

Recruitment of Gender and Youth Specialist PIU 10/2021

Development of Gender and youth strategies and action plans Genderspecialist

12/2021

Gender sensitization training for PIU and project Implementers Genderspecialist

12/2021

Establishment of Junior FFS FAO 12/2021

Data Collection in M&E

Provide gender, sex and age disaggregated data

M&E Specialist

Agricultural Productivity Rating: 3 Previous rating: 4

SAMAP is in the process of recruiting a gender and youth specialist. The Specialist will be responsible for the development ofgender and youth strategies as well as the respective action plans. 46% of the participants in the 253 pre-FFS are women.SAMAP intends to achieve 50% women and 30% youth participation in the project. Youth representation in SAMAP has beenlow, key activities to target the youth are yet to be developed such as the Junior Farmer Field Schools.

76.

One of the key targeting tools to ensure inclusiveness in SAMAP is gender mainstreaming. The design document stresses thatgender will be mainstreamed with a focus on supporting women to overcome constraints including access to assets, training andinputs. The project will apply the Gender Action Learning System (GALS), which is an innovative approach for deepening projectimpact by strengthening communication and win-win collaboration between vulnerable and more powerful actors. The use ofGALS will ensure that women are fully part of decision-making in the household and regarding project activities.

77.

The Mission’s review found that, though 46% of participants in the 253 pre-FFS are women, the scope of implementing gendermainstreaming in SAMAP is narrowly limited to meeting the quota, without due attention to implementing empowermentmeasures and targeting tools to ensure that women participate and benefit from the project's interventions.

78.

Key steps which were planned in the design document to ensure effective gender mainstreaming have not been completed,including a gender study that was foreseen at the onset of project implementation to identify the factors that impede women ingaining access to value chains as producers as well as processors and managers.

79.

The relatively weak focus on the gender mainstreaming process is partially due to the vacancy in the position of gender and youthspecialist in the PCU. The recruiting of a gender and youth specialist is ongoing.

80.

The Mission encourages the project to sharpen its focus on gender mainstreaming and ensure targeting of women for their qualityparticipation in project interventions. The gender study should be carried out without further delay; its findings andrecommendations will guide the project in facilitating the full participation of women.

81.

The GALS approach should be integrated in the FFS; this will stimulate discussions at the household level regarding workloadswhich are expected to result in a more equitable allocation of tasks between household members.

82.

Finally, the project should consider implementation of climate-smart investments to support the use of labour-savingtechnologies, such as rainwater harvesting, conservation agriculture and fuel saving-stoves.

83.

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Main issues

Nutrition Rating: 4 Previous rating: 4


Although the project is now accelerating the implementation of activities to provide capacity-building to beneficiary farmers andfarmer organizations in the project's target areas, there are a number of factors that are still impeding the rapid increase inproductivity gains of selected project priority crops. The drought that hit the project areas combined with delays in recruitingservice providers to implement activities under this component are the factors that rank as the main reasons for the current lowyield of selected crops that are still far from reaching the yield targets set out in the PDR. Although the start of activities in component 1 offers good prospects for increasing productivity in the project's target areas, theperformance of productivity indicators for the selected crops of the project is still far from meeting the yield targets defined in thePDR. In light of this, the agricultural productivity rating in the project target areas is moving away from the previous rating of 4(moderately satisfactory) to now being rated as 3, that is, moderately unsatisfactory. It is noteworthy that the perspective of increasing the productivity of selected crop should come from efforts to improve theperformance of productivity enhancement indicators which include the following, as outlined in the PDR: (i) number of beneficiaryfarmers who have completed FFS training, (ii) proportion of FFS beneficiaries who have adopted at least 2 new improvedtechnologies, (iii) number of technology packages developed and recommended for project crops and for use by target groups;and (iv) number of adapted climate resilience technologies applied.

84.

SAMAP was designed with the aim of increasing smallholder agriculture productivity, production and marketing of selected cropsin the project's target areas. As foreseen in the project design report, it is expected that the productivity gains of the selectedcrops (maize, beans, onion, Irish potato and cassava) will be achieved gradually over the lifetime of the project.

85.

To this end, the extension methodology adopted by SAMAP is based on the FFS approach, which is the project's main platformto introduce new knowledge to fill technical knowledge gaps related to cropping systems, improve access to modern agriculturalinnovations and validate new yield-enhancing technologies, which are expected to be adopted and used by beneficiaries in theproject's target areas.

86.

With this objective in mind, the project assigned the agricultural research system the task of gradually developing andrecommending over time an increasing number of technology packages, including climate-resilient technologies, for the project'scrops and for the use of SAMAP target groups.

87.

There are a number of activities that were planned for agricultural research to address emerging issues in the productivity,production and value chains of selected priority crops, which include: (i) multiplication of seeds and planting materials for seedproducers in the downstream of the seed value chain to increase the availability of different categories of improved seeds andplanting materials for further distribution to beneficiaries in project areas; (ii) development of recommended technology packagesfor priority project crops for use by project beneficiaries; (iii) carry out soil diagnostics in the project's target areas and makerecommendations on the use of fertilizers aimed at their application in the project's priority crops; and (iv) scaling-up testing anddemonstration of improved technologies targeting project priority crops.

88.

In the context of this task, the agricultural research system, specifically the IIA, was able to carry out a range of activities,including soil analysis, multiplication of basic seeds and planting materials, development of recommendations for the use offertilisers, and development of two maize varieties and two types of bean varieties.

89.

While these activities are extremely important for increasing the productivity and outputs of the crops selected by the project, thetechnologies resulting from these planned research interventions have not yet been demonstrated and validated by SAMAPbeneficiaries. This was mainly due to the drought that hit the project's target areas, which not only specifically affected themultiplication of improved seeds and planting materials, but also caused project beneficiaries to lose the opportunity toappreciate, test, adapt and judge the potential of productivity-enhancing technologies introduced and promoted by SAMAP.

90.

To complicate matters, the project has not yet carried out a crop output assessment to clearly show the evidence in terms ofyield trends for the project's selected priority crops. Conducting such a crop performance assessment would likely show that theproductivity of the project's selected priority crops is still far from reaching the yield target set for the mid-term review period, thisjudging by the negative impact of the drought, which reduces the productivity dramatically.

91.

This fact is also corroborated by the beneficiaries and project stakeholders who, in the virtual meetings held with Mission,mentioned that the drought affected the performance of the crops in the project areas, with the Irish potato that apparently isproving to be a promising crop, being an exception for this case. It is also corroborated by the results contained in the report ofthe last SAMAP evaluation mission, which, based on some information collected at the time of the mission, indicated thepossibility of large yield gaps of some selected crops in relation to the productivity targets established in the project design.

92.

However, with efforts already underway to streamline the implementation of activities related to the SAMAP FFS, including theintroduction, testing and demonstration of good agricultural practices (GAPs), it is expected that project beneficiaries will soonhave the opportunity to favourably judge and adapt and adopt yield-enhancing technologies and practices with a view to increasethe still low levels of productivity of the project's priority crops.

93.

The Project has understood the importance of the nutrition dimension. A baseline and KAP (Knowledge, Attitudes and Practiceson nutrition) study has been conducted and the report submitted. Nutrition aspects have been included in the FFS. The findingsof the survey are to inform and guide the project in their interventions, which should target women, lactating mothers and youth

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Main issues

Adaptation to Climate Change Rating: 4 Previous rating: 4


Main issues

specifically. SAMAP should implement capacity-building activities of both implementers and beneficiaries. SAMAP’s AWPB should includenutrition sensitive activities.

SAMAP is categorized as a nutrition-sensitive project. The PDR stresses that the issue of malnutrition will be addressed in FFStraining as it is critical to reduce the prevalence of diseases facilitate normal growth of children and improve human productivity.The project will encourage the production and consumption of fresh vegetables and promote balanced nutrition to address theproblems of malnutrition for adults as well as children in the project area.

95.

Although the PDR does not elaborate on nutrition sensitive activities but only indicates the focus areas, a review of this documentshows that nutrition is mainstreamed in SAMAP through subcomponent 1.1.(Strengthening Capacity of Smallholder Farmers andFarmers’ Organisations through Farmer Field Schools). The expected outcome under this subcomponent is “smallholder farmers’technical, organisational and managerial competence improved”. This includes, inter alia, improving dietary diversity awarenessamong households as well as knowledge about infant feeding and infant caring practices. SAMAP’s entry point to mainstreamingnutrition is thus through agricultural extension using FFS; it is also through training, awareness raising campaigns andcommunications to reach those who are reached through FFS.

96.

The Mission found that some steps have been taken to implement nutrition mainstreaming in SAMAP. A baseline and KAP(Knowledge, Attitudes and Practices on nutrition) study has been conducted to inform and guide the project in their interventions,which should target women, lactating mothers and female youth specifically. The KAP findings revealed the breastfeeding andweaning practices, feeding habits of children and the dire sanitation situation in both Huila and South Cuanza provinces ascritical. However, the Mission could not assess the extent to which the FFS and other activities implemented by the project targetthese subgroups to address nutrition issues in the project’s areas.

97.

The Mission stresses the need to include nutrition modules in the ongoing extension activities under FFS to raise awarenessabout malnutrition's causes and measures for reducing it, such as growing more nutritious crops, preparing more diverse meals,and using improved methods to preserve seasonal crops rich in vitamins and minerals for use throughout the year. Specific focusshould be placed on: (i) training girls and women, (some of them will not be FFS students); (ii) increasing the awareness of bothmale and female household heads on the importance of allocating adequate resources for improving nutrition; (iii) awarenessand communication efforts, notably a behaviour change communication (BCC) campaign for nutrition.

98.

The AWPB of SAMAP should be nutrition-sensitive by including activities namely aimed to: (i) increase production and promotionof diversified diet at household level (livestock, fishery, poultry, fruits and vegetables); (ii) increase availability of micronutrientrich seeds (bio-fortified) supported by agriculture research institutions; (iii) promote value addition and post-harvest management(iv) strengthen capacity of agriculture, education and health extension staff in community based approaches to enhance adoptionof nutrition practices; (v) contribute to development of school feeding, home gardening, junior farmer field schools programmes;(vi) build/rehabilitate infrastructure (roads, warehouses, markets) to enhance access to indigenously produced nutritious food;(vii) other activities such as awareness raising and sensitization sessions, cooking demonstrations and the development ofpamphlets and posters.

99.

Finally, the Mission highlighted the need for developing effective arrangements for the implementation of nutrition activities, inparticular the establishment of partnerships with different stakeholders, including the FAO, UNICEF, WFP, World Bank, USAID,AFD, etc. for coordinated intervention approaches. Alongside these actors, IFAD can leverage knowledge and best practicesfrom its funded-projects in Angola to inform policy dialogue on mainstreaming nutrition in FFS, which is being promoted by theGovernment as the main agricultural extension model.

100.

The targeted beneficiaries are vulnerable to rainfall variability and Impacts from project activities on climate change are veryclear. increased temperatures which can impact crop yields, and expand the range of agricultural pests. However, steps are yetto be undertaken to implement the adaptation measures. But, most of the interventions are to be effected through the FFS whichare expected to provide capacity-building to farmers; these have already started. FAO trained the Master Trainers who willprovide training to farmers in the FFS that are already onboard; the training include modules on climate change, agro-meteorology, integrated pest and disease management, agro-ecological practices and management. All these topics areessential for transferring skills and knowledge to enhance resilience to climate change, especially if adequate follow-up andpractical capacity-building at the farm level are provided.

101.

Since the last supervision mission made in November 2020, one outstanding activity has been achieved. The FAO through FFSshas commenced training master trainers on climate change adaptation, climate resilient seeds have been multiplied anddistributed to farmers.

102.

The PIU has agreed to write a MOU with the Forestry Department to provide tree seedlings to farmers in the next 3 months. TheMoU will also include leveraging existing ecological centres (like Huambo) to be used for training technicians on smart irrigationtechnologies.

103.

SAMAP has made no studies so far for climate risk analyses and management – these studies help in understanding the climatetrend so that decision-makers can use the knowledge to provide the necessary mitigating and resilience inputs.

104.

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Mainstream Climate Change in FFS Curriculum

Ensure the FFS curriculum integrates climate change adaptation practices andtechnologies


Compliance with SECAP

Conclude the identification process of infrastructures and ensure compliance withSECAP

SAMAPCoodinator

01/2021

Research on climate and environment issues

Establish linkages of research work by IIA and INCA with FFS on climate andenvironment issues

SAMAPCoordinator/IIA/INCA

03/2021

Capacity building in Climate Change Resilience Measures

Commence FFS necessary for transferring skills and knowledge to enhanceresilience to climate change

SAMAPCoordinator

03/2021



SAMAPCoordinator/IIA/INCA

11/2021

Capacity-building in Climate Change Resilience Measures


SAMAPCoordinator

11/2021

Recruitment of a an Environmental and Climate Change Specialist

Recruit technical specialist for the development of SAMAP’s EnvironmentalSafeguards, Climate change and adaptation and the associated action plan.

SAMAPCoordinator

11/2021

b. Sustainability and Scaling up

Institutions and Policy Engagement Rating: 4 Previous rating: 4


Research and development: INCA and IIA are developing drought-tolerant varieties to enable adaption to climate change.However, linking their work with FFS remains a challenge. The mission recommends FFS initiation, as planned, without furtherdelay so that the skills can be transferred from the MTs and Extension Workers to farmers to increase resilience to climatechange impacts. MTs, Extension Workers, and other technical and organizational assistance agents (e.g. INCA, IIA and NGOs)must also ensure that at the field level farmers are provided with all the necessary assistance to consolidate learning from FFSand to make practical adjustments to the conditions on the ground.

105.

Infrastructure: As part of the rehabilitation of the irrigation schemes, practical steps must also be undertaken to foster theadoption of selected and tested smart technologies that are responsive to climate change adaptation. Drip or sprinkler irrigationcan achieve better control over the timing and level of water applied to crops than gravity irrigation. This is of utmost relevance inmany contexts and even more so in those marked by severe scarcity of water as is the case with southern provinces. Thesetechnologies are yet to be promoted in the project area and that requires dedicated work. It is recommended that the constructionor rehabilitation of infrastructure be expedited as soon as possible.

106.

The following actions should be executed without any further delay:107.

The project implementation environment has changed with the recent changes in the Government. The Ministry of Agricultureand Forestry was merged with the Ministry of Fisheries and now is named as Ministry of Agriculture and Fisheries (MINAGRIP).In addition, the Government formally established the IFAD supported project’s Single Coordination Unit (SCU) and it is expectedthat this unit will further contribute to improve the coordination and performance of all IFAD supported projects in Angola. SAMAP is contributing to building the capacities at institutional (Government, Civil Society and Private Sector) and beneficiarylevel to sustain the activities. With the establishment of the SCU and the expected engagement of technical specialists, as well asthe finalization of the recruitment of the project service providers, all component activities will be implemented without furtherdelays.

108.

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Main issues


Establishment of SCU at IDA

MINAGRIF and IDA to reflect and decide with the type suitable arrangement foroperationalization and coordination of SCU with support of different partners

IDA 06/2020

Update and finalize the SCU structure and its staff arrangements IDA/SCU andIFA

10/2021

Hire permanent or demand based technical specialists at SCU level

To serve all projects (SAMAP, SREP and ARP) and share the cost among theprojects

IDA/SCU 12/2021

Partnership-building Rating: 5 Previous rating: 5


Main issues

Country Institutional Capacity. The capacity of IDA and other related institutions at all levels in MINAGRIF, are beingstrengthened. Government structures at Central, Provincial and Municipal level receive SAMAP capacity-building supportthrough the allocation of 15 vehicles, 40 motorbikes, rehabilitation of EDA offices and field officers’ houses and recruitment of 40extension officers (10 University graduates and 30 mid-level technicians). These technicians will be absorbed by MINAGRIF/IDA,as well as the staff contracted by the different projects and it is expected that in a near future the IFAD projects will be fullyimplemented by Government staff.

109.

SCU. As part of the Government strategy to reinforce its institutional capacity to implement sustainable investment projects, theSingle Coordination Unit – SCU was formalized and a permanent structure established to support all ongoing portfolio, ensuringcoordination, oversight, cost efficiencies through shared functions, and developing capacity of IFAD project management staff infiduciary issues or more effective implementation. The current technical team comprise specialists from management areas only(Coordination, Finance, Procurement and M&E). These areas will be reinforced by an “internship” programme in partnership withlocal universities to support the country in establishing and reinforcing its institutional assistance capacity to attract, absorb andmanage external assistance. It is worth to highlight that up to now, three out of the nine expected interns joined the SCU.

110.

The mission learnt that the actual structure and system for the SCU has only management functions. This is not in line with whatis expected from the SCU, to serve as technical assistance unit for the Government, with broader roles and capacity to provideon-the-job training to Angolan counterparts. It is expected that the SCU would serve the projects staff, service providers andbeneficiaries in the different key subject areas including: Civil/Irrigation Engineering, Social & Water Resources Development CC&NRM Specialist, Farmer Field School (Agronomy), Agribusiness and Marketing, among others.

111.

Part of the delay in the implementation of SAMAP and ARP is related to the lack of technical specialists at the PIU level tocoordinate the implementation of project activities. Even with the lead service provider, the project team should have technicalspecialists to ensure the smooth implementation of project activities. The WB project – MOSAP II has technical specialistscontracted and the project is registering good progress. Experiences from other countries (PROSUL in Mozambique) alsoconfirmed that technical specialists at PIU level would accelerate project implementation.

112.

