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A. PROJECT DATA AND KEY DATES

I. BASIC INFORMATION

Project Number: P-SL-AA0-010 Project Name: Artisanal Fisheries Development Project (AFDEP)

Country: Sierra Leone

Lending Instrument(s): ADF Loan 2100150006684 Sector: OSAN Environmental Classification: Category II

Original Commitment Amount: ADF Loan: 10.00 million UA. Government of Sierra Leone (GoSL): 1,907,000 UA

Amount Cancelled: NA

Amount Disbursed: ADF Loan: 8,996,878,000 UA; GoSL: 701, 209 .75 UA

Percent Disbursed: ADF Loan 89.96%; GoL: 36.76%

Borrower: Government of Sierra Leone (GoSL)

Executing Agency (ies) [List the main Ministries, Project Implementation Units, Agencies and Civil Society Organizations responsible for implementing project activities.] Ministry of Fisheries and Marine Resources (MFMR), Department of Fisheries and Marine Resources (DFMR), Institute of Marine Biology and Oceanography (IMBO), Sierra Leone Environmental Protection Agency (SLEPA), Department of Forestry, Maritime Wing of the Navy, National HIV/AIDS Secretariat.

Co-financers and other External Partners [List all other sources and amounts of financing, technical assistance or other resources used in this project] Government of Sierra Leone 1,907,000 UA

II. KEY DATES

Project Concept Note Cleared by Ops. Com: N/A

Appraisal Report Cleared: 14 September 2001 Board Approval: 25 October 2001

Restructuring(s): The Credit Component was cancelled after the Mid Term Review in 2005 and the funds mainly reallocated to the construction of landing sites

Original Date Actual Date

Difference in months [Actual-Original]

EFFECTIVENESS 01/07/03 06/10/03 5,1

MID-TERM REVIEW 06/08/05 11/05/07 29,3

CLOSING 12/31/07 06/30/10 30,4

SIERRA LEONE ARTISANAL FISHERIES DEVT PROJECT- PROJECT COMPLETION REPORT (PCR)

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III. RATINGS SUMMARY

All summary ratings are auto-generated by the computer from the relevant section in the PCR.

CRITERIA SUB-CRITERIA RATING

PROJECT OUTCOME

Achievement of Outputs 2

Achievement of Outcomes 3

Timeliness 2

OVERALL PROJECT OUTCOME 3

BANK PERFORMANCE

Design and Readiness 3

Supervision 2

OVERALL BANK PERFORMANCE 3

BORROWER PERFORMANCE

Design and Readiness 3

Implementation 2

OVERALL BORROWER PERFORMANCE 3

IV. RESPONSIBLE BANK STAFF

POSITIONS AT APPROVAL AT COMPLETION

Regional Director N/A Franck Perrault

Sector Director E. G. Taylor-Lewis Aly Abou-Sabaa

Sector Manager C. R. Spencer Ken Johm

Task Manager M. M. Sabri Felix Marttin

PCR Team Leader Cecil Nartey

PCR Team Members

Paxina Chileshe (Natural Resources Management Officer, OSAN.4), Solomon Kamara (Financial Management Officer, SLFO), Christian Tucker (Agriculture Specialist, SLFO), Ousman Drammeh (Fisheries Expert, Consultant)

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B. PROJECT CONTEXT

Summarize the rationale for Bank assistance. State: -what development challenge the project addresses, -the Borrower's overall strategy for addressing it, -Bank activities in this country (ies) and sector over the past year and how they performed, and -ongoing Bank and other externally financed activities that complement, overlap with or relate to this project. Please cite relevant sources. Comment on the strength and coherence of the rationale. [250 words maximum. Any additional narrative about the project's origins and history, if needed, must be placed in Annex 6: Project Narrative]