For the Angolan case, with the existing SCU, it was agreed that these specialists would be contracted at this level to serve allprojects (SAMAP, SREP and ARP), in line with the expected cost-efficiency. In addition, it was agreed that the costs would beco-shared by all projects and that an updated version and final version of the SCU structure and its staff arrangements will befurther agreed between the GoA and IFAD.

113.

Policy Dialogue. The project is also contributing towards increased policy dialogue, building government capacity to accelerateproject implementation and to increase country ownership of SAMAP’s results. This is being achieved through the Governmentexisting structures and also through the project’s Organisational, Coordination and Implementation Framework which iscomposed by a) the Project Coordination Committee (PCC) chaired by the Ministry of Agriculture; b) the Project ImplementationSub--Committee (PISC) chaired by the IDA Director; c) the Provincial Project Coordination Committee (PPCC) and d) theProvincial Governance Committee (PGC). The mission noticed that due to COVID-19, few coordination meetings occurred at alllevels and urged that these policy dialogue fora take place regularly.

114.

SAMAP has successfully established partnerships with public, private and international organizations. With public institutions, theproject has been able to strength the institutional capacity of various Directorates and institutes within MINAGRIP, includingGEPE, INCA, and IIA. In addition the project established partnerships with the Smallholder Development and CommercializationProject (SDCP - MOSAPII) – a World Bank-supported Project whose implementation is being closely coordinated with that ofSAMAP to ensure complementarity and enhance coordination and policy dialogue within IDA and the MINAGRIP. The project is also linked since the beginning with different national and international partners such as FAO with focus on theestablishment of FFS in the SAMAP intervention areas, as well as other NGOs: CODESPA and ADRA.

115.

GEPE – IDA signed a MoU with GEPE, in May 2020, for US$ 864.012 for agricultural statistics, market information and policy116.

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Master Trainers for Farmer Field Schools

Identify and locate the Master Trainers that were trained by MOSAP 1 and otherprojects with the objective exploring the possibility of working with SAMAP.

SAMAPCoordinator

09/2019

WB and IFAD Collaboration

Try to combine and harmonize as much as possible their supervision missioncalendar in Angola

IFAD and WB

Human and Social Capital andEmpowerment

Rating: 4 Previous rating: 4


Quality of Project Target GroupEngagement and Feedback



Responsiveness of Service Providers Rating: 4 Previous rating: 4


dialogue. Disbursed funds was used to support the national agricultural census whose results were presented to the mission,and to acquire a server for agricultural data and statistics. The study results coupled with the baseline survey results and otherexpected ongoing outcome surveys will be used as a basis for the preparation of the SAMAP MTR planned for 2022.

Collaboration with FAO. SAMAP will implement the FFS with the support of FAO who will provide the overall capacity-buildingand implementation support to IDA with training of Master Trainers, strengthening the IDA staff and local NGOs, as well asproviding support with supervision and certification of the FFS. Concerns emerged with the initial delays in the implementation ofproject activities. A no-cost project extension as been requested and it is expected that FAO, local NGOs and EDAs wouldestablish sustainable FFS.

117.

SADCP – WB. The WB financed project is more advanced in terms of activities on the field and results. Taking into account thatthe methodologies and activities are very similar, it is recommended that SAMAP takes into account the lessons andrecommendations from the SADCP-WB project. The collaboration between the projects should also be extended to sharingdesigns, experiences to reduce the cost of the extension officers houses and irrigation schemes, exchange of manuals andlessons to create and strengthen WUAs, among others.

118.

AFD and BADEA. Based on the experiences and lessons from MOSAPI, SADCP-WB, MOSAP and ARP, a USD 150 millionproject SREP - Smallholder Resilience Enhancement Project – was recently launched by GoA. A start-up workshop has alreadytaken place, and all initial project activities will be coordinated by SAMAP and the SCU team. SREP’s PIU will be establishedunder the SCU and it is expected closer collaboration among the different projects.

119.

SAMAP and SADCP-WB collaborated in the FFS evaluation study. The report is concluded and was shared with the mission,and will also feed the planned report under SREP for AFD and BADEA.

120.

CODESP and Associação Angolana de Educação. The project is considering the promotion of functional literacy for thefarmers. An agreement with these institutions will ensure the training of FFS, associations and cooperative members on literacy.Experience from MOSAPII with similar interventions showed that farmers are more empowered and have ability to negotiatebetter contracts, prices, etc., when they know how to read and count.

121.

Implementation of SAMAP interventions will contribute to the increase in the economic and social empowerment of beneficiariesthrough capacity-building activities and empowering measures of beneficiaries and the technicians involved in the project.SAMAP intends to ensure 50% of women beneficiaries are FFS facilitators and 30% are youth. As key activities are yet tocommence, the project can employ the measures as elaborated in the PDR which include (i)information and mobilisationcampaigns using local information meetings and media; (ii) agribusiness linkages and input supply through Farmer Organisationsalso for the vulnerable groups; (iii) inclusive FFS; (iv) a broad range of skills and training activities; and (v) monitoring ofinclusiveness as well as beneficiary support on the development of skills in household nutrition, basic literacy and numeracy,business and leadership.

122.

SAMAP does not have a grievance and redress mechanism. However, as local authorities are involved in the implementation ofthe project, SAMAP can rely on the current systems in place in the communities to provide feedback, address complaints andoffer resolutions. This should be monitored, documented and reported by M&E. However, if need be within the implementationperiod, a mechanism can therefore be established.

123.

The implementation of SAMAP interventions rely on service providers for the different components. As the activityimplementation intensifies, the number of service providers are increasing, including several public, private and a UN agency.The project engagement with the different service providers has mixed results in terms of quality and in the timeliness of outputs.

124.

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Main issues


Sign performance-based contracts and MoUs IDA/PIY

Environment and Natural ResourceManagement



Main issues

The recruitment of the MSP for the delayed component 2, is in its final phase of recruiting, the VC mapping study has alreadybeen concluded and other planned assessments on, rural financial services, market information system, irrigation schemes, etc.will be performed by the MSP.

In order to ensure timely implementation of project activities, the PIU should ensure that all MoUs and contracts are performancebased. It is further advised that the project monitor the Service Providers closely to ensure the time provision of quality servicesthat reflect value for money.

125.

The rating remains unchanged since the last mission. Although plans are well articulated to address environmental issues andare commendable, negative environmental impacts are not fully resolved yet. FAO has incorporated natural resourcesmanagement plans in FFS.

126.

The fragile biophysical environment, shallow soils, poor vegetative cover and the irregular and often high intensity of rainfall, hasresulted in severe soil erosion and reduced soil fertility. Deforestation and charcoal burning have also contributed to landdegradation and soil erosion on communal (forest and rangelands) and privately cultivated land.

127.

Measures, such as improved water management, safe handling of agrochemicals and waste management must be promotedmainly through the FFS. Efforts should be made to minimise the social risks through community participation and thedevelopment of community-based Natural Resource Management Plans (NRMPs) through FFS. The beneficiaries will benefitfrom climate change adaptation capacity-building through FFS.

128.

Although the schemes will use fertilisers for soil improvement, none of the subprojects intends to use (chemical) pesticides fornow

129.

Potential environmental impacts of boreholes – Competent service providers for borehole drilling must be selected. Themission recommends that groundwater surveys be undertaken for all identified borehole sites. In close collaboration andsupervision with water basin management authorities, mitigation measures should be in place to avoid over-abstraction andirreversible depletion of aquifers. All boreholes should be mapped and a master meter and an Airline/Piezometer installed atstrategic locations to monitor groundwater abstraction and facilitate regular measurements of the static water level in theboreholes. The committee managing water resources should ensure that there is no over-pumping and that beneficiaries complywith the water permit class issued. Water community committees should provide regular education on the value of water andwater resources for enhanced conservation.

130.

Training – Farmers should be trained on environmental management on how to dispose of waste materials and agrochemicalssafely, and how to manage water. Training in FFS should have a stronger focus on land degradation and minimise deforestationas well as continued soil degradation through good agricultural practices.

131.

Agricultural production is dependent on degraded natural resources – Of concern are agricultural value chain activities thatare dependent on natural resources, especially soils, which are subject to severe degradation and climate change hazards suchas drought. Without a change towards soil conservation techniques and climate-smart practices such as conservation agriculture,these value chain activities are likely to lose their productive basis.

132.

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Natural Resources Management Plans

FFSs to produce specific NRMPs

PIU 06/2020

Engage consultants to develop a Rapid Environmental and Social ManagementPlans

Engage consultants to develop a Rapid Environmental and Social ManagementPlans for the project area

PIU 06/2020

Provide training to PIU and other relevant stakeholders

Provide training to PIU and other relevant stakeholders on SECAP, ESMP andNRMPs

PIU 12/2020

Rapid Environmental and Social Management Plans

Conclude the procurement of consultants to develop Rapid Environmental and SocialManagement Plans for the project area

SAMAPCoordinator

02/2021

Establish working relationship with Forest Department

Establish working relationship with Forest Department for supplying tree seedlingsand other vegetation materials as well as leveraging training space in ecological fieldcentres

SAMAPCoordinator

11/2021

Exit Strategy Rating: 4 Previous rating: 4



Prepare a project Exit Strategy PIU 03/2022

Potential for Scaling-up Rating: 4


c. Project Management

Quality of Project Management Rating: 4 Previous rating: 4


SAMAP does not yet have a written exit strategy. However, as part of the institutional strengthening and exit strategy, the GoAhas established the SCU as a permanent unit to provide technical assistance to the Government, PIUs, service providers andbeneficiaries. The establishment of the SCU and other several capacity-building interventions being promoted by the project at alllevels, the recruitment of extension officers and interns, which will be absorbed by the GoA as permanent staff will ensure that allthe knowledge and lessons are replicated after project closure. At the field level, Farmers’ organisations are also being strengthened and farming communities are being trained through FFS.Lastly, WUAs will be capacitated to operate and maintain all infrastructures once constructed.

133.

SAMAP is a scale-up investment design, based on the experiences and lessons from MOSAP I. Its early results and interventionswere used to design the new SREP. The results from MINAGRIP/GEPE on the Agricultural census, partially confirms that thetechnologies introduced in the project sites has the potential to increase crop productivity, with a potential beneficial effect onfood and nutrition security, and also on farmers' income. The ongoing SAMAP productivity and yields assessment will furtherconfirm this assumption. Other planned innovative project intervention approaches under component 2 are through the ‘’caixas comunitárias’’, matchinggrant funds and irrigation scheme operations, management and maintenance also have positive scaling-up potential.

134.

The PIU, and the two PPIUs in Cuanza Sul and Huila were established, and are operational. At the provincial level, the activitiesare supported by IDA and at the local level by EDA (Estação de Desenvolvimento Agrícula - Agricultural Development Station).SAMAP is gradually strengthening the capacity of MINAGRIF, IDA and EDA at provincial and municipality levels, in projectimplementation, coordination, monitoring and oversight. In addition, through its support to IIA and INCA, it is expected thatimproved seed varieties will be released (drought tolerant, early maturing, etc.), support for better soil analysis, pest and diseasemanagement and sustainable seed multiplication processes at farm level will be strengthened. The engagement of FAO and theMSP would also reinforce the PIU and government capacity.

135.

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Main issues


SAMAP Deputy Project Coordinator

Develop Terms of Reference for the position of Deputy Coordinator and initiaterecruitment process for the same.

SAMAPCoordinator

07/2019

Conclude the recruitment of Project Coordinator and the Financial Manager IDA/PIU 09/2021

Start the preparation of MTR process IDA/PIU 09/2021

Hire a consultant

To support the finalization of the PIM and submit it for IFAD No Objection

PIU 11/2021

Knowledge Management Rating: 2 Previous rating: 3


Main issues

Following the establishment of the SCU, the SAMAP Coordinator was appointed as coordinator of SCU and a deputy coordinatorto oversee the implementation of both SAMAP and ARP projects. Currently, SAMAP has no acting coordinator and this is aserious contravention or no-compliance with the provisions of the financial agreement, therefore it was agreed that the IDA wouldaccelerate the recruitment process of the SAMAP Coordinator.

136.

The project Financial Specialist resigned in July 2021. The SCU finance controller is covering the absence while the PIU isstarting the recruitment process for a new project Financial Manager. The Mission is concerned with the fact that the project hascurrently two key positions vacant and urges the Government to accelerate the recruitment process for these posts.

137.

As part of the SCU internship programme, SAMAP’s PIU is being supported by interns in the areas of M&E, Procurement andFinancial Management. This support will reinforce the PIU’s capacity to deliver. Concerns are with the M&E function, which is notbeing adequately performed. Due to the lack of technical specialists, the M&E Specialist is currently acting as a focal point for allcomponents and is overwhelmed with all these functions at the expense of other M&E dimensions.

138.

Project Implementation Manual (PIM). The project PIM has been improved with the inclusion of key aspects related toFinancial Management, Procurement, and Monitoring and Evaluation. The mission reviewed the document and found it sound;however, some key areas and details are still missing, particularly on the technical areas of components one and two. Taking intoaccount that the MSP will start their operations soon, it was agreed that the PIU would engage the services of a consultant tosupport the finalization of the PIM, including all missing sessions, and submit to IFAD for no objection.

139.

Project MTR. Due to the start-up and implementation delays, coupled with COVID-19 restrictions, the GoA and IFAD has agreedupon a 2 year no-cost extension to the project. The project MTR was therefore postponed to 2022. The PIU should start thepreparatory process for this important mission immediately, ensuring that all studies and assessments are concluded. The projectMTR results should be disseminated and discussed in a participatory manner through the different PCC, PISC, PPCC andstakeholders’ fora. This should include detailed reviews of each component and subcomponents focusing on i) what wasexpected (objectives, target groups, implementation arrangements, main targets); ii) Implementation (adopted strategy, mainactivities and results achieved, strengths and weakness, main constrains, lessons and conclusions); and iii) Proposals for theremaining project period (revision of the implementation strategy, new interventions and respective costs, expected results andtargets). Any activity, reallocation proposal as well as the implication of the change should be properly justified, documented andpresented to the MTR team.

140.

The PIU has conducted and continues to undertake Knowledge Management (KM) initiatives, studies, dialogue, knowledgedissemination, routine progress review workshops with different stakeholders, among other KM initiatives. Based on the delayedKM implementation and the associated initiatives, learning and knowledge generated are potentially lost. Such could havecontributed to different aspects of the lessons learned for any necessary adjustment required for improved project planning andmanagement. The KM strategy and the associated action plan are yet to be put in place to facilitate effective KM implementation.This is in spite of recommendations of the previous IFAD supervision mission for SAMAP to consider recruitment of a short-termTechnical Assistant (TA) to support the design of a coherent KM strategy and action plan.

141.

Due to the delayed recruitment of a KM TA, project implementation has continued without KM specialism so that KM targetedactivities have not been planned nor included in the logical framework and TOC, as well as the current work plan for 2021.SAMAP’s KM function is therefore still not formally structured and more still needs to be done to adequately address KM as partof “project culture” and community of practices (CoP) in overseeing entire interventions. This continues to affect projectimplementation and mainstreaming as wells as planning, causing delays towards the attainment of desired KM results. It istherefore recommended that the project team fast track the hiring of a KM consultant and henceforth KM activities should beincluded in the project’s logical framework and ToC and subsequently in its current work plan. This will make it possible for theproject’s KM to be to be given due attention and functionally integration with M&E system for effective results-tracking andreporting under required modalities.

142.

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KM Strategy and Action Plan

Recruit short-term Technical Assistance to develop a Knowledge Managementstrategy and the associated Action Plan



Fast track recruitment of a short-term Technical Assistant to develop a KM strategyand an associated action plan


Value for Money Rating: 3 Previous rating: 4



Value for money

Address implementation delays including flow of counterpart financing

IDA/MINFIN 12/2019

Coherence between AWPB andImplementation



SAMAP intervention should continue drawing on M&E data, documenting and sharing lessons learned to make necessaryadjustments towards improved performance. Furthermore, management information system (MIS) features should be enhancedto enable easy access to data, reports and other project knowledge documentation.

143.

SAMAP also needs to put in place a communication strategy and an associated action plan to complement KM implementationand strengthening. However, SAMAP does not have a communication specialist as part of the PIU and this role may reside withM&E section. It is the Mission’s view that this is rather too much of a responsibility considering wider responsibilities within theproject.

144.

Lastly, the Mission is of the view that project staff capacity in KM needs to be built in order to enhance their knowledge and skillsthat will be useful for guiding KM implementation processes. Staff knowledge will enhance effectiveness and efficiency in theguidance of consultants in supporting KM operations relevant for project success and sustainability.

145.

The project has not conducted baseline and feasibility studies to determine the outcomes of the investments. As such, a Valuefor Money assessment can only be limited to the output level for investments. It is, however, noted that implementation delays inkey investment areas such as the recruitment of the main service provider, feasibility studies, development of business plans formatching grants, mobilisation of partner financial institutions, among others could lead to an unfavourable ratio between projectcost and outputs/outcomes overall as these should have preceded other activities. A detailed Value for Money assessment would require detailed questionnaires and other tools to validate the EFA in relation tothe project goals during design of the project. This will be done at the project’s MTR.

146.

The SAMAP team reported on the quality and timeliness on the execution of 2021 AWP&B to the mission team. However,implementation of the approved 2021 AWPB was affected by a number of internal and external factors ranging from limitedtechnical capacities in the PPIU and PIIS as well as procurement challenges that had negative effect on the pace ofimplementing activities and the associated execution of the budget. On a positive note, some of the targets in the AWPB weremet as planned. At the time of the Mission, much effort were being made by the PIU to speed up implementation pace during theremaining project’s life. Indications were that with required resources and constant support (timely approvals of procurement,disbursements, hiring of short-term technical assistance, and regular supervision support missions from IFAD and IDA, executioncould considerably move to a much higher rate. AWPB AWPB Inputs, Outputs, Outcome Review and Implementation Progress. The Mission reviewed the AWPB with particularemphasis on the execution rate and the financial progress compared against the physical progress. As already specified, anumber of factors affected the 2021 AWPB execution rate. However, key anticipated studies such as the baseline had beenrealized while the outcome survey had not been undertaken to inform the Mission on recommendations due to limited data, thusthe project is behind schedule on this aspect.

147.

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AWPB Summary and Detailed Tables

Revise the 2019 AWPB by preparing the summary and detailed tables to serve as atool for planning, monitoring progress and reporting



Revise the 2021 AWPB by preparing summary and detailed tables to serve as a toolfor planning, monitoring progress and reporting


Planning and reporting tools

Review M&E tools and instruments for increased data availability, quality, analysisand reporting


Performance of M&E System Rating: 3 Previous rating: 4


A well-structured M&E system in place is important for effective management decision-making, since it should help in trackingand reporting the achievements in SAMAP’s intervention logic (log-frame) and ToC. The system establishes the basis for whichproject implementers and stakeholders are informed if progress is moving towards the development objective and set targetsusing data for evidence-based decisions. This is critical for improved programming in the subsequent planning cycles. The M&Esystem is supposed to support Project management in identification of implementation constraints and challenges requiringaction and redress. The project’s M&E function clarifies the reporting roles of each stakeholder working in all levels of projectimplementation, including the PIU itself, the Ministry of Agriculture, IDA technicians, FFS facilitators, service providers, etc. M&E primary data from various data sources is supposed to be collected, analysed and reported disaggregated by socio-economic groups, age and gender, and then aggregated by community, commune and municipality in the consolidated reportingfor the entire Project. However, SAMAP is facing challenges related to the implementation of an M&E system, specifically theautomated web-based IT platform that should serve as data warehouse (hub) for planning, monitoring, analysis and reporting onproject result levels (output, outcome and impact). The local consultant’s contract is expiring soon, and to that effect, it issuggested that the Project considers reviewing the current ToRs and to make adjustments that could add value when aninternational consultant is hired to reinforce M&E software development and implementation. Project staff should be trained on ICT and M&E to enhance usage and capacities to provide relevant information and skillsrequired for enhancement of the system’s functionality. Other M&E challenges experienced by SAMAP include: a) limitedcapacity of the IDA staff and M&E Assistants at the Provincial level to collect, analyse and disseminate information on the keyProject indicators; b) weak internet connectivity that makes it difficult for people in the field to use Tablets for data collection andsharing; c) prevalence of non-harmonized M&E data between different stakeholders that makes it difficult to consolidate andshare information of common basis; d)inability to reinforce the involvement of IDA/EDA, service providers and FOs in thedevelopment and implementation of the M&E plan; e) M&E Manual misses some aspects detailed in the M&E plan; f) poorinternet connectivity making it difficult for PPIUs to use the IT-based M&E system; g) limited involvement of PIU and PPIUs inpast analysis in reviewing logical framework analysis and its effectiveness; h) initiating bottom-up approach to the planning andreporting by involving FFS groups and FOs participating in SPs/BPs; i) integrating M&E with KM, finance and procurement inplanning and reporting; j) limitations in planning and reporting on cross-cutting issues (gender, youth, SECAP, nutrition); and k)general weak communication structures etc. However, the mission notes that the PIU is taking steps to address some of thesechallenges, while others could remain persistent. Logical framework analysis – The logical framework is the primary management tool that is used for planning. From it, a workplan is developed and operationalized. This should be monitored and reported using appropriate tools and instruments. The log-frame for SAMAP still has gaps to be addressed, requires involvement of the PIU, PPIUs and technical staff for ownership andknowledge transfer. Besides these, the tool is still weak in mainstreaming cross-cutting issues. Baseline Survey – in order to monitor progress being made towards achieving set targets in the course of SAMAPimplementation, a baseline survey is essential to benchmark the existing situation. The Mission noted that a nutrition- sensitivebaseline survey was completed and a report was produced in May 2021.However, this report was confirmed to not haveconformed to IFAD Core Outcome Indicators Measurement Guidelines (COI) Annual Work Plan and Budget (AWPB)– implementation of the 2021 AWPB is on course, however, the Mission noted executionwas affected by a number of internal and external challenges that that had a negative effect on the implementation pace ofactivities. Furthermore, weak planning and reporting between physical and financial progress was observed. However,indications were that with the required resources and support, the execution rate could increase during the period. M&E plan – the progress in developing an M&E guide was welcomed. However, enforcing usage among key implementers wasa great challenge. The plan also still required some improvement to strengthen M&E operations. Project implementation Manual (PIM)– the development of the PIM is still in its draft stage and the process of completion needsto be fast tracked. The Mission team is also of the view that the draft still has gaps that need to be reviewed and updated. Outcome survey and other studies – besides undertaking and reporting findings of baseline study (KAP nutrition), the project hadnot undertaken an outcome survey and other studies necessary for Mission support. In their absence, the Mission was limited inmaking informed decisions. Automated M&E online platform – M&E function should be strengthened through the automation of all processes with tools forplanning, monitoring and reporting. Furthermore, automation should guarantee harmonized and real time reporting for rapiddecision-making. The features of the platform should be enhanced for use in planning, monitoring and reporting. The tool should

148.

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No objection for M&E web-based software platform

The set up of the web-based software platform, to facilitate the process and improvethe quality of information. The project should submit the No objection to IFAD no laterthan end of November 2018.

SAMAPCoordinator

11/2018

Provide continuous capacity building and relevant refresher trainings for theM&E team

Provide continuous capacity building and relevant refresher trainings for the M&Eteam

PIU 01/2021

Logical Framework Update

Update the Logical Framework and SAMAP’s operational framework to include thebaseline information


Logical Framework update

Update the Logical Framework and SAMAP’s operational Manual to include thebaseline information


M&E web-based software platform

Improve features for planning and reporting, integration with procurement andfinance. Enhance to GIS capability


Capacity-building and training for the M&E team

Provide continuous capacity-building and relevant refresher trainings for the teamM&E and ICT


M&E tools and instruments

Review work planning and reporting and provide their integration with the logicalframework


Cross-cutting issues

Integrate cross-cutting issues in M&E, plan and report on them


Data management

Disaggregate data by socio-economic group, age and gender, subsequent to whichthey will be aggregated by community, commune, municipality for enhanced decision-making


Social, Environment, and ClimateStandards requirements



SECAP Review

allow quick access to data and provide linkages with financials and procurement data. This will ensure seamless reporting whileimproving the quality of data management. The ToR should also be reviewed to include a dashboard and GIS features thatshould allow quick tracking of physical activities implemented by the project

There is a sense of hope and optimism in meeting the requirements of SECAP, especially given the 2-year (no cost) extension ofthe project that will allow scope for SECAP to progress further. The Project has promised to employ an environment specialist.FFSs under FAO are operational and MTs are in the field. It is hoped that the contractors will build irrigation schemes to SECAP’sstandards. All the topics essential for transferring skills and knowledge to enhance resilience to climate change andenvironmental management are included in FFS training curriculum. It is also envisaged that farmers’ discussions will include sitespecific SECAP discourse. The SECAP issues in the table below have been agreed to be implemented by the PIU:

149.

It is worth noting that all SAMAP subprojects will continue to comply with IFAD’’s project requirements for environment or health.150.

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Bridging the World Bank Environmental and Social Standards (ESS) withIFAD’s SECAP

Rapid exercise of bridging the World Bank Environmental and Social Standards(ESS) with IFAD’s SECAP to ensure consistency in the articulation of both sets ofregulations.

SAMAP andMOSAP II SECUnits withinboth PIUs

02/2021

Compliance of infrastructure development with SECAP


SAMAPCoordinator

03/2021

Capacity building on SECAP

Ensure that PIU, IDA and extension workers are trained on SECAP ESMP andNRMPs

SAMAPCoordinator

04/2021

Strengthening SAMAP organizational structure to meet SECAP requirements

SAMAP should have its own internal SEC management personnel within itsorganizational structure. In addition to the central level, these could be deployedeither at each province or by regions, e.g. central and southern regions. At this initialstage, preference should be to the regions. Lessons learned can then be used todecide otherwise.

SAMAPCoordinator

06/2021

Development of social and environmental strategy/plans

Contract consultancy to develop social and environmental strategy/plans

SAMAPCoordinator

06/2021



SAMAPCoordinator

11/2021


Conclude the procurement of consultants to develop Rapid Environmental and SocialManagement Plans for the project area

SAMAPCoordinator

11/2021

d. Financial Management & Execution

Acceptable Disbursement Rate Rating: 4.0 Previous rating: 4


Main issues

IFAD will not fund subprojects such as: a) earth dams that are greater than 8 metres; b) that has any activity on involving loggingin protected areas like natural forests; c) will damage cultural property; d) that will use transboundary waters; and (e) that willrequire use of banned agrochemicals.

The project infrastructure and irrigation interventions will be implemented with the technical guidance of the Ministry ofEnvironment – MINAMB – on environmental safeguards and in all issues concerned with preparation and validation ofEnvironmental Impact Assessment studies; Ministry of Energy and Water – MINEA – on irrigation schemes and other watersystems.

151.

Environmental plans must be prepared before the commencement of construction/ rehabilitation of identified infrastructure andthe identified activities need to incorporate in the AWBP.

152.

The PIU will recruit an Environmental and Climate Change Specialist whose work will be, inter alia, to train farmers onenvironmental and climate adaptation methods, to follow up that site specific ESMPs are done and implemented in everysubproject, liaise with department of forests to supply vegetation materials and leverage on climate adapted smart technologiesand advocate for reduced logging and charcoal burning. The Specialist will also be responsible for water quality management.

153.

Automated rating based on IFAD disbursement data154.

As at 30 June 2021, the IFAD loan was USD 13.70 million disbursed, representing 47.56% of USD 28.80 million allocated

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Request opening of off-shore bank account for SAMAP

By contacting Ministry of Finance as per meetings held during IFAD’s Finance Officervisit to Angola

(Update - SM Nov 2019): The issue was reiterated during the ImplementationSupport Mission of Jun 2019 - no update on this action is provided in the SupervisionMission of Nov 2019.

ProjectCoordinator

10/2018

ICP authorised signatories

Update ICP letter with the office barriers including the position of the FinancialManagement Specialist

09/2021

Fiduciary aspectsQuality of Financial Management Rating: 4 Previous rating: 4


Main issues

As at 30 June 2021, the IFAD loan was USD 13.70 million disbursed, representing 47.56% of USD 28.80 million allocatedincluding the authorised allocation. This leaves an undisbursed balance of USD 15.10 million on the loan account that remains tobe accessed from IFAD. Under supplementary grants, USD 1.36 million for Rural Poor Stimulus Facility (RPSF) is available fordisbursement.

155.

Status of funds – Expenditure on operating cost category is disproportionately disbursed at 70.77% and salaries and allowancesare disbursed at 40.55% compared to investment categories which are disbursed at 42.12% for goods, services and inputs,38.01% for grants and subsidies and 0% for credit and guarantee funds. The disproportionate utilisation of funds on categorieshas been attributed to slow start of investment activity implementation and lost implementation period under COVID – 19 travelrestrictions while fixed costs such as salaries, rent, and utilities were being incurred. Whereas the mission takes note of thesechallenges, project management needs to rationalise its activities with a view to generate savings that would enable the projectincur reasonable operating costs relative to investment costs. With the ongoing engagements between GoA and IFAD on projectextension, there will potentially be a reallocation of funds to cover project staff salaries and other operating costs.

156.

Liquidity requirements. The combined, reconciled bank balances as at 30 June, 2021 amount to USD 3,538,316. IFAD loan fundsamount to USD 1,728,892 with USD 1,441,248 held on the designated account and equivalents of USD 287,644 in the operatingaccounts. GoA funds amount to equivalents of USD 1,809,424.

157.

For the year 2021, SAMAP disbursements were projected at USD 3.80 million for which the target has already been surpassedby USD 0.70 million having disbursed USD 4.50 million. This implies that at the current level of projections, the project cannotaccess any further loan funds for the current year, except for the RPSF grant of USD 1.36 million. Compared to the outstandingamount to be executed on the AWPB for the year 2021 of 10.27 million as at 30 June, 2021 (having executed 29% of the USD14.51 million budgeted), the resources at the project disposal are insufficient to implement the budgeted activities. This willrequire revision of the AWPB to a feasible amount, should the disbursement projections for the year remain the same.

158.

The RPSF grant - Following submission of a proposal in support of government efforts to respond to the COVID -19 emergence,IFAD approved a grant of USD 1.36 million under the RPSF. This grant entered into force on the 6th July, 2021 and the fullamount is available for disbursement. In alignment to the Amended Financing Agreement to include the RPSF Grant, IFAD hasprepared a revised Letter to the Borrower during this supervision mission, on the basis of which the RPSF can be disbursed up toits full envelope, subject to IFAD no-objection to the AWPB that is inclusive of (i) the RPSF activity plan and (ii) the relevantGovernment contribution (cash and/or in-kind).

159.

Authorised signatories by hierarchy in ICP were communicated to IFAD. It was, however observed that the FinancialManagement Specialist, who left the project more than one year ago is still recorded as Author in the system. This will require tobe updated with the current staffing.

160.

The quality of financial management is rated moderately satisfactory. The Finance Management Specialist of the project resignedhis position in July, 2021 just before the beginning of the mission. Staff contracts are not being renewed on time, whereas thereare no significant gaps in financial reporting - the accounting system requires upgrading to improve on the quality and timelinessof reports, the fixed assets register is incomplete.

161.

The financial management staff structure is incomplete as the Financial Management Specialist resigned his position in July,2021. Whereas this gap is currently being filled by the Finance Manager at the Central Coordination Unit, his contract is equallyshort term to facilitate continuity within the structure. A project Accountant at PCU and Accountants at Provinces will requireuninterrupted supervision support either from CCU or a Financial Management Specialist at PCU. The mission further noted thatstaff contracts are not being reviewed and renewed on a timely basis, presenting a risk of staff leaving at short notice whichaffects staff transition in the event of resignation and continuity.

162.

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Accounting is done under PRIMAVERA accounting software that only works with accounting and treasury modules. As aconsequence, the system cannot be used to produce automated reports and manage budgets/for budget control. The project hasdone a comprehensive system diagnosis, identified performance needs and is the process of procuring a provider to upgrade thesystem or to move onto a new system altogether, but this has taken long to conclude.

163.

Whereas the project has instituted internal controls to safeguard project resources and enhancing financial reporting, includinguse of contract register and contract monitoring forms, updating of the fixed assets register and developing of guidelines forquantifying and reporting in-kind contribution, these will require to be consolidated into one financial management manual/or as amodule of the PIM that should be completed and submitted to IFAD for No Objection. To enhance asset management, carryout aphysical verification of the assets and complete all the provided for fields in the fixed assets register such as serial/chassis/orregistration numbers and responsible persons for individual assets. The project internal audit has been carried out but there is nomanagement response on record and action plan to implement audit recommendations.

164.

The AWPB performance for the year 2020 was 45% having executed USD 4.90 million of USD 11.01 million approved budget.For the year 2021, USD 4.24 million has been spent representing 29% of the approved USD 14.51 million. The outstandingamount to be executed on the AWPB for the year 2021 as at 30 June, 2021 is USD 10.27 million, which is unlikely to be spent inthe remaining 6 months to end of year, given the historical performance. The AWPB will require to be revised to a feasibleamount, which is realistic.

165.

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Submit PIM for IFAD No Objection

This action is pending since October 2018.

(Update - SM Nov 2019): the action is still pending.

Project Coordinator 08/2019

Use of petty cash

Consolidate items of common use and source them under bulk purchaseto minimise use of petty cash.

FMS 12/2019

Accounting system

Fast track posting of accounting data in PRIMAVERA to facilitate on timegeneration of reports including SOEs

FMS 02/2020

PIM

Submit the revised PIM to IFAD for review and No Objection

ProjectCoordinator/FinancialManagement Specialist

08/2020

Accounting system

Fast track reconciliation of accounting data in PRIMAVERA to facilitateon time generation of reports including SOEs

Financial ManagementSpecialist

09/2020

Procurement of ERP

Procure ERP software to improve management of M&E and procurement

Project Coordinator andFMS

06/2021

Replacement of the Financial Management Specialis

Replacement of Project Financial Management Specialist is hired andoperative to ensure uninterrupted financial management of the project

10/2021

Internal audit

Provide a management response to the internal audit report and developan action plan for implementation of internal audit recommendations

10/2021

Upgrading of the accounting software

Fast track procurement of the accounting software service provider tofacilitate upgrading of the accounting software to enhance functionality

12/2021

Fixed assets management

Carryout a physical verification of fixed assets and reconcile the report tothe fixed assets register. Complete all fields on the fixed assets register

12/2021

Financial Management Manual 12/2021

Submit quarterly financial reports to both IFAD and MINFIN

(Update - SM Nov 2019): interim financial reporting has been improved.

Project Coordinator

Quality and Timeliness of Audit Rating: 5 Previous rating: 5


Main issues

The audit was conducted by a private firm (Deloitte) in accordance to ISA standards. The opinion was unqualified. FinancialStatements (FS) were prepared on IPSAS cash basis of accounting. Quality of FS is good and adequately discloses financialinformation by component, expenditure category and financier.

166.