The project was aimed at addressing the most urgent needs of the country such as: increasing fish supply and consumption to meet the animal protein requirements of the population and re-establish fishing and related activities to enable people engage in income generating activities following the end of the 10-year civil war. The sector goal and project objective were to increase household food security and income through exploitation and utilization of fisheries resources in a sustainable and environmentally friendly manner. They complement the national development policy objectives of increasing national food security and poverty reduction, which are also in line with the Bank's vision and strategy for Sierra Leone as indicated in its Country Strategy Paper. The Borrowers strategy for addressing the development challenges was to consolidate peace in the country, rebuild community and physical infrastructure, fight poverty and create jobs. The thrust and orientation of the Bank strategy was to revive the national economy, assist in reconstruction efforts and build on lessons learnt during the implementation of ADF VIII such as the Social Action for Poverty Reduction Project (SAPA), the Community Rehabilitation and Reintegration Project (CRRP) and the Bumbuna Hydroelectric Project, which incurred substantial cost overruns. The Bank also took into account lessons learnt from earlier projects in-country such as the EU funded Artisanal Fisheries and Community Development Programme, the FAO financed Shenge project, the GTZ financed Tombo project, the regional UK funded DFID project and from other Bank projects outside of the country.

C. PROJECT OBJECTIVES AND LOGICAL FRAMEWORK

1. State the Project Development Objective(s) (as set out in the appraisal report)

The project goal and objective are to increase household and national food security and incomes through exploitation and utilization of fisheries resources in a sustainable and environmentally friendly manner.

2. Describe the major project components and indicate how each will contribute to achieving the Project Development Objective(s).

The Artisanal Fisheries Development component provided basic fisheries infrastructure at the 4 fish receiving sites, equipped with modern fishing related equipment and machinery such as ice plants, coldrooms, potable water supply etc. aimed at improving fishing, handling and processing techniques as well as quality assurance. The Credit component provided credit to artisanal fisherfolks to procure better and more efficient fishing boats and appropriate equipment and gears, and also to provide credit to fish processors, traders and for other income generating activities to improve their activities and earnings.The Institutional Capacity Building component contributed to strengthening of public institutions involved in the fisheries sector (the Department of Fisheries and Marine Resources (DFMR) and the Institute of Marine Biology and Oceanography (IMBO) and organize communities into cooperatives/groups; and build human capacity through training in relevant disciplines to take advantage of the benefits and facilities made available by the project. The component on Strengthening the Rational Management of Fisheries Resources was intended for IMBO to conduct research to provide reliable scientific data and information on the status of fish stocks for informed management decisions and measures to ensure sustainable harvesting of fish resources; to increase monitoring, control and surveillance activities to combat Illegal, unreported and unregulated (IUU) fishing; to engage in reforestation, replanting and management of forests and mangroves; maintentance of biological diversiity and environmental conservation and sustainable management; and HIV/AIDS prevention and control.

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3. Provide a brief assessment (up to two sentences) of the project objectives along the following 3 dimensions. Insert a working score, using the scoring scale provided in Appendix 1.

PROJECT OBJECTIVES DIMENSIONS ASSESSMENT WORKING SCORE

RELEVANT a) Relevant to the country's development priorities

The sector goal and objective to increase household and national food security and incomes through the exploitation and utilization of fisheries resources in an environmentally friendly manner are relevant to GoSL development priorities of national food security, employment generation and sustainable natural resources management.

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ACHIEVABLE b) Objectives could in principle be achieved with the project inputs and in the expected timeframe

The project inputs would result in increased fish production, contribute to national food security, ensure sustainble exploitation and utilization of fish resources and increase the contribution of the fisheries sector to national socio-economic development.

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CONSISTENT

c) Consistent with the Bank's country or regional strategy

The project objectives were consistent with the Bank's country strategy for Sierra Leone emphasizing consolidating peace, rebuilding the national economy, fighting poverty and promoting good governance.

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d) Consistent with the Bank's corporate priorities

The project is consistent with the Bank's corporate priorities of poverty reduction, the creation of employment, good governance and social and economic advancement at national level.