The management letter provides valid observations, although no management response was provided and the Project is

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All payments must be performed by bank transfer

It is recommended that the project completes all payments by bank transfers sincesome areas covered by the project have limited payment methods. This will eliminatethe risk of potential misappropriation of assets. Instructions to the project bankers on bank transfers must include a unique numberwhich the bank would have to into their system to facilitate bank reconciliations. Theunique number ought to be inputted into the project’s General Ledger.

Finance Team 06/2021

Some government expenditures paid through FIDA funds

In particular, the Project paid taxes by using IFAD funds: this is an ineligibleexpenditure and such liquidity must be immediately restored on the project's accountswith Government funds.

ProjectManagement

09/2021

Bank account in Banco Sol not considered in accounting records

Recording of Banco Sol account number:09856235710001 in accounting records


Missing management's replies to auditor's observations

This action was already raised in the Audit FY 2019, and management replies toauditor's observations continue to be missing for Audit FY 2020.

ProjectManagement

09/2021

Counterparts Funds Rating: 4 Previous rating: 4


Main issues

The management letter provides valid observations, although no management response was provided and the Project isencouraged to do so (as already raised in Audit for FY 2019). It was also observed the ineligible use of IFAD funds for financingtaxes (to be co-financed by the Borrower) and the Project is expected to take immediate action to restore the improper use ofIFAD resources and the relevant liquidity for implementing project activities.

167.

GoA is providing both cash and in-kind contribution. Since inception, GoA provided 39% of the allocated USD 8.21 million atdesign mainly to finance taxes and duties. A further USD 58,730 has been allocated to the counterpart following approval of aRPSF grant of USD 1.36 million. GoA is yet to come up with a proposal on the form in which the USD 58,730 will be provided. In-kind contribution realised from government has not been quantified and reported. During the financial year 2019, some customduties and taxes were pre-financed using IFAD funds have not been reimbursed by government.

168.

Government was allocated USD 8.21 million at design as counterpart contribution. With the entry into force of the RPSF grant, anadditional USD 58,730 will be provided by GoA, with a total of USD 8.27 million representing 21% of total project cost. As of 30June, 2021, USD 3.21 million representing 39% of the target had been reported. The AWPB for the year 2021 provided for 2.10million as counterpart contribution during the year, for which equivalents of USD 0.55 million has been realised representing 26%of the annual target.

169.

The mission noted that during the financial year 2019, IFAD loan funds were used to pre-finance custom taxes and duties, forwhich AOA 88.08 million equivalents of USD 0.170 has not been reimbursed since then, and making this a case of ineligible useof IFAD resources. Project management is required to work out a refund for these resources, to make them available for otherproject activities.

170.

In-kind counterpart contributions realised through staff time and other items has not been quantified and recorded. It was alsoobserved that since project inception, nothing has been realised out of the targeted beneficiary contribution at design of USD 1.15million. Shortcomings in realisation of financing from beneficiaries, however has not had an adverse impact on implementation asIFAD and government have been financing activities 100% net of this contribution.

171.

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In-kind contribution

Review, quantify and report beneficiary and other in-kind contribution in projectprogress reports

12/2021

Charge project contribution to project staff’s social security to Government ofAngola

PCU

IDA, through MINAGRIF, to liaise with the MINFIN to guarantee thedisbursement of the counterpart funds to SAMAP

FMS

Compliance with Loan Covenants Rating: 4 Previous rating: 4


Main issues


IFAD Funds Used to Pay Taxes

Refund Tax amount of USD121,452.51 paid by Project with IFAD financing

SAMAP Coordinator 12/2020

ProcurementProcurement Rating: 3 Previous rating: 4


The Mission noted that the project has complied with the key covenants of the Financing Agreement with the exception of a fewprovisions that include: a) internal audit arrangements (Schedule 3, Paragraph 3); and b) submission of the project’s 2021 AWPBto IFAD sixty (60) days before the commencement of the 2021 project year (Section 7.01.1(ii)), that is by 31st October 2020

172.

The Mission also noted that the project paid an equivalent of USD 121,452.51 as tax on imported project vehicles. As perSchedule 3, Paragraph 2 of the Financing Agreement, the project is tax-exempt, and therefore “any taxes which the Project isnonetheless obliged to pay shall promptly be reimbursed by the Borrower”. The Mission recommends that the Government refundthe amount of USD121, 452.51 to the Project.

173.

The project rating has fallen due to the identification of non-compliance for some activities at evaluation stage and the findings ofmisprocurement for activities that were not submitted to IFAD for No Objection in the PP and leading to an assessment ofineligibility will be made.

174.

Structure of Procurement Unit: The SAMAP procurement department consists of a procurement specialist supported by twoassistants at provincial level. After the establishment of the SCU a senior procurement specialist joined that provides support toall IFAD projects including SAMAP. However, due to a backlog of delays, the Mission has identified a need for additional supportat central level, in the form of a procurement assistant in Huila, given that there are 2 IFAD assistants in Huila (SAMAP, ARP).Findings described further below will justify a reconsideration of the structure of the procurement unit to avoid non-complianceand inefficiencies in the procurement process, given its strategic importance at this time in the project’s life (pre-Mid Termreview). Given the recurrent delays and issues with the bottleneck identified at the central level, the recommendation is that theSenior Procurement Specialist takes over as the interim procurement specialist for SAMAP (& ARP) with the support of aprocurement assistant supported by the assistants at the provincial level (1 SAMAP Cuanza Sul, 1 ARP Huila). At provinciallevels there are considerable capacity issues, thus besides formal training for SAMAP in the Procurement Unit, this needs to becomplemented with support and regular verification of the process at provincial level Procurement Plan and Process: The Mission reviewed SAMAP’s Procurement Plan (PP). Out of the activities reviewed threequarters were not submitted to IFAD for No-Objection. As such, the Mission requested that the project submit a comprehensivelist of these activities. All of these activities may be considered ineligible for IFAD financing. In terms of the activities within thePP, the selection methods across all commodities is compliant with the Letter to the Borrower (LtB). The AWPB references aswell as planned dates of the PP should be provided for all stages of the PP. The interrelationship of certain activities as well asthe delays in contracting previous year’s activities were not taken into consideration in the elaboration of the PP and as a result itis overloaded and registers considerable delay. Processes and Procedures from Prequalification to Bidding: A constraint to participation in bidding processes of according to theproject is the language barrier insofar as the bidding documents are concerned. The mission proposes a request be made toIFAD to request an official translation The Mission reviewed 57%, on a sample basis, of the procurement activities undertakenduring 2021. The documentation was found to be acceptable. Prequalification criteria was not used. Schedules of requirements(that is, technical specifications, quantities or terms of reference, etc.) are expressed and measurable when provided, althoughroom for improvement given omissions in certain instances. The evaluation methodology is generally disclosed, however, therewere some missing details. Deadlines and instructions are clear for the most part, but there is room for improvement in the formof provision of clear clarification periods for all bidding.

175.

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Procurement Plan

Update the PP aligning with the IFAD template and LtB, revising the sequence ofactivities along with informed planned dates. Submit the updated PP on NOTUS

ProcurementSpecialist

06/2019

Contract Register

Prepare contract register and contract payment monitoring in IFAD template and keepit up-to-date


06/2019

Consultancy on Characterisation of Value Chain Actors

Check with MINAGRIF and other projects supported by International FinancingInstitutions to see if similar/related studies had been undertaken and if any lists ofconsulting firms exists


06/2019

Prepare the PP for 2020 and submit it via NOTUS for IFADs No Objection


Procurementspecialist

01/2020

Hire an intern to support the project procurement activities


PIU 02/2020

Establish and maintain contract monitoring form using IFAD template



02/2020

Procurement Planning Process

• Mandatory use of the new PP format starting with the 2021 Project Year; • Carry over the procurement of the office furnishing (goods) to year 2021; • Ensure a better distribution of the scheduled activities throughout the year; • Consider activities with interlinked nature during the planning exercise; • The PP dates should be elaborated in respect of the procurement cycles sequence.


12/2020

Processes and Procedures from Prequalification to Bidding

• The standard clauses must not be altered; • Include particular conditions to the tender document


12/2020

Process and Procedures for Evaluation and Contract Award

• Ensure criteria include sub-criteria; • Explicit all the scores (in the case of services) for each criterion; • Observe the standstill period of a minimum of 5 days


12/2020

Process and Procedures for Evaluation and Contract Award: The Mission reviewed 57% of the contracts concluded during 2021on a sample basis. The following observations were made: a) Bid validity compliance not observed; b) Indicated evaluationcriteria not used in totality and additional evaluation criteria added at evaluation stage; c) Vague classification/rating scales withno individual evaluations submitted; d) Alteration of schedule of delivery at contract signature stage; e) No schedule ofrequirements submitted with bidding package; f) Contract payment conditions omitted or not adhered to; and h) Penalties fordelays in execution/deliverables not applied. Several issues identified that need to be resolved through training, as well asongoing support to the procurement teams at procurement level on a regular basis. Contract Management and Administration: The template used by the project is compliant with IFAD’s Contract Register templateand includes information relevant to all awarded contracts for the whole life of the project up to the time of the procurementreview. This should be updated at the pace at which contracts are signed to ensure full compliance. Insufficient attention tocontractual terms and conditions during the management stage, which results in payments being made without paymentconditions being met and provision of correct documentation. There needs to be enhanced procurement support given to thisarea to assist technical areas in managing their contract correctly. The project’s Record Retention: It was evident that there was attempt to create a filing system. Improvements can be made usinga singular consistent filing system where all documentation should be present on file and in the correct sequential order.Documents should be stored in sequential manner in the procurement process. Documents such as schedule of requirementwere not provided to the Mission for verification.

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Contract management and administration

• All and any upfront payments must be accompanied by an advance paymentguarantee; • No final payments shall be disbursed prior to the contractor’s total completion andacceptance of outputs by the project; • Uniform use of contract templates


12/2020


•Upgrade of the PP including all procurement within SAMAP •Ensure procurement activities are submitted to IFAD for NO •Use Procurement Tracker based on GUT to ensure adequate planning of sequentialactivities •Use procurement weekly tracking template •All PP dates both planned and eventually actuals should be included in PP •Organogram of Procurement Unit

Procurement 08/2021


•Request translation of bidding document ICB (Goods)& QCBS (services) toPortuguese •Ensure schedule of requirement always present

Procurement 08/2021

Record Retention

•Ensure archive is kept up to date following a single system •Delayed NOTUS dossiers to be completed

Procurement 09/2021


•Ensure preliminary evaluation is conducted and all requirement are observed •Ensure application of evaluation criteria as per bidding document •Explicit all the scores (in the case of services) for each criterion •Request training

Procurement 12/2021

Contract Management & Administration

•Ensure that a penalty clause is used, use IFAD Shopping template •Inclusion of the mandatory IFAD’s two policies on corruption and sexual harassment •Include payment conditions in contracts •Contract and execution terms must stay the same, execution schedules shouldneither increase/decrease •Develop clear, formalised contract strategy

Procurement 12/2021

Training on IFAD Procurement Guidelines and Handbook

Prepare and provide training to the IFAD-supported projects in Angola in IFADProcurement Guidelines and Handbook

ESAProcurementDesk

e. Key SIS Indicators

Likelihood of Achieving theDevelopment Objective

Rating: 3.8 Previous rating: 3.93

Assessment of the OverallImplementation Performance

Rating: 3.5 Previous rating: 3.83

F. Agreed Actions


Overview and Project Progress

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FFS Master Trainers Training

Include ARP field officers during the SAMP Master trainers training

PIU/FAO 03/2020

Construction of irrigation schemes

Carry out a rapid analysis of identified irrigation schemes, design andconstruct/rehabilitate those which need least resources and commencehorticulture production.

PIU/IDA 04/2020

Additional value chain identification

During characterisation of value chain actors, identify additional value chainswhich may be municipality specific

PIU/Consultant 06/2020

Harmonize and use the same input supply approach with SADCP- WB

Harmonize and use the same input supply approach with SADCP- WBaccording to IDA guidelines

SADCP- IFAD andWB

06/2020

Sensitisation of Value Chain Actors

Conduct sensitization campaigns targeting actors of the value chains (FOs,input suppliers, traders/buyers, transporters, processors and agro-industries,etc.), local NGOs and PFIs.


Recruitment of the Main Service Provider

Contract Main Service provider and Oversight agent


Modalities for Component 2 Implementation

Conduct a project implementation modalities workshop to assist the PIU toconceptualise and internalise the design reasoning behind Component 2 andthe complementarities among the project components.

IFAD 01/2021

Recruitment of Subject Matter Specialists

Recruit Key Specialists within the PIU


Training in commercialization of agriculture, post-harvest managementand value addition

Training in commercialization of agriculture, post-harvest management andvalue addition be included as part of the FFS curriculum in preparation for theinvestment support activities which will be undertaken by the Main serviceprovider

FAO 07/2021

Recruit consultants to support PIU in rehabilitation of irrigation andinfrastructure (c2.2)

IFAD 09/2021

Establish cost of irrigation (per ha) to assess the adequacy of the budgetallocated.

PIU 10/2021

Outline a proposal for strengthening capacity of FOs, WUAs, municipal,and provincial officials (c2.2)

MSP/PIU 10/2021

Draft implementation plan for the SSI rehabilitation and share with IFAD(c2.2)

Irrigation consultant,MSP, PIU

10/2021

Accelerate recruitment of oversight agent (c2.2) PIU 11/2021

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Prepare a formal assessment of the readiness and capacity of MINAGIP toassume implementation of field activities (c1.2)

PIU 12/2021

Clarify the timetable for phasing-out the payment of salaries for newlyrecruited extension officers from SAMAP’s payroll.

PIU/IDA 12/2021

Undertake sensitization of farmers and financial institutions to stimulatedemand for the subcomponent activities (c2.2)

PIU 12/2021

Finalise drafting of the implementation manual for the Matching Grant PIU 12/2021

Modify the contract with FAO (including budget), to confine FAO’s role toestablishing methodological/implementation aspects of FFS

Modify the contract with FAO (including budget), to confine FAO’s role toestablishing methodological/implementation aspects of FFS, which forthwith willbe carried out by NGOs & IDA extension officers under SAMAP. FAO will sharemethodologies and training materials developed, with the Mission team toensure their scope meets project requirements and to ensure qualityassessment (c1.1)

PIU 01/2022

Reappraise the commercial sustainability of INCA

Reappraise the commercial sustainability of INCA, through which enhancedgenetic planting materials (coffee tree seedlings) would be provided free-of-charge to project beneficiaries, with commercial sales of the genetic materialsto established coffee producers (c1.3)

IFAD 01/2022

Establish outputs, outcomes and indicators for INCA that can beincorporated into the (modified) logical framework and the project’s M&Esystem (c1.3).

PIU 01/2022

Expedite the evaluation study of FFS (c1.1) IDA 06/2022

MSP to provide inception report detailing scope of services,methodology, tools and models for implementing the services (c2.2)

MSP

PIU to audit selected irrigation sites to ensure that criteria for selectingbankable or sustainable projects are adhered to (c2.2)

PIU

Development Effectiveness

Development of a Gender Targeting and Youth Strategy

Develop Terms of Reference for recruiting a TA for the development of aGender Targeting and Youth Strategy and action plan and initiate recruitmentprocess for the same.


Mainstream Climate Change in FFS Curriculum

Ensure the FFS curriculum integrates climate change adaptation practices andtechnologies


Conduct a Gender Awareness training of recruited staff and IDApersonnel


Gender Consultant 04/2020

Put the logical framework and the project theory of change at the heart ofplanning when preparing and monitoring the AWPB

SAMAP coordinator 12/2020

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Conclude the identification process of infrastructures and ensure compliancewith SECAP

SAMAP Coodinator 01/2021

Contract Main Service provider and Oversight agent SAMAP Coordinator 01/2021



SAMAP Coordinator/IIA/INCA

03/2021

Capacity building in Climate Change Resilience Measures



Recruit Key Specialists within the PIU SAMAP Coordinator 03/2021

Gender Sensitisation for Project Stakeholders

Recruit a Social Inclusion Consultant to Gender awareness/sensitisationtraining for all project staff and other project stakeholders;


Recruitment of Gender and Youth Specialist PIU 10/2021



SAMAP Coordinator/IIA/INCA

11/2021

Capacity-building in Climate Change Resilience Measures



Recruitment of a an Environmental and Climate Change Specialist

Recruit technical specialist for the development of SAMAP’s EnvironmentalSafeguards, Climate change and adaptation and the associated action plan.


Review log-frame and ToC

Update the Logical Framework to include baseline information, additional resultareas (output and outcomes ), especially paying attention to cross-cuttingthemes.


PIU and PPIU involvement

Involve PIU and PPIUs in log-frame and ToC analysis/updates.

SAMAP coordinator 12/2021

Logical framework & data disaggregation

Use the log-frame and ToC as the basis for planning, monitoring and reporting,especially the performance of the AWPB. Provide gender, sex and agedisaggregated data.

SAMAP coordinator/M&E Specialist

12/2021

Recruitment of s targeting specialist PIU 12/2021

Development of Gender and youth strategies and action plans Gender specialist 12/2021

Gender sensitization training for PIU and project Implementers Gender specialist 12/2021

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Establishment of Junior FFS FAO 12/2021

Data Collection in M&E

Provide gender, sex and age disaggregated data

M&E Specialist

Sustainability and Scaling up

Master Trainers for Farmer Field Schools

Identify and locate the Master Trainers that were trained by MOSAP 1 and otherprojects with the objective exploring the possibility of working with SAMAP.