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4. Summarize the log. frame. If a log. frame does not exist, complete the table below, indicating the overall project development objective, the major components of the project, the major activities of each component and their expected outputs, outcomes, and indicators for measuring the achievement of outcomes. Add additional rows for components, activities, outputs or outcomes if needed.

COMPONENTS ACTIVITIES OUTPUTS EXPECTED OUTCOMES

INDICATORS TO BE MEASURED

Artisanal Fisheries Development

Construction of 4 fish receiving stations in Bonthe, Goderich, Shenge and Tombo.

4 fish receiving stations established.

Increased national fish production; and number of food insecure households reduced.

Percentage increase in annual fish landings; increased economic earnings of fisher folks; and improved social welfare.

Pisciculture development in Bo and Makali. Training of extension staff in pisciculture production. Training of 50 men and 150 women in production and marketing.

2 Pisciculture units developed and operational in Bo and Makali.10 extension staff trained in pisciculture production. 50 men and 150 women trained in pisciculture production and marketing.

2 pisciculture units established contributing to annual fish production and national protien sources; Trained staff providing technical support to communities; 50 men and 150 women applying skills for income generation.

Annual fish production from pisciciculture (2,500kg/ha/year projected); number of extension staff, men and women small-scale farmers trained.

Institutional Strengthening and Capacity Building

Institutions strengthening through supply of equipment and materials (IMBO and DFMR).

Improved data collection and analysis; improved enforcement of fisheries regulations.

Statistical reports produced; adherence to fisheries regulations by fisher folks.

DFMR staff records and reports.

5

Human resources capacity improvement through training.

32 DFMR staff trained. Improved efficiency in provision of services to the fishing industry.

Progress reports.

Rational Management of Fish Resources

Fish stocks (marine resources) assessment.

Status of marine fish stocks documented on annual basis.

Data on fish stocks in the EEZ and IEZ updated annually.

IMBO reports.

Monitoring, Control and Surveillance.

15 naval patrols in EEZ and 20 in IEZ monthly.

IUU fishing reduced; commercial vessels incursions in IEZ reduced.

DFMR reports, reports by Navy.

5. For each dimension of the log. frame, provide a brief assessment (up to two sentences) of the extent to which the log. frame achieved the following. Insert a working score, using the scoring scale provided in Appendix 1. If no log. frame exists, score this section as a 1 (one).

LOG. FRAME DIMENSIONS ASSESSMENT WORKING SCORE

LOGICAL a) Presents a logical causal chain for achieving the project development objectives

The infrastructure and supply of fishing inputs would increase fish production resulting in increased earnings and improved social welfare to fisher folks and other people involved in the market value chain. 3

MEASURABLE b) Expresses objectives and outcomes in a way that is measurable and quantifiable

Artisanal marine fish production would increase by end of project.10, 000 individuals have been organized into groups of whom 58% were women; and 25,200 fisher folks sensitized on HIV/AIDS prevention and control. 3

THOROUGH c) States the risks and key assumptions

The major risk was the security situation in the country. The key assumptions were that the security situation will improve and fisher folks will follow through with the expressed interest to use the project facilities. 3

D. OUTPUTS AND OUTCOMES

I. ACHIEVEMENT OF OUTPUTS

In the table below, assess the achievement of actual vs. expected outputs for each major activity. Import the expected outputs from the log. frame in Section C. Score the extent to which the expected outputs were achieved. Weight the scores by the activities' approximate share of project costs. Weighted scores are auto-calculated by the computer. The overall output score will be auto-calculated as the sum of the weighted scores. Override the auto-calculated score, if desired, and provide justification.

MAJOR ACTIVITIES Working Score

Share of Project Costs in percentage

(as stated in Appraisal Report)

Weighted Score (auto-calculated)

Expected Outputs Actual Outputs

4 fish receiving stations established in Goderich, Bonthe, Tombo and Shenge; Increased capture, processing and marketing of fish; Pisciculture units established in Bo and Makali.