Establishment of SCU at IDA

MINAGRIF and IDA to reflect and decide with the type suitable arrangement foroperationalization and coordination of SCU with support of different partners

IDA 06/2020

Natural Resources Management Plans

FFSs to produce specific NRMPs

PIU 06/2020

Engage consultants to develop a Rapid Environmental and SocialManagement Plans

Engage consultants to develop a Rapid Environmental and Social ManagementPlans for the project area

PIU 06/2020

Provide training to PIU and other relevant stakeholders

Provide training to PIU and other relevant stakeholders on SECAP, ESMP andNRMPs

PIU 12/2020


Conclude the procurement of consultants to develop Rapid Environmental andSocial Management Plans for the project area


Update and finalize the SCU structure and its staff arrangements IDA/SCU and IFA 10/2021

Establish working relationship with Forest Department

Establish working relationship with Forest Department for supplying treeseedlings and other vegetation materials as well as leveraging training space inecological field centres


Hire permanent or demand based technical specialists at SCU level

To serve all projects (SAMAP, SREP and ARP) and share the cost among theprojects

IDA/SCU 12/2021

Prepare a project Exit Strategy PIU 03/2022

WB and IFAD Collaboration

Try to combine and harmonize as much as possible their supervision missioncalendar in Angola

IFAD and WB

Sign performance-based contracts and MoUs IDA/PIY

Project Management

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No objection for M&E web-based software platform

The set up of the web-based software platform, to facilitate the process andimprove the quality of information. The project should submit the No objection toIFAD no later than end of November 2018.


SAMAP Deputy Project Coordinator

Develop Terms of Reference for the position of Deputy Coordinator and initiaterecruitment process for the same.



Revise the 2019 AWPB by preparing the summary and detailed tables to serveas a tool for planning, monitoring progress and reporting


Compliance with SECAP Requirements

Prepare a list of all infrastructure to be constructed/rehabilitated, in 2020, andplan on undertaking of the relevant studies in compliance with SECAP and theNational Environmental and Social Safeguards.


Value for money

Address implementation delays including flow of counterpart financing

IDA/MINFIN 12/2019

Provide continuous capacity building and relevant refresher trainings forthe M&E team

Provide continuous capacity building and relevant refresher trainings for theM&E team

PIU 01/2021

Logical Framework Update

Update the Logical Framework and SAMAP’s operational framework to includethe baseline information


Bridging the World Bank Environmental and Social Standards (ESS) withIFAD’s SECAP

Rapid exercise of bridging the World Bank Environmental and Social Standards(ESS) with IFAD’s SECAP to ensure consistency in the articulation of both setsof regulations.

SAMAP and MOSAPII SEC Units withinboth PIUs

02/2021


Recruit short-term Technical Assistance to develop a Knowledge Managementstrategy and the associated Action Plan


Compliance of infrastructure development with SECAP



Capacity building on SECAP

Ensure that PIU, IDA and extension workers are trained on SECAP ESMP andNRMPs


38/43

Strengthening SAMAP organizational structure to meet SECAPrequirements

SAMAP should have its own internal SEC management personnel within itsorganizational structure. In addition to the central level, these could bedeployed either at each province or by regions, e.g. central and southernregions. At this initial stage, preference should be to the regions. Lessonslearned can then be used to decide otherwise.


Development of social and environmental strategy/plans

Contract consultancy to develop social and environmental strategy/plans


Conclude the recruitment of Project Coordinator and the FinancialManager

IDA/PIU 09/2021

Start the preparation of MTR process IDA/PIU 09/2021

Hire a consultant

To support the finalization of the PIM and submit it for IFAD No Objection

PIU 11/2021





Conclude the procurement of consultants to develop Rapid Environmental andSocial Management Plans for the project area



Fast track recruitment of a short-term Technical Assistant to develop a KMstrategy and an associated action plan



Revise the 2021 AWPB by preparing summary and detailed tables to serve as atool for planning, monitoring progress and reporting


Planning and reporting tools

Review M&E tools and instruments for increased data availability, quality,analysis and reporting


Logical Framework update

Update the Logical Framework and SAMAP’s operational Manual to include thebaseline information


M&E web-based software platform

Improve features for planning and reporting, integration with procurement andfinance. Enhance to GIS capability


Capacity-building and training for the M&E team

Provide continuous capacity-building and relevant refresher trainings for theteam M&E and ICT


39/43

M&E tools and instruments

Review work planning and reporting and provide their integration with the logicalframework


Cross-cutting issues

Integrate cross-cutting issues in M&E, plan and report on them


Data management

Disaggregate data by socio-economic group, age and gender, subsequent towhich they will be aggregated by community, commune, municipality forenhanced decision-making


Financial Management & Execution

Request opening of off-shore bank account for SAMAP

By contacting Ministry of Finance as per meetings held during IFAD’s FinanceOfficer visit to Angola

(Update - SM Nov 2019): The issue was reiterated during the ImplementationSupport Mission of Jun 2019 - no update on this action is provided in theSupervision Mission of Nov 2019.


Procurement Plan

Update the PP aligning with the IFAD template and LtB, revising the sequenceof activities along with informed planned dates. Submit the updated PP onNOTUS


06/2019

Contract Register

Prepare contract register and contract payment monitoring in IFAD templateand keep it up-to-date


06/2019

Consultancy on Characterisation of Value Chain Actors

Check with MINAGRIF and other projects supported by International FinancingInstitutions to see if similar/related studies had been undertaken and if any listsof consulting firms exists


06/2019

Submit PIM for IFAD No Objection

This action is pending since October 2018.

(Update - SM Nov 2019): the action is still pending.


Use of petty cash

Consolidate items of common use and source them under bulk purchase tominimise use of petty cash.

FMS 12/2019




01/2020



PIU 02/2020




02/2020

40/43

Accounting system

Fast track posting of accounting data in PRIMAVERA to facilitate on timegeneration of reports including SOEs

FMS 02/2020

PIM

Submit the revised PIM to IFAD for review and No Objection

ProjectCoordinator/FinancialManagementSpecialist

08/2020

Accounting system

Fast track reconciliation of accounting data in PRIMAVERA to facilitate on timegeneration of reports including SOEs

FinancialManagementSpecialist

09/2020

IFAD Funds Used to Pay Taxes

Refund Tax amount of USD121,452.51 paid by Project with IFAD financing



• Mandatory use of the new PP format starting with the 2021 Project Year; • Carry over the procurement of the office furnishing (goods) to year 2021; • Ensure a better distribution of the scheduled activities throughout the year; • Consider activities with interlinked nature during the planning exercise; • The PP dates should be elaborated in respect of the procurement cyclessequence.


12/2020


• The standard clauses must not be altered; • Include particular conditions to the tender document


12/2020


• Ensure criteria include sub-criteria; • Explicit all the scores (in the case of services) for each criterion; • Observe the standstill period of a minimum of 5 days


12/2020

Contract management and administration

• All and any upfront payments must be accompanied by an advance paymentguarantee; • No final payments shall be disbursed prior to the contractor’s total completionand acceptance of outputs by the project; • Uniform use of contract templates


12/2020

Procurement of ERP

Procure ERP software to improve management of M&E and procurement

Project Coordinatorand FMS

06/2021

All payments must be performed by bank transfer

It is recommended that the project completes all payments by bank transferssince some areas covered by the project have limited payment methods. Thiswill eliminate the risk of potential misappropriation of assets. Instructions to the project bankers on bank transfers must include a uniquenumber which the bank would have to into their system to facilitate bankreconciliations. The unique number ought to be inputted into the project’sGeneral Ledger.


41/43


•Upgrade of the PP including all procurement within SAMAP •Ensure procurement activities are submitted to IFAD for NO •Use Procurement Tracker based on GUT to ensure adequate planning ofsequential activities •Use procurement weekly tracking template •All PP dates both planned and eventually actuals should be included in PP •Organogram of Procurement Unit

Procurement 08/2021


•Request translation of bidding document ICB (Goods)& QCBS (services) toPortuguese •Ensure schedule of requirement always present

Procurement 08/2021

Record Retention

•Ensure archive is kept up to date following a single system •Delayed NOTUS dossiers to be completed

Procurement 09/2021

Some government expenditures paid through FIDA funds

In particular, the Project paid taxes by using IFAD funds: this is an ineligibleexpenditure and such liquidity must be immediately restored on the project'saccounts with Government funds.

Project Management 09/2021

Bank account in Banco Sol not considered in accounting records

Recording of Banco Sol account number:09856235710001 in accountingrecords


Missing management's replies to auditor's observations

This action was already raised in the Audit FY 2019, and management repliesto auditor's observations continue to be missing for Audit FY 2020.

Project Management 09/2021

ICP authorised signatories

Update ICP letter with the office barriers including the position of the FinancialManagement Specialist

09/2021

Replacement of the Financial Management Specialis

Replacement of Project Financial Management Specialist is hired and operativeto ensure uninterrupted financial management of the project

10/2021

Internal audit

Provide a management response to the internal audit report and develop anaction plan for implementation of internal audit recommendations

10/2021


•Ensure preliminary evaluation is conducted and all requirement are observed •Ensure application of evaluation criteria as per bidding document •Explicit all the scores (in the case of services) for each criterion •Request training

Procurement 12/2021

42/43

Contract Management & Administration

•Ensure that a penalty clause is used, use IFAD Shopping template •Inclusion of the mandatory IFAD’s two policies on corruption and sexualharassment •Include payment conditions in contracts •Contract and execution terms must stay the same, execution schedules shouldneither increase/decrease •Develop clear, formalised contract strategy

Procurement 12/2021

In-kind contribution

Review, quantify and report beneficiary and other in-kind contribution in projectprogress reports

12/2021

Upgrading of the accounting software

Fast track procurement of the accounting software service provider to facilitateupgrading of the accounting software to enhance functionality

12/2021

Fixed assets management

Carryout a physical verification of fixed assets and reconcile the report to thefixed assets register. Complete all fields on the fixed assets register

12/2021

Financial Management Manual 12/2021

Charge project contribution to project staff’s social security toGovernment of Angola

PCU

Submit quarterly financial reports to both IFAD and MINFIN

(Update - SM Nov 2019): interim financial reporting has been improved.

Project Coordinator

IDA, through MINAGRIF, to liaise with the MINFIN to guarantee thedisbursement of the counterpart funds to SAMAP

FMS

Training on IFAD Procurement Guidelines and Handbook

Prepare and provide training to the IFAD-supported projects in Angola in IFADProcurement Guidelines and Handbook

ESA ProcurementDesk

43/43

Angola


Supervision Report

Logical Framework




Report No. 5851-AO


Smallholder Agriculture Development and Commercialization Project in Cuanza Sul & Huila Provinces

Logical Framework

Results Hierarchy Indicators Means of Verification Assumptions

Name Baseline Mid-Term

EndTarget

AnnualResult(2021)

CumulativeResult(2021)

CumulativeResult %

(2021)

Source Frequency Responsibility

Outreach 1.b Estimated corresponding total number of households members

Household members 300 000 42 945 114 725 38.242

1.a Corresponding number of households reached

Women-headedhouseholds

4 287 4 287

Non-women-headedhouseholds

4 287 4 287

Households 20 000 60 000 8 589 22 945 38.2

1 Persons receiving services promoted or supported by the project

Males 0 10 000 30 000 2 018 8 995 30

Females 0 10 000 30 000 4 287 11 666 38.9

Young 0 6 000 18 000 2 284 2 284 12.7

Total number ofpersons receivingservices

0 20 000 60 000 6 305 20 661 34.4

Project Goal To diversify the economy, generate revenueand improve livelihoods and food security ofpoorer households

1. Increased asset index for 60,000 households (from baseline data as starting point) Baseline, mid-termand end of projectsurveys

Yr1, Yr4,Yr7

ServiceProvider

increase asset indexcompared to baselinedata

10 25

2. Decrease in chronic malnutrition among children under 5 years (from baseline data as startingpoint)

Baseline survey,nutritionalassessments

Yr1, Yr4,Yr7

ServiceProvider

reduction in Huila(33.7%)

33.7 2.5 5

Reduction in Cuanzasul (34.3%)

34.3 2.5 5

1/8

Development Objective To increase smallholder agricultureproductivity, production and marketing forselected crops in the Project areas.

3. Number of beneficiaries reached Reports ofimplementingentities and IDArecords

6-monthly PIU, PPIU,IDA, serviceproviders

Substantial policy,governance andmacroeconomicrisks (R) Weakinstitutional capacityof projectimplementation (R)

Beneficiaries 0 20 000 60 000 8 589

Women 0 50 50 50

Youth 0 30 30 27

FFS beneficiariesreceiving nutritioneducation

0 30 60

4. Average crop yields Surveys of theFFS/FBSparticipants andsubprojectbeneficiaries

Yr1, Yr4,Yr7

PIU IDA,serviceproviderMaize (MT/ha) average 0.5 1 2.1

Beans (MT/ha) average 0.3 0.55 0.9

Onion (MT/ha) average 8 12 14

Irish potato (MT/ha)average

9 10 12

Cassava (MT/ha)average

7 9 13

5. Proportion of targeted smallholder production marketed (%) Surveys of theFFS/FBSparticipants andsubprojectbeneficiaries

Yr1, Yr4,Yr7

PIU IDA,serviceprovidermarketed production 15 20 25

Outcome Outcome 1: Smallholder farmers’ technical,organisational and managerial competenceimproved :

2.2.4 Supported rural producers' organizations members reporting new or improved servicesprovided by their organization

Delays in setting upPIU and PPIUs andsigning ofcontractswith serviceproviders

Number of POs

Total size of POs

Males

Females

Women in leadershipposition



EndTarget

AnnualResult(2021)


CumulativeResult %

(2021)


2/8

2.2.4. Percentage of supported rural producers organization members reporting new orimproved services provided by their organizations

percentage of womenmembers of Pos

percentage of youthmembers of Pos

percentage of menmembers of Pos

1.2.9 Households with improved nutrition Knowledge Attitudes and Practices (KAP)

Indigenous households

Households (number)

Households (%)

Household members

Output Output 1.1 Smallholder farmers’ technical,organisational and managerial competenceimproved

1.1.4 Persons trained in production practices and/or technologies IDA records 6-monthly IDA, serviceprovider

Delays in setting upPIU and PPIUs andsigning of contractswith serviceproviders

Men trained in crop 10 000 30 000 2 018 2 018 6.727

Women trained in crop 10 000 30 000 4 287 4 287 14.29

Young people trainedin crop

6 000 18 000 2 284 2 284 12.689

Total persons trained incrop

20 000 60 000 6 305 6 305 10.508

Output Output 1.2 Supported smallholder farmers’organisations and cooperatives (FOs)functioning

7. Percentage of FOs operational Reporting serviceprovider

6-monthly PIU, IDA Delays in setting upPIU and PPIUs andsigning of contractswith serviceproviders

Farmer Organizationsoperational

0 30 60

2.1.3 Rural producers’ organizations supported

Total size of POs 0

Rural POs supported 160 80 158 98.8

Males 0



EndTarget

AnnualResult(2021)


CumulativeResult %

(2021)


3/8

Females 0

Young 0

Outcome Outcome 2: More conducive policy andenabling environment for smallholderagriculture

8. Appropriate smallholder agricultural policies included in national & sectoral developmentplans

NationalDevelopmentPlans/sectorStrategy Reports/Surveys oftheFFS/FBSparticipants

Yr1, Yr4,Yr7

PIU, IDA,serviceprovider

Slow start-up ofactivities (R) Weakcapacity of publicservice®(R)Policies included in

Development Plans0 1 3

Policy 3 Existing/new laws, regulations, policies or strategies proposed to policy makers forapproval, ratification or amendment

Number 1 3

Output Output 2.1 MINAGRI staff that benefittedfrom training

9. Number of MINAGRI/IDA/ICA staff having completed training course Reporting serviceprovider

6-monthly PIU, IDA Slow start-up ofactivities (R) Weakcapacity of publicservice®(R)

trained staff 0 100 150

Output Output 2.2 Registration of farmers’associations and cooperatives (includingWater User Associations) streamlined andsupported

10. Number of registered entities (with membership data disaggregated by gender) Registrar Annual MINAGRI Slow start-up ofactivities (R) Weakcapacity of publicservice®(R)

registered entities (bygender)

0 50 165

2.1.4 Supported rural producers that are members of a rural producers' organization

Total number ofpersons

14 356

Males 8 120

Females 6 236

Young 0

Not Young 0


0



EndTarget

AnnualResult(2021)


CumulativeResult %

(2021)


4/8

Outcome Outcome 3: Government capacity to supportclimate resilient smallholder agriculturalproduction and commercialization enhanced

11. Percentage of beneficiaries of FFS that adopted at least 2 new technologies Ex-post evaluation Yr7 PIU Weak capacity ofpublic services (R)

Farmer Field Schoolsadopted newtechnologies

0 80 80

1.2.2 Households reporting adoption of new/improved inputs, technologies or practices

Total number ofhousehold members

0

Households 0


0

Households 0 80 80

Output Output 3.1 Institutional capacity of nationaland provincial-level agricultural researchsystem strengthened

12. Number of recommended technology packages for project crops and target groupsdeveloped

IIA & IDA Annual Sufficient capacityof IIA& IDA toprepare technologykits (A)technologies developed 0 3 5

1.1.3 Rural producers accessing production inputs and/or technological packages

Males 0 6 977

Females 0 7 379

Young 0 0

Total rural producers 0 14 356

Output Output 3.2 Number of climate resiliencetechnologies demonstrated in project area

13. Number of adapted climate resilience technologies applied Reporting IDA 6-monthly IDA

climate technologiesapplied

0 8 20

3.1.2 Persons provided with climate information services

Males 0

Females 0

Young 0



EndTarget

AnnualResult(2021)


CumulativeResult %

(2021)


5/8

Persons provided withclimate informationservices

50 000 0 0

Outcome Outcome 4: Investments in agriculturalproduction and postharvest managementincreased

1.2.5 Households reporting using rural financial services Slow start-up ofactivities (R)

Total number ofhousehold members

Households


Households

2.2.3 Rural producers’ organizations engaged in formal partnerships/agreements or contractswith public or private entities

Percentage of POs


Number of POs - crop

2.2.5 Rural producers’ organizations reporting an increase in sales

Percentage of ruralPOs

Rural POs wtih womenin leadership position

Rural POs - crop

Output Output 4.1 Sub-projects (SP)/Business plans(BP)’ technical, economic, financial, social,environmental and climate resiliencefeasibility proven

14.1 Number of SPs/BPs approved for financing and implemented, of which: IDA Reporting Annual PPIUs Slow start-up ofactivities (R)

SP approved 0 50 150

14.2 SP for production enhancement IDA Reporting Annual PPIUs

SP for production 0 40 120

14.3 SP for value addition and commercialization IDA Reporting Annual PPIUs



EndTarget

AnnualResult(2021)


CumulativeResult %

(2021)


6/8

SP forcommercialization

0 3 30

Output Output. 4.2 Financial products for farmersorganisations and rural businessesintroduced

15a. Number of farmers accessing project financial services PFI & IDAreporting

Annual PIU

Farmers 0 1 000 5 000

15b. Amount of PFI credit mobilized (USD million) PFI reporting Annual PIU

USD million 0 300 000 1 200 000

1.1.5 Persons in rural areas accessing financial services

Women in rural areasaccessing financialservices - savings

0 0

Young people in ruralareas accessingfinancial services -savings

0 0

Men in rural areasaccessing financialservices - savings

0 0

Men in rural areasaccessing financialservices - credit

0 0

Women in rural areasaccessing financialservices - credit

0 0

Young people in ruralareas accessingfinancial services -credit

0 0

Total personsaccessing financialservices - savings

0 0



EndTarget

AnnualResult(2021)


CumulativeResult %

(2021)


7/8

Total personsaccessing financialservices - credit

0 0

Enterprises 0 0

Active Borrowers(Enterprises)

0 0



EndTarget

AnnualResult(2021)


CumulativeResult %

(2021)


8/8

Angola


Supervision Report

Appendix 1: Financial: actual financial performance; by financier by component anddisbursements by category




Report No. 5851-AO


1

Appendix 1: Financial: Actual financial performance by financier; by component and disbursements by category

Table 1A: Financial performance by financier

Table 1B: Financial performance by financier by component (USD ‘000) as 30 June, 2021

IFAD Loan IFAD RPSF Grant Government Beneficiaries Total

Component Appraisal Actual % Appraisal Actual % Appraisal Actual % Appraisal Actual % Appraisal Actual %

1.0 Community Empowerment

7,700 2,468 32 - - 0 7,800 1,402 18 - - - 15,500 3,870 25

1.1 Farmer Field Schools 4,500 1,161 19 - - 0 2,200 598 27 - - - 6,700 1,759 26

1.2 Institutional Strengthening 3,000 1,087 74 - - - 4,800 34 1 - - - 7,800 1,121 14

1.3 Emerging Research Issues 200 220 100 - - - 800 770 96 - - - 1,000 990 99

2.0 Sustainable Rural Livelihood

13,600 5,279 36 - - - - - - 1,100 - - 14,700 5,279 36

2.1Provision of Technical Support

6,500 51 1 - - - - - - - - - 6,500 51 1

2.2 Provision of Investment Support

7,100 5,228 74 - - - - - - 1,100 - - 8,200 5,228 64

3.0 Coordination and Management

7,500 4,211 56 - - - 400 79 19 - - - 7,900 4,290 54

3.1 Project Management 6,600 4,005 61 - - - 400 79 19 - - - 7,000 4,084 58

3.2 Monitoring and Evaluation 900 206 23 - - - - - - - - - 900 206 23

4.0 RPSF grant component - - - 1,363 - - 59 - - - - - 1,422 - -

Total 28,800 11,958 42 1,363 - 0 8,259 1,481 18 1,100 - - 39,522 13,439 34

Financier Appraisal (USD’000) Disbursements (USD’000) Per cent

disbursed

IFAD Loan 28,800.00 13,697.79 47.56

IFAD Additional financing (RPSF Grant) 1,363.09 0.00 0.00

Government 8,258.73 3,213.43 38.91

Beneficiaries 1,100.00 0.00 0.00

Total 39,521.81 16,911.22 42.79

Republic of Angola Smallholder Agriculture Development and Commercialisation Project in Cuanza Sul and Huila Provinces (SADCP – C & H) MTR Mission Report - Mission dates: 19 July – 03 August, 2021 Appendix 1

2

Table 1 C: IFAD Loan disbursements (USD, as at 30 June, 2021)

Category Category description Original

Allocation Revised

Allocation Disbursement

Pending WA

Balance Per cent

disbursed

200010 Credit and Guarantee Funds 1,200,000.00 1,200,000.00 0.00 0.00 1,200,000.00 0.00 200012 Grants and Subsidies 3,900,000.00 3,900,000.00 1,482,236.06 0.00 2,417,763.94 38.01 200013 Goods, Services and Inputs 17,400,000.00 17,400,000.00 7,328,634.60 0.00 10,071,365.40 42.12 200016 Operating costs 1,100,000.00 1,100,000.00 778,429.50 0.00 321,570.50 70.77 200018 Salaries and Allowances 5,200,000.00 5,200,000.00 2,108,493.18 0.00 3,091,506.82 40.55 270001 Authorised allocation 0.00 0.00 1,938,294.18 0.00 (1,938,294.18) 0.00 270002 Authorised allocation II 0.00 0.00 61,705.82 0.00 (61,705.82) 0.00

Total 28,800,000.00 28,800,000.00 13,697,793.34 0.00 15,102,206.66 47.56

Table 1 D: RPSF Grant disbursements (USD, as at 30 June, 2021)

Category Category description Original

Allocation Revised

Allocation Disbursement

Pending WA Balance

Per cent disbursed

200013 Goods, Services and Inputs 1,326,092.00 1,326,092.00 0.00 0.00 1,326,092.00 0.00

200018 Salaries and allowances 37,000.00 37,000.00 0.00 0.00 37,000.00 0.00

Total 1,363,092.00 1,363,092.00 0.00 0.00 1,363,092.00 0.00

3

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

20000

Credit andGuarantee Funds

Grants andSubsidies

Goods, Servicesand Inputs

Operating Costs Salaries andAllowances

Authorisedallocation

Figure 1 IFAD Loan disbursement compared to allocation ('000)

Original allocation Revised allocation Disbursed

Angola


Supervision Report

Appendix 2: Physical progress measured against AWP&B




Report No. 5851-AO


Appendix 1: Physical progress measured against AWP&B

Component/Outcome

Sub-component or Output

Period: January 1 to June 30,

2021

Cumulative

Actual

Appraisal

Target

% Remarks

Indicator Unit AWP&B Actual %

Outreach 1.b Estimated

corresponding total

number of households

members

Household members -

Number of people

Number 50,000 42 945 86 96 200 300 000 32

1.a Corresponding

number of households

reached

Number of non-women-

headed households

Number 5 000 Data on input

distribution done in

2019 and 20020

needs revision in

terms of

disaggregation in

gender and age

Number of women-headed

households

Number 5 000

Number of households Number 10 000 8 589 86% 19 240 60 000 32

1 Persons receiving

services promoted or

supported by the project

Number of males Number 2 000 2 284 114%

Number of females Number 5 000 4 287 86%

Number of youth Number 3 000 2 018 67%

Component 1 /Outcome

Component 1: Capacity-Building and Institutional Development

Sub-Component 1.1: Strengthening capacity of smallholder farmers and farmers ‘organizations through FFSs

Outcome 1: Strengthened smallholder

farmers and FOs’ technical,

organisational and managerial

competence

Percentage of supported

rural producers ‘organization

members reporting new or

improved services provided

by their organizations

Output 1.1: Smallholder farmers’

technical, organizational and managerial

competence improved through FFS

Number of persons trained in

production practices and/or

technologies

number 10.000 8 589 86 19 240 60 000 32 The course for MTs

for FFS was

completed in

October 2020.

Training of

facilitators and

establishment of

FFS started in June

2021. Basic

nutritional education

is yet to start as the

second module in

the FFS curriculum

% of which women

percentage 50

% of which youth

Percentage 27

% of FFS beneficiaries

receiving nutrition education

NA

Number of master trainers

trained desegregated by

gender and age

Number 0 0 0 79 80 99

Number of facilitators trained number 1 000 468 47%

468 1 500 31%

% of women 13%

Output 1.2.: Support smallholder farmers´

organizations and cooperatives

functioning

Number of rural producers

‘organizations supported

80 80 100 80 165 48

80 farmer

organizations have

been assisted and

23 of them have

completed the

registration process

in Cuanza Sul

Output 1.3: Registration of farmer

associations and cooperatives (including

water user associations) streamlined and

supported

Number of registered entities

(with membership data

disaggregated by gender

40 23 29 23 1650 14

Sub-Component 1.2: Institutional

strengthening of local, provincial and

national units of the MINAGRIF

Outcome 2: Capacity of MINAGRIF local,

provincial and national units

reinforced/strengthened

Output 2.1.: MINAGRIF capacity

strengthened

Number of MINAGRIF/IDA

staff having completed

training course

60 0 0 83 150 55 FAO organized

refreshment course

on FFS

Number of extension

technicians contracted

0 0 0 40 60 66,7

Number of extension

technicians trained

0 0 0 83 150 55 Number of master

trainers trained that

included 40

contracted

extension

technicians

Number of office spaces

constructed/rehabilitated and

equipped

10 0 0 0 10 0 The rehabilitation of

office spaces and

residential houses

will start in 2021

Sub-Component 1.3: Strengthening

capacity of global knowledge to address

emerging research issues

Outcome 3: Government capacity to support

climate reliance smallholder agricultural

production and commercialization enhanced

3.2.2: Percentage of

persons/households

reporting adoption of

environmentally sustainable

and climate-resilient

technologies and practices

Percentage 0 0 0 0 80 Too

early to assess

Output 3.1: Institutional capacity of national

and provincial level agricultural research

system strengthened

Percentage of beneficiaries

of FFS that adopted at least

2 new technologies

Percentage 0 0 0 0 80 Too

early to assess

Number of recommended

technology packages for

project crops and target

groups developed

Number 3 0 0 0 5 0 Too early to assess

due to delays in the

implementation of

component 1 and 2

(FFS and

subprojects)

MoU signed with the

National Institute for Coffee

Consultancy 1 1 1 100 In progress

MoU signed with the Institute

for Agronomic Research

Consultancy 1 1 1 100 In progress

Component/Outcome

Sub-component or Output

Period: January 1 to June 30,

2021 Cumulative

Actual

Appraisal

Target

% Remarks

Indicator Unit AWP&B Actual %

Component 2 - Support for increased

production and commercialization

Sub.Component2.2.: Investment support

including the mobilization of PFIs

Outcome 4: Investments in agricultural

production and postharvest management

increased

Output 4.1: Subprojects/Business Plans

technical, economic, financial, social and

environmental and climate resilience

feasibility proven

Number of SP/BPs

approved for financing and

implementation, of which:

SPs for production

enhancement; SPs for

value chain and

commercialization

number

SP approved - Number Number 50 0 0 0 150 0

14.2 SP for production

enhancement

SP for production -

Number

Number 40 0 0 0 120 0

14.3 SP for value

addition and

commercialization

SP for commercialization -

Number

Number 10 0 0 0 30 0

Contract Main Service for

subprojects/business plans

Consultan

cy

1 0 0 0 1 0

Develop the information &

sensitization campaign

Consultan

cy

1 0 0 0 1 0

Facilitating market

linkages/establishment of

economic partnerships

Consultan

cy

1 0 0 0 1 0

Oversight Agent /for

subprojects, business

plans

Consultan

cy

1 0 0 0 1 0

Output 4.2: Financial products for farmers

organizations and rural businesses

introduced

Number of people in rural

areas who have access to

financial services

Number 500 0 0 0

0

Amount of USD equivalent

of grants delivered to

subprojects submitted by

farmer organizations

USD 500 000

0 0 0 1 200 000

0

Angola


Supervision Report

Appendix 3: Compliance with legal covenants: status of implementation




Report No. 5851-AO


Appendix 3: Compliance with legal covenants: Status of implementation

Section Covenant Target/Action

Due Date

Compliance

Status/Date Remarks

Schedule 1,

para 10

The project will employ similar financial management systems to those

used under MOSAP and SADCP – WB including the use of PRIMAVERA

accounting software Immediate

Partially

compliant

Schedule 1,

para 11

The project financial statements will be audited in accordance with ISA.

Audit report will be submitted to IFAD within six months after the financial

year end Annually Compliant

Schedule 1,

para 12(a)

The Lead Agency and the Fund shall jointly carry out a review of project

implementation no later than the third year of the project

Mid term Not yet due MTR has been extended following

approval of project extension

Schedule 3, para

1

Gender. The Borrower shall ensure that gender concerns shall be

mainstreamed in all Project activities throughout the Project Implementation

Period. The Borrower shall also ensure that women beneficiaries shall be

represented in all Project activities and that they receive benefits from the

Project outputs.

Immediate Ongoing N/A

Schedule 3, para

2

Tax Exemption. The Borrower shall, to the fullest extent possible, exempt the

proceeds of the Financing from all taxes. Any taxes which the Project is

nonetheless obliged to pay shall be promptly reimbursed by the Borrower.

Immediate Compliant IDA to ensure that counterpart funds

are available at the beginning of each

year from the GoA budget for the

payment of taxes and duties. USD

0.17 million paid from IFAD loan funds

to be reimbursed

Schedule 3, para

3

Internal Audit. An internal audit service provider, acceptable to the Fund,

shall be recruited by the Project, in accordance with appropriate terms of

reference, to assist in the production of (minimally) semi-annual internal

reports that will be shared with the Fund.

July, 2019 Compliant SAMAP hired services of an internal

auditor in liaison with AFAP. The first

internal audit report has been issued

Schedule 3, para

4

Key Project Staff. The Borrower shall ensure that key staff are recruited and

in the event of turnover they are replaced on a timely basis. Should the

recruitment process be prolonged, where appropriate, the Borrower shall

Immediate Partially

compliant

There is no Project Coordinator and

the Financial Management Specialist

resigned his position in July, 2021 –

yet to be replaced.

Section Covenant Target/Action

Due Date

Compliance

Status/Date Remarks

Schedule 1,

para 10

The project will employ similar financial management systems to those

used under MOSAP and SADCP – WB including the use of PRIMAVERA

accounting software Immediate

Partially

compliant

Schedule 1,

para 11

The project financial statements will be audited in accordance with ISA.

Audit report will be submitted to IFAD within six months after the financial

year end Annually Compliant

make recourse to a suitably qualified external service provider acceptable

to IFAD

Angola


Supervision Report

Appendix 7: Integrated Project Risk Matrix (IPRM)




Report No. 5851-AO


Overall Summary

Risk Category / Subcategory Inherent risk Residual risk

Country Context High Substantial

Political Commitment Substantial Substantial

Governance Substantial Moderate

Macroeconomic High Substantial

Fragility and Security High Substantial

Sector Strategies and Policies Substantial Moderate

Policy alignment No risk envisaged -not applicable

Policy Development and Implementation Substantial Moderate

Environment and Climate Context Substantial Substantial

Project vulnerability to environmental conditions Substantial Substantial

Project vulnerability to climate change impacts Substantial Substantial

Project Scope High Substantial

Project Relevance Substantial Moderate

Technical Soundness High Substantial

Institutional Capacity for Implementation and Sustainability High Substantial

Implementation Arrangements High Substantial

Monitoring and Evaluation Arrangements Substantial Substantial

Project Financial Management Moderate Low

Project Organization and Staffing Substantial Moderate

Project Budgeting Substantial Moderate

Project Funds Flow/Disbursement Arrangements Moderate Low

Project Internal Controls Substantial Moderate

Project Accounting and Financial Reporting Moderate Low

Project External Audit Moderate Low

Project Procurement Substantial Moderate

Legal and Regulatory Framework Substantial Moderate

Accountability and Transparency Substantial Moderate

Capability in Public Procurement Moderate Moderate

Public Procurement Processes Substantial Moderate

Environment, Social and Climate Impact Substantial Moderate

Biodiversity Conservation Substantial Moderate

Resource Efficiency and Pollution Prevention Moderate Moderate

Cultural Heritage No risk envisaged -not applicable

Indigenous People No risk envisaged -not applicable

Labour and Working Conditions No risk envisaged -not applicable

Community Health and Safety Moderate Moderate

Physical and Economic Resettlement No risk envisaged -not applicable

1/16

Greenhouse Gas Emissions No risk envisaged -not applicable

Vulnerability of target populations and ecosystems to climate variability andhazards

Substantial Moderate

Stakeholders High Substantial

Stakeholder Engagement/Coordination Substantial Moderate

Stakeholder Grievances High Substantial

Overall Substantial Moderate

Risk Category / Subcategory Inherent risk Residual risk

Country Context High Substantial

Political Commitment Substantial Substantial

Risk:

The likelihood for political instability remains low in Angola. However, due tochallenging political environment with the ongoing deterioration of themacroeconomic and social conditions on account of the oil price collapse, weakgovernance and COVID-19, there is high potential for political turnover andchanging political priorities, which could result in longer delays for approval of keydecisions required at the highest levels of Government (e.g. for project’s entry intoforce and first disbursement, provision of counterpart funding). Ultimately, this couldundermine the timely and successful implementation of the Project.