4 fish receiving stations under construction: Goderich station 97% complete; Tombo station 87% complete; Shenge station 76% complete; and Bonthe staion 80% complete. Expected date of completion of all civil works was 15 December 2010. Pisciculture units not constructed.

2 32,7 0,654

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Improved data collection/ analysis for informed decision making and enforcing regulations; documentation of status of marine fish stocks on annual basis.

IMBO strenthened through supply of equipment and materials for research work, human capacity developed; IMBO yet to produce report on marine stocks and annual asessment not done.

2 22,8 0,456

DMR Staff trained; Communities strengthened.

32 DFMR staff trained, 5 IMBO staff trained. Formation and training of 382 groups, 58% of whom are women.

3 21,5 0,645

Public services able to monitor & conduct surveillance exercises; Threats to inshore fish breeding zones reduced; Knowledge of status of mangroves improved

10 patrols per month in EEZ and 15 patrols per month in IEZ; Mangroves protected and replanting done by Forestry Department

3 14,8 0,444

OVERALL OUTPUT SCORE [Score is calculated as the sum of weighted scores]

2

Check here to override the auto-calculated score

Provide justification for over-riding the auto-calculated score

Insert the new score or re-enter the auto calculated score 2

II. ACHIEVEMENT OF OUTCOMES

1. Using available monitoring data, assess the achievement of expected outcomes. Import the expected outcomes from the log. frame in Section C. Score the extent to which the expected outcomes were achieved. The overall outcome score will be auto-calculated as an average of the working scores. Override the auto-calculated score, if desired, and provide justification.

OUTCOMES

Working Score Expected Actual

4 Fish receiving stations completed and in use by communities at the end of project to increase and improve processing of the catch; 25% increase in annual artisanal marine fish production by end of project.

Despite two extensions of the life of the project, only 1 station (Goderich) was 97% complete at time of PCR mission; the remaining 3 stations are expected to be completed by 15 December 2010. 20% increase in annual artisanal marine fish production at end of project. However, this reported increase by DMFR can also be attributed to other sources and not entirely to the project.

2

Institutional Strengthening and Capacity Building IMBO to be strengthened and well-equipped to conduct oceanographic research and fish stock assessments; Fish Stocks Monitoring

IMBO strengthened and well-equipped through the purchase of laboratory equipment and chemical reagents, however no reports produced following the collection and analysis of data; 32 DFMR staff trained. The full fish stock assessment report was not published and the monitoring was not done as frequently as expected.

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40 DFMR staff trained and able to effectively undertake their tasks and provide necessary support to fishing communities; Communities able process fish using improved techniques and access credit

The 32 trained staff has been retained mostly in the DMFR and is providing the necessary support to the communities. The communities have acquired the knowledge to be able to use the fish receiving stations once operational. The communities also have the skills to write proposals and applications to access credit from available institutions.

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Improved surveillance to reduce IUU fishing and mangroves conserved

The Navy made 10 trips offshore (EEZ) and 15 trips inshore (IEZ) per month resulting in over 50 arrests and saving of over 2000 lives. The mangrove planting was done mainly in the Goderich and Tombo areas.

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OVERALL OUTCOME SCORE [Score is calculated as an average of the working scores]

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Check here to override the auto-calculated score

Provide justification for over-riding the auto-calculated score

Insert the new score or re-enter the auto calculated score 3

2. Additional outcomes. Comment on the project's additional outcomes not captured in the log. frame, including cross-cutting issues (e.g., gender).

The activities of the National Aids Secretariat in the fishing communities and the high number of fisher folks sensitized on HIV/AIDS and Sexually Transmitted Diseases (25,200) were not captured in the log frame. This is a significant outcome given the fact that the HIV/AIDS prevalence rate in fishing communities (3.9%) is higher than the national average of 1.5%. The Sierra Leone Environmental Protection Agency (SLEPA) developed the Environmental and Social Management Plan (ESMP) and monitored indicators in the Plan (use of mesh sizes of fishing nets, sanitation at sites, and mangrove protection as breeding grounds of fish, establishment of woodlots, waste management) and reported successful adoption of the practices by fisher folk. The cross cutting issues relate mainly to measures planned under the project to improve the situation in the project areas characterized by over-exploitation of fisheries resources and IUU fishing; polluted/unhygienic fish landing sites; the destruction of mangroves and forests for boat building and fish smoking. Approximately 58% of the members of the various groups trained during the project were women. The groups are mainly credit and savings groups found in the areas for the location of the four fish landing sites.