Substantial Substantial

Mitigations:

With the opening of its country presence in Angola, IFAD will leverage on theAgricultural Sector Working Group and built on its credibility as a trusted partner toengage in policy dialogue, stressing the relevance of SREP to the nationaldevelopment policies and strategies, in particular the Government Agenda foreconomic diversification through the transition of family farming from subsistence tocommercial agriculture.

Governance Substantial Moderate

Risk:

Despite the improvements in governance and accountability, lack of capableinstitutions in the country undermine the emergence of high standards to preventfraud and corruption (e.g. Angola ranks low at 146th out of 180 countries surveyedin 2019 in the Corruption Perception Index from Transparency International), whichcould potentially lead to elite capture and inefficient allocation of project’sresources, leading to reduced benefits to and impact on targeted beneficiaries.


2/16

Mitigations:

(i) Provincial Governance Committees (PGCs) will be established includingrepresentatives from traditional and community leaders as well as civil society; (ii)Under the leadership of PGCs, an Oversight Agent (Specialized Firm) will berecruited with a mandate to conduct systematic independent review of thebeneficiary selection, SP/BP preparation and appraisal process, grant approvalprocesses etc. to ensure that all procedures, criteria were applied in a fair andtransparent manner; (iii)Through the implementation of IFAD’s Framework forOperational Feedback from Stakeholders, more inclusive governance,transparency and accountability in development processes, including in associatedgrievance redress mechanisms, will be fostered. Information about the existenceand functioning of such mechanisms will be made readily available to allstakeholders. Further, information regarding whistle-blower protection measures,and confidential reporting channels will be widely accessible in order to receive andaddress grievances appropriately, including allegations of fraud and corruption, andsexual exploitation and abuse.

Macroeconomic High Substantial

Risk:

In the short and medium term, and pending ongoing efforts to diversify the economyand address, constraints on government revenue arising from the low oil priceenvironment and the devastating impact of COVID-19 will continue to exacerbatethe impact of domestic and external shocks on macroeconomic policies (e.g.resulting in high inflation, low foreign exchange reserves, large fiscal deficits, debtdistress), reducing economic growth and undermining government capacity tomobilize counterpart funding, and significantly impacting market dynamics of valuechains, including market prices and profit margins for project target groups.

High Substantial

Mitigations:

(i) Government and Beneficiaries ‘contributions have been kept to minimum tomitigate the risk of their defaulting on their commitment to financing project costs.Out of total SREP costs of about USD150 million over the six-year implementationperiod, GoA will finance taxes, duties and contributions to extension infrastructureamounting to a total of USD 10 million, representing about 6.7%. In conformity withthe principle that no taxes or duties will be financed out of the proceeds of the IFADLoan, any changes in the rates of taxes and duties would have to be met by GoA.Beneficiaries will contribute USD 6.5 million, representing about 4.3% of Projectcosts, and will consist mainly of in-kind contribution; (ii) MINAGRI/IDA to ensurethat the Project develops AWBP based on a broad Government Public InvestmentProgram (PIP) with a link to public investment.

Risk:

Due to low oil price environment, there is scarcity of foreign currency andemergence of a black exchange market where the parallel exchange market rate isdouble the official exchange rate, eroding the purchasing power of the loanproceeds in operational account denominated in AO, and resulting in inability forthe Project to cover the cost of delivery for planned outputs.

High Substantial

Mitigations:

Adequate planning and execution of funds flow from Designated Account in USD toOperational Account in AOA will be put in place to minimize the adverse impact ofcurrency depreciation.

Risk:

In response to high inflation rates, reflecting the impact of strong exchange ratedepreciation and higher domestic fuel prices due to the phasing out of fuelsubsidies, the National Bank of Angola (BNA) and the Commercial Banks willcontinue to raise the policy interest rates and lending interest rates respectively,making access to credit more costly and/or shifting lending to short term maturitiesand leading to reduced investment by smallholder farmers and agribusinesses inproduction and productivity improvement.

High Substantial

3/16

Mitigations:

Through the implementation of matching grant facility, SREP will secureparticipation of financial institutions to crowd in financing from them into project’sbeneficiaries’ sub-proposals (SP) and business plans (BP). The driving concept ofthe MG is to provide a “smart subsidy”. Given this driving concept, grant plusgrantee contribution will normally equal at least 40% of the SP/BP; the remainingmust be borrowed from a PFI. This will in many cases establish a relationshipbetween the grantee and the PFI that will remain intact after the MG has expired.Hence, rather than returning to SREP or a similar programme for a grant, thegrantee should, for all intents and purposes, have a relationship with a lender andno longer require the smart subsidy provided by the MG. On the supply side, SREPwill support PFI’s capacity building, including training for bankers to understand thevalue proposition of financing family farming and agribusinesses, and provide someincentives to attract them into small-scale agricultural financing.

Fragility and Security High Substantial

Risk:

Angola’s economic base remains narrow (with oil accounting for over 95 percent oftotal export revenue, 52 percent of government revenues and 30 percent of GDP in2016) with significant economic, social and environmental fragilities as exposed bythe international oil price shocks, the outbreak of malaria, yellow fever epidemics,and cyclical droughts and floods in Southern Angola. Anticipated economicvulnerabilities in the aftermath of COVID-19, recession and mass unemploymentthreaten to further complicate the country’s fragility and security. It is likely thatweak governance structure and institutions to respond effectively to these shockswill undermine the capacity of the Government and local communities to realize thefull potential of the agricultural sector in the country and to sustain the benefits ofthe investments to be made by the Project.

High Substantial

Mitigations:

In the medium and long term, IFAD will continue engagement and supportGovernment’s bold steps at the policy level to foster economic diversification, byrefocusing economic growth towards the agriculture sector as well as private sectordevelopment. In the Short and medium term, SREP will focus on building theresilience and sustainability of smallholders through community developmentaround FFS, improved linkages to markets, improved environmental managementin farming activities, promotion of soil and water conservation measures to addressthe issues of land degradation, etc.

Sector Strategies and Policies Substantial Moderate

Policy alignment No risk envisaged -not applicable

No specific risk identified at this time. SAMAP is well aligned with country’s agendafor diversification of the economy through agricultural development, and there isstrong commitment from Government to transforming family farming, the processwhich SAMAP supports.

Policy Development and Implementation Substantial Moderate

Risk:

Government’s approach for development of family farming through free landpreparation, distribution of inputs and farm implements for smallholder famers isunsustainable and not adequately resourced, due to the country’s limited fiscalspace, and could potentially create disincentives for agribusiness actors and otherprivate actors to engage in marketing of agricultural inputs and provisionmechanisation services. If the transition between emergency, recovery and longer-term development needs is not properly managed, this could create a dependencysyndrome (mind-set of receiving free inputs from Government), leading tounsustainable results in terms of increased production and productivity beyond thelife of the project.


4/16

Mitigations:

(i) A good M&E system will be used to identify households struggling with thetransition. These will be supported by the proven individual household mentoringapproach to assist them in overcoming the dependency syndrome; (ii) IFAD willleverage the Agricultural Sector Working Group to engage in evidence-basedpolicy dialogue for adoption and harmonization of tested intervention approaches tosupport transition from emergency, recovery and long-term development.

Environment and Climate Context Substantial Substantial

Project vulnerability to environmental conditions Substantial Substantial

Risk:

The vagaries of the weather and inadequate land and water management haveaccentuated soil erosion and land degradation in the project area, which hasresulted in increased sedimentation in streams, a decrease in soil depth andfertility, diminishing soil organic matter and a reduction in its water and nutrientholding capacity. With the increasing expansion of land under unsustainableagricultural practices, and deforestation (due to charcoal production to meetincreasing demand, land clearing for agriculture and uncontrolled fire), soil erosionand land degradation will continue to expand, leading to adverse impact onagricultural production and productivity


Mitigations:

Any adverse environmental risks will be minimized using appropriate measuressuch as good agricultural practices, appropriate design and siting of infrastructureand development of relevant Environmental and Social Management Plans(ESMPs). For investments in small-scale irrigation, no infrastructure investmentswill be made before the local authorities confirm the beneficiaries’ land and wateruser rights. The site or scheme-specific environment and social assessment willconsider the ability of downstream users to use water, as well as, anyenvironmental flows required to maintain the integrity of the freshwater ecosystem.The curriculum of the Farmer Field Schools (FFS) will include good agriculturalpractices, best practice on the safe use, storage and disposal of agrochemicals,Integrated Pest management, site management plans for infrastructure. Thelearning in the FFS will also be based on understanding agro-ecological principles,enhancing ecosystem services and using natural resources in a sustainablemanner. Training on environmental topics such as management, impactassessment and monitoring will also be undertaken to build the capacity ofagricultural officers. ESMPs will have to be developed in a participatory manner ateach site. An Environmental and Social Safeguard Focal Point will be appointed inproject area of intervention to ensure compliance of the proposed project activitieswith relevant Angola environmental laws and regulations and the SECAP.

Project vulnerability to climate change impacts Substantial Substantial

Risk:

Climatic events (linked to rainfall variability, prolonged drought, increasedtemperatures, intermittent floods , seasonal shifts in rainfall, , increased wildfires,increased rainfall in the northern parts of the country, changes in river flows as wellas changes in the onset and duration of the growing season) will result in reducedduration of the growing season as well as in a shift from two growing seasons toone in the project area, leading to several types of negative impact (e.g. cropfailures due to heat and drought stress, production losses due to unpredictableonset of rains, reduced planting area due to consumption of seed stores, andincreased susceptibility to pests and disease) on achievement of PDO.


5/16

Mitigations:

The project is currently focusing on: a) ensuring that adequate climate changeadaptation practices and technologies are integrated within the FFS curriculum toreduce vulnerability to climate shocks. The FFS curriculum includes training onclimate smart agricultural practices (i.e. correct spacing, intercropping, mulching,fertilization, pesticides and improved water management, new and improvedvarieties and small-scale irrigation). Other climate change adaptation optionsinclude (i) promoting sustainable land and water management for increasedagricultural yields; (ii) soil erosion control through organic methods; (iii) diversifyingcrops to less climate sensitive cultures; (iv) implementing water-harvesting systemin drought-prone areas increased access to weather forecasts and early warningsand promotion of sorghum, millet as climate-resilient alternatives to maize climate-smart agriculture (CSA) practices. Capacity building on climate risk analysisthrough the Farmer Business Schools is also important in increasing resilience andreducing the impacts of climate change.

Project Scope High Substantial

Project Relevance Substantial Moderate

Risk:

Previous donor supported projects (including MOSAP) provided fairly limitedsupport in marketing and value chain development and focused mainly onproduction and productivity. MOSAP’s PCR recognized that the project could havedeveloped an additional focus on input market access to complement sub-projectinvestments and training. The PCR also found that the smallholder sector has thepotential to reach much higher levels of production provided farmers have the rightcommercial incentives. It noted that farmers were sceptical about increasingproduction of local cash crops unless there are provisions for a secure marketoutlet. With SAMAP’s ongoing focus on production and productivity increasethrough free distribution of inputs in response to Government’s policy pressures, itis likely that interventions of the project will become less responsive to the needsand priorities of the intended target groups as they become mature, leading todecrease of relevance throughout the project’s lifespan.


Mitigations:

During the implementation support mission of August 2020, it was agreed thatProject will limit its free distribution of inputs to the support requested by theGovernment under COVID-19 response. Project’s resources allocated forIncreased Production and Commercialization (component 2), should be used tosupport FOs (and their members) and other agribusiness actors who havebankable subproject (SP) proposals/business plans (BPs) with clear prospects oflinkages to input and output markets. Further, it was emphatically reiterated thatanalysis of market opportunities should be carried out before investing inproduction systems, and training on business and marketing aspects shouldcomplement production-oriented training.

Technical Soundness High Substantial

Risk:

Under sub-component 2.2 (Provision of Investment Support), the Project willprovide financing to eligible beneficiaries (through matching grants and facilitateaccess to credit) for carrying out the approved subprojects/business plans andcrowd-in PFIs for loans partially financing the investment. However, evaluationcriteria for selection of subprojects and approval of matching grants are not gender-sensitive nor pro-youth. Lessons from MOSAP show that, while this project wassuccessful in reaching women, they had only limited influence on the choice of sub-projects. Women’s participation in FOs was lower than that of men with only a fewoccupying leadership positions. It is likely that, due to inadequate incorporation oflessons learned and best practices on mainstreaming gender and youth issues,implementation of project will result in less participation of women and youngpeople in the choice and implementation of sub-project proposals, leaving thembehind and leading to unsustainable and less inclusive development process.


6/16

Mitigations:

(i) Executing Agency to revise the PIM and include gender sensitive and pro-youthcriteria to foster greater participation of women and youth groups in theidentification, preparation, and implementation of subprojects/BP approved forproject support. (ii) Organize a training workshop on mainstreaming gender andyouth for project staff, governments officials participating in different projectscommittees at national and provincial levels, service providers supportingidentification and preparation of SP/BP.

Risk:

Unlike projects funded by other development partners in Angola (e.g. MOSAP II bythe World Bank) that does not require participation of financial institution (PFI) forfinancing SP/BP, SAMAP’s approach to providing investment support undersubcomponent 2.2 acknowledges that matching grants are not suitable forbusiness financing and market development; they should be considered as acatalyst for smallholder famers to progressively access formal financial services aspart of the phasing-out strategy of the project. Hence, in cases where obtaining aworking capital and/or investment loan from a PFI forms an integral of part of thefinancing plan of the SP/BP, the first tranche disbursement of the matching grantwill be subject to the approval of the envisaged loan by the identified PFI. However,due to deeply rooted financial institution’s negative perception about smallholderproducers/FOs’ credit worthiness, their mobilisation to co-finance sub-projectswould likely take several years to expand and allow for progressive graduation oftargeted farmers/FOs to access developed financial services, which will result notonly in many approved SP/BP not being provided with adequate investmentsupport, but also in low uptake of matching grant, compromising the achievementof PDO.

High Substantial

Mitigations:

Executing Agency to accelerate assessment of willingness and appetite of potentialfinancial institutions in the project areas to participate in the financing ofsmallholders/FO and other agribusinesses ’subprojects/business plans, leveragingon matching grant facility. At mid-term review, or even before if necessary, themobilization of PFIs and rural finance activities will be carefully reviewed anddecision will be made whether or not continue these activities depending on thetargeted beneficiary FOs’ ease of access to PFIs financing.

Institutional Capacity for Implementation and Sustainability High Substantial

Implementation Arrangements High Substantial

Risk:

The structure of the Project Implementation Units at both national (PIU) andprovincial (PPIU) levels is very lightly staffed and does not include technicalspecialists and heads of components/subcomponents (e.g. in the domains ofagribusiness/value chain development, rural finance, environment and socialsafeguards, gender, nutrition, communication, etc.), as most of the investment andtechnical support activities will be implemented by service providers. Lack oftechnical specialists and heads of components at project implementation unitslevels, as well as constraints in competitively recruiting main service providers withrequired knowledge and experience, will result in ineffective coordination ofplanning, weak mainstreaming in relevant thematic areas (gender, nutrition,climate change), low quality of technical supervision and delayed implementationof project interventions, and thus compromising the achievement of expectedresults in a sustainable and inclusive manner.

High Substantial

7/16

Mitigations:

At design, it was envisaged that short term consultants will be hired to supportproject implementation (notably for rural finance, gender, and nutrition issues). ThePIU will also benefit from support of the technical specialists of the WB-funded PIUof MOSAP 2, notably in the domains of communication, environment and socialsafeguards, and agribusiness/value chain development. After over two years sincethe start of implementation, no short term consultant has been recruited to provideexpected support nor has a MoU been signed with MOSAP 2 to leverage supportfrom technical specialists. Given that these initial arrangements have not beeneffective in reducing the inherent risk, they have been revised and it has beenagreed that the Executing Agency will recruit technical specialists to beef up thecapacity of PIU.

Risk:

Since the human capital and institutional capacity within the Executing Agency(MINAGRIF) are quite limited, implementation of project technical componentsrelies to a large extent on the recruitment of competent service providers withinternational experience. However, due to expanding donors ‘support to the countryand reduced movement due to COVID-19 restriction measures, the few serviceproviders with the required knowledge and experience in the project area/countryare stretched out, which result in delayed implementation of project componentsand in a manner that does not allow optimization of complementarities betweencomponents, thus compromising the successful achievement of the resultsenvisaged by the Project.

High Substantial

Mitigations:

The Executing Agency will procure experienced service providers in otherprovinces, in the region and internationally to be Lead /Main Service Providers (onein each province) and encourage partnerships with local ones as well as training tobuild their capacities. Recruiting joint service providers with World Bank is likely toattract the interest of competent consultants in contract tenders. MINAGRI willfacilitate speedy issuance of visas for service providers based outside the country.

Risk:

To enhance implementation capacity and ensure a greater institutionalsustainability, Project’s delivery systems are fully integrated into decentralisedstructures of MINAGRI at provincial and municipality levels. However,implementation of activities largely relies on service providers (e.g. TheGovernment holds onto continuing its partnership with FAO for the implementationof a FFS training programme; component 2 is to be implemented by a capable andinternationally experienced service provider, as implementation of MOSAP sub-projects was problematic due to limited technical and organisational capacity oflocal service providers). As suggested by experience in previous donor-supportedprojects, continued partnership and contracting of internationally experiencedservice providers without rigorous monitoring and evaluation of theirimplementation performance will result in limited institutional capacity ofMINAGRIF, leading to development results that cannot be replicated at scale andsustained.


8/16

Mitigations:

As recommended in the lessons learnt from MOSAP, the project exit strategy relieson building capacity at different levels, at farmers/FOs but also at public servicesand value chain actors level, linking smallholders/FOs to value chains actors(buyer/traders, input suppliers) and raising their assets business profile, and creditworthiness, and supporting smallholders to progressively move into commercialagricultural production. The Lead/Main service provider will build the capacity oflocal NGOs to carry out these activities. For effective implementation of the FFSapproach, project will support recruitment of 40 additional new extension agents toenable the government in ensuring that each commune participating in the projecthas at least three agricultural extension specialists at each EDA. FAO will providetraining, coaching and supervision to IDA/EDA staff and FFS facilitators who willimplement FFS field activities. This will ensure that institutional capacity of IDA andEDA staff is enhanced and their ability to address developmental issues-such asrural poverty, gender, nutrition-sensitive and climate-resilient agriculture and youthissues will be further raised. Thus, FAO’s role will be critical in assisting IDA toimplement the FFS sub-component as IDA/EDAs are expected to take greaterresponsibility in running the FFS as from year 4 onwards.

Monitoring and Evaluation Arrangements Substantial Substantial

Risk:

There are scarcity of competent M&E Expert in the country and limited integrationof project’s M&E system in the MINAGRIF’s weak and inefficient M&E processesand systems, resulting in a limited ability for the Project to monitor, validate,analyse and communicate results, capture lessons and use them to adjustimplementation and take corrective actions in a timely manner, or to inform futureinvestment for sustaining benefits to smallholder farmers


Mitigations:

(i) SAMAP will collaborate with other projects/programmes under the MINAGRIF toprovide the Ministry with required support for upgrading its M&E processes andsystems. The M&E Expert with international experience will be recruited under theSingle Coordination Unit (SCU) and tasked with insuring better integration ofSAMAP’s M&E system in MINAGRIF’s to increase its relevance in supportingevidence-based policy making; (ii) All activity-related data will be collected byproject stakeholders working at the community level (IDA technicians and FFSfacilitators, service providers and contractors). These data will be entered in activitymonitoring sheets and reported monthly (or more frequently, if deemed needed).Data reporting forms will accompany reports to be se in the PMU and MINAGRI’sStatistics Division.

Project Financial Management Moderate Low

Project Organization and Staffing Substantial Moderate

Risk:

Project is headed by a Deputy Project Coordinator with no clear position, whetherwith the establishment of the Central Coordinating Unit there will be a specificProject Coordinator or not No Finance Manager who resigned his position in July, 2021. Staff contracts are not being reviewed and renewed on a timely basis.


Mitigations:

Redefine the structure of the coordination unit with a view of aligning the same withthe Central Coordinating Unit

Review staff and renew staff contracts on a timely basis

Replace a Financial Management Specialist who resigned his position in July, 2021

Project Budgeting Substantial Moderate

9/16

Risk:

Budget performance is very low, after end of second quarter expenditure is at29.2% PRIMAVERA does not have a functionality to support tracking of budgets within thesystem. Budget actual analysis is done off the system during reporting which doesnot facilitate budget control and monitoring.

The Budget for the RPSF is reflected as USD 2,521,816 when the allocation is USD1,363,092


Mitigations:

Scale up implementation to facilitate budget absorption Instal the budget module of PRIMAVERA and post budget figures in the accountingsoftware to facilitate budget montoring and control within the system Revise the AWPB while ensuring RPSF grant amount is aligned to available fundsand GoA contribution is included and seek for IFAD no-objection.

Project Funds Flow/Disbursement Arrangements Moderate Low

Risk:

A further allocation of the RPSF grant has been made and the project is allowed towithdraw the amount in full or in part

Government is making contribution both in cash and in kind. In-kind contributionfrom GoA and beneficiaries has not been quantified and reported. GoA expenditure (taxes and duties) paid from IFAD financing IN 2019 amounting toUSD 170,599.04 (AOA 88,077,587.70) has not yet been reimbursed Authorised signatories by hierarchy in ICP communicated. But the FinancialManagement Specialist – recorded as Author left the project long ago and this isnot updated

Moderate Low

Mitigations:

Prepare and submit a withdrawal application for the RPSF inline with requiredfunds for the period Quantify and report inkind contribution from GoA and beneficiaries, reflectingfinancing for the current year and cumulative financing Follow up refund of USD 170,599.04 paid form IFAD financing to meet GoAobligations on the project Update ICP letter with the office barriers including the position of the FinancialManagement Specialist

Project Internal Controls Substantial Moderate

Risk:

Distribution of good s in which the internal auditor has queried the quality of followup and documentation On the fixed assets register is provision for Chassis/Serial number but this is notcompleted Asset register provides for responsible person but this too is not completed There is no management reply to internal audit observations/recommendations andno action plan for implementation of internal audit recommendations Physical count of assets was not done as reports were not availed


Mitigations:

Provide management reply to the internal audit report and provide an action planfor implementation of internal audit recommendations Complete all fields provided for in the fixed assets register – including serialnumbers/chassis numbers and responsible persons for individual assets Carryout physical count/verification of assets at least once a year and provide aphysical count report reconciled to the fixed assets register

Project Accounting and Financial Reporting Moderate Low

10/16

Risk:

PRIMAVERA accounting system is used. The system only works with accountingand treasury modules. The project is in the process of procuring a provider toupgrade the system or to move onto a new system altogether. In terms of policies and procedures, the draft PIM is not updated for submission toIFAD for No Objection

Moderate Low

Mitigations:

Fast truck procurement of a service provider for the upgrade and customization ofthe accounting software to facilitate budget management within the system andproduction of automated financial reports

Project External Audit Moderate Low

Risk:

The audit report for the year 2020 was received on time and the audit was ratedsatisfactory, with complete disclosures and was informative. The audit recommendations have been recurring on high use of petty cash,absence of internal audit arrangements and delays in payment of tax obligations. Except for internal audit that has been implemented, the rest of audit actionsremain outstanding

Moderate Low

Mitigations:

Provide a reply to the audit management letter with an action plan forimplementation of audit recommendations

Project Procurement Substantial Moderate

Legal and Regulatory Framework Substantial Moderate

Risk:

Angola has updated its legal and regulatory framework in 2016, with the aim ofmodernizing its public procurement system). However, inadequate arrangementsfor oversight to safeguard the integrity of project procurement and contractexecution, as well as limited institutional capacity and inadequate practices(including compliance with the laws) at the Executing Agency level, do not foster anenvironment for a conduct of procurement by the Project in a manner that optimizesvalue for money with integrity


Mitigations:

Leverage on SCU/PIF to support MINAGRIF’s compliance with existing legal andregulatory framework by building its capacity and improving its practices in publicprocurement.

Accountability and Transparency Substantial Moderate

11/16

Risk:

Risk 1: The public procurement system has the oversight of a dedicated body,Serviço Nacional da Contratação Pública (SNCP). However, there are weaknessesin the internal control system, with the public procurement oversight body (SNCP)intervening in transactions as a decree adopted in 2014 gives responsibility toSNCP to review all procurement processes that are to be submitted for prior reviewto the Minister of Finance; this makes oversight arrangements (including thehandling of complaints regarding, for example, SH/SEA and fraud and corruption)inadequate to safeguard the integrity of project procurement and contractexecution, leading to the unintended use of funds, misprocurement, SH/SEA,and/or execution of project procurements outside of the required time, cost andquality requirements. Risk 2: There are no established and clear procurement complaints managementsystem, no specific independent and competent local authority responsible forinvestigating allegations. The Procuradoria-General da República de Angolainvestigates frauds but is not an independent government body. These factors,coupled with low PCI score for the country (indicative of a negative public sectorperception by experts and business executive in terms of corruption), can affectcompetition, resulting in low interest in bidding opportunities by the commercialoperators and participation of the same bidders’, fostering an environment ofcorruptions and fraudulent practices that remain unaddressed with procuringsincreasingly executed outside of cost and quality requirements. Risk 3: There is a procurement Portal but it is not updated regularly. SNCPproduces statistics on the system but the information is not complete, as it relies oninformation provided by the contracting entities (not all provide information). As aresult, for IFAD-supported projects under MINAGRIF, there are no public data oravailable information and databases/records maintained for contracts, includingdata on what has been procured, value of procurement and award. This result inlow competition rate amongst bidders and relatively low interest in the projectsprocurement opportunities, leading execution of project procurements outside of therequired time, cost and quality requirements.


Mitigations:

1: Leverage on Development Partners Group to engage in policy dialogue andadvocate for the Creation of an internal control mechanism that would avoid theimplication of SNCP in transactions. 2: Strengthened review of the submitted casesto ensure full compliance and transparency; All tenders to mandatorily includeIFAD's provisions on Preventing Corruption and Fraud Policy and eligibility ofwinners to be verified against the cross-debarment of the other MD. 3: All projectcontract awards will be made publicly available, as well as all the project annualprocurement statistics. Publication of the annual procurement plans on the NationalProcurement portal will be mandatory for all IFAD-supported projects in thecountry.

Capability in Public Procurement Moderate Moderate

Risk:

Angola has updated its legal and regulatory framework in 2016, with the aim ofmodernizing its public procurement system. However, though the 2016Procurement law opens the possibility for creation of specialized procurement unitswithin the contracting entities, there are weaknesses in the internal control systemof the Executing Agency. Adequate human, institutional capacity and practiceshave not been developed within the MINAGRI to conduct review and ensure that allprocurement processes that are to be submitted for prior review to IFAD are carriedout in compliance with the law, with integrity and in a manner that optimize valuefor money, resulting in adverse impacts to the development outcomes of theProject.

Moderate Moderate

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Mitigations:

The establishment of Portfolio Implementation Facility (PIF) will support the SCU bysourcing International/ Regional Technical Assistance to set up implementationframeworks and systems and provide on the job training to Angolan counterparts.The PIF will also support national counterparts through training, mentoring andestablishment of portfolio management systems in MINAGRI (in administration andday-to day management, M&E/result reporting, Financial Management andProcurement).

Public Procurement Processes Substantial Moderate

Risk:

Due to high competition for scarce competent Procurement Specialists in thecountry and their high turnover rate, the Executing Agency may recruit lessqualified staff or fail to retain most qualified ones, leading to poor handling ofprocurement processes and market structures (methods, planning, bidding,contract award and contract management), and resulting in prolonged procurementprocesses, misuse of project funds or sub-optimal implementation of the projectand achievement of its objectives


Mitigations:

The Single Coordination Unit (SCU) will be responsible for the overall coordinationof the IFAD programme portfolio implemented through MINAGRIF. The SCU will bestaffed by a team comprising a Senior Financial Controller and a SeniorProcurement Officer, who will support capacity development of IFAD-supportedproject management staff in fiduciary issues. A Portfolio Implementation Facility(PIF) will be established to provide technical support needed for strengthening themanagement and fiduciary capacity of IFAD’s programme, as recommended byIFAD’s CSPE.

Environment, Social and Climate Impact Substantial Moderate

Biodiversity Conservation Substantial Moderate

Risk:

There is a possibility that clearing land for agriculture, deforestation for householdenergy, setting up irrigation schemes will result in loss of biodiversity, ecosystemsand ecosystem services, or the unsustainable use/production of living naturalresources.


Mitigations:

The site specific ESMPs will include measures to ensure minimal adverse impactson biodiversity. The infrastructure development will be micro and small-scale innon-sensitive locations. Agricultural intensification will be promoted as opposed toexpansion as well as agroforestry. The learning in the FFS is based onunderstanding agro-ecological principles, enhancing ecosystem services and usingnatural resources in a sustainable manner and soil conservation are thematicareas that will be explored and worked on.

Resource Efficiency and Pollution Prevention Moderate Moderate

Risk:

The use of agrochemicals may contribute to soil and water (surface andgroundwater) eutrophication and contamination with hazardous pollutantsthreatening people, ecosystem services and the environment at the local levels.

Moderate Moderate

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Mitigations:

Measures, such as improved water management, safe handling of agrochemicalsand waste management, will be promoted through the FFSs. The project willpromote Integrated Pest Management methodologies, which are based onecological understanding guides learning on pests to minimise pesticide use andmaximise natural control. The ESMPs will also provide mitigation actions andcapacity development opportunities for beneficiaries.

Cultural Heritage No risk envisaged -not applicable

The project does not present a threat to resources of historical, religious or culturalsignificance.

Indigenous People No risk envisaged -not applicable

Not identified at this time and will be reassessed at a later date

Labour and Working Conditions No risk envisaged -not applicable

Not identified at this time and will be reassessed at a later date

Community Health and Safety Moderate Moderate

Risk:

SAMAP will support promotion of intensive agricultural practices involving use ofagrochemicals and pesticides. Without proper training of beneficiaries on theproper use of these products, an overuse could contaminate water and affectcommunity health and safety.

Moderate Moderate

Mitigations:

Training on proper use of agrochemicals and pesticides will be conducted forIDA/EDA extension workers as well as for groups of farmers around farmer fieldschools (FFS). International standards for food safety should be included in the FFScurriculum.

Physical and Economic Resettlement No risk envisaged -not applicable

Not identified at this time and will be reassessed at a later date.

Greenhouse Gas Emissions No risk envisaged -not applicable

Not identified at this time and will be reassessed at a later date.

Vulnerability of target populations and ecosystems to climate variability andhazards


Risk:

SAMAP will support agricultural intensification (with use of agrochemicals such asfertiliser, pesticides, etc.) and construction of production infrastructure (small-scaleirrigation). Implementation of these activities may result in undesirableconsequences on the environment including water contamination, soil degradation,deforestation and wildlife conflicts at particular sites, leading to increase andexposure or vulnerability of target populations’ livelihoods, ecosystems, economicassets or infrastructure to climate variability and hazards, and thus defeating thepurpose and DO of the Project.


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Mitigations:

SAMAP aims to reduce the vulnerability and impacts of climate variability andhazards, by integrating the effects of climate change into the planning and design ofirrigation investments. The project will also implement several measures that willreduce the vulnerability of target populations. Climate smart investments willsupport the use of labour-saving technologies, such as rainwater harvesting,conservation agriculture, climate proofing irrigation schemes through water efficienttechnologies and management practices, promotion of drought tolerant andimproved crop varieties, crop diversification and the use of fuel saving-stovesprovide opportunities which can be used for household energy.

Stakeholders High Substantial

Stakeholder Engagement/Coordination Substantial Moderate

Risk:

Because some Development partners and donors (UN Agencies, AfDB, EU, WorldBank) have interest or involvement in similar operations in the same areas, anddue to relatively weak coordination and harmonization mechanisms amongGovernment departments as well as among development partners in the country,there is a risk of some duplication and/or inconsistency of approaches, resulting inless buy-in from stakeholders (.g. with government, project target groups, civilsociety organizations, implementing partners, private sector, including financialintermediaries) on project objectives, delivery of interventions approaches andpromotion of sound environmental and social practices.


Mitigations:

Building on its successful partnership with the World Bank and the FAO in thecountry, IFAD has expanded this partnership with the AFD and BADEA in thedesign and financing of SREPP. With the opening of a country office in Angola,IFAD will support revitalization of the Agriculture Sector Working Group at thecountry level and strengthen its engagement with the UN System for greatercoordination and harmonization. IFAD’s country presence will also strengthen itscountry-level policy engagement through evidence-based policy dialogue, basedon its experience at country, regional and international level. The implementation ofIFAD’s new Framework for Operational Feedback from Stakeholders will alsopromote proactive engagement and feedback from key stakeholders and contributeto enhancing project’s relevance, ownership, impact and sustainability.

Stakeholder Grievances High Substantial

Risk:

Due to limited knowledge and experience among IFAD staff, consultants, projectstaff, and senior government representatives from lead project executing agencieson how to set up and operate grievance redress mechanisms, there is substantiallikelihood that grievance/complaint redress processes (including with respect toallegations of non-compliance with IFAD’s E,S,C standards, fraud, corruption, orSEA) will be inefficient, leading to unaddressed stakeholder complaints that mayundermine the benefits of a meaningful and continuing engagement and feedbackfrom populations targeted and their representatives throughout the project cycle.


Mitigations:

Through the high-level implementation plan of IFAD’s Framework for OperationalFeedback from Stakeholders, training activities will be undertaken to build thecapacities of IFAD staff, Project staff and senior government representatives fromlead project executing agency to effectively and consistently implement improvedpractices aimed at enhancing stakeholder engagement and feedback in the contextof IFAD-supported operations. Special attention will be given to how to set upfunctional grievance redress processes that are socially inclusive and allowProject’s target groups to voice complaints or report wrongdoing and facilitatetimely resolution of potential or realized negative impacts arising in connection withthe design and implementation of the Project.

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Risk:

Due to limited awareness and accessibility of targeted groups to informationregarding project, government and IFAD whistle-blower protection measures, andconfidential reporting channels (especially in contexts where societal norms maydiscourage reporting of complaints for fear of retribution or retaliation), there is arisk that allegations of fraud and corruption, sexual exploitation and abuse will notbe received, limiting the potential of proactive engagement and feedback from keystakeholders on enhancing the Project’s relevance, ownership, impact andsustainability.

High Substantial

Mitigations:

As part of capacity building on how to set up and operate inclusive and accessiblegrievance redress mechanisms, special emphasis will be put on the following twoelements: (i) information about the existence and functioning of such mechanismsshould be readily available to all stakeholders, with special attention to raising thelevel of understanding of more vulnerable segments of communities served, e.g. byproviding clear and understandable information on how to channel grievances, andprocesses and timelines for handling and responding to grievances submitted; (ii)information regarding whistle-blower protection measures, and confidentialreporting channels should be widely accessible in order to receive and addressgrievances appropriately, including allegations of fraud and corruption, and sexualexploitation and abuse.

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