3. Risks to sustained achievement of outcomes. State the factors that affect, or could affect, the long-run or sustained achievement of project outcomes. Indicate if any new activity or institutional change is recommended to help sustain outcomes. The analysis should draw upon the sensitivity analysis in Annex 3, where appropriate.

The sound management of the project especially the profitability of the ice making plants, cold storage facilities and other revenue generating facilities such as the fish smoking ovens are crucial to the success and sustainability of the project. The participation of the fisher folks and communities in the management of the fish receiving sites as equal partners and beneficiaries is also very important. The continuation of the research activities of IMBO and the continued availability of scientific data and information on the status of fish stocks to allow for informed management decisions and measures to conserve fish populations and harvest within their regenerative capacities are also important elements which should be complemented by regular surveillance activities to deter, curb and eventually eliminate IUU fishing. Environmental conservation and management and the reforestation of upland forests and mangroves will also contribute to the sustainability of the project outcomes. It is important for IMBO to provide sufficient and timely scientific data and information through the conduct of oceanographic research and fish stock assessments to support sound and sustainable fisheries management to ensure informed decision making and sustainability of the fisheries sector.

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E. PROJECT DESIGN AND READINESS FOR IMPLEMENTATION

1. State the extent to which the Bank and the Borrower ensured the project was commensurate with the Borrower’s capacity to implement by designing the project appropriately and by putting in place the necessary implementation arrangements. Consider all major design aspects, such as extent to which project design took into account lessons learned from previous PCRs in the sector or the country (please cite key PCRs); whether the project was informed by robust analytical work (please cite key documents); how well Bank and Borrower assessed the capacity of the implementing agencies and/or Project Implementation Unit; scope of consultations and partnerships; economic rationale of project; and provisions made for technical assistance. [200 words maximum. Any additional narrative about implementation should be included at Annex 6: Project Narrative]

The project was designed with the full participation of the beneficiaries and the components incorporated their suggested priority areas requiring immediate support. A number of important lessons from Bank Group interventions in Regional Member Countries such as those in the Gambia and from other donor interventions in the country particularly the EU financed Artisanal Fisheries and Community Development Programme were also taken into account in designing the project. They included: Government not to be involved in the credit management; the need to organize the people into groups to enable even the poorest segments of the communities to access the resources; to focus on developing local skills through training before beneficiaries can access loans, hence the important link between the credit scheme and the training program as part of the project implementation schedule. The support to fisher folk was given in the form of credit instead of a public grant. The project also benefitted from the analysis of data collected during the technical preparation. However, the design of the project failed to address the issue of the prior design and management structure of the fish receiving stations; the project has ended without a management system in place.

2. For each dimension of project design and readiness for implementation, provide a brief assessment (up to two sentences). Insert a working score, using the scoring scale provided in Appendix 1.

PROJECT DESIGN AND READINESS FOR IMPLEMENTATION DIMENSIONS

ASSESSMENT WORKING SCORE

REALISM

a) Project complexity is matched with country capacity and political commitment.

GoSL was committed to the project as a means of engaging people in income generating activities to alleviate food insufficiency and poverty following the end of the civil war. However, the country's capacity to implement the project was inadequate particularly at the human and institutional levels.

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RISK ASSESSMENT AND MITIGATION

b) Project design includes adequate risk analysis.

The major risk to the project was the security situation in the country and a return to conflict situation that would adversely affect the project. The full participation of the beneficiaries in the design of the project and suggesting the facilities, training needs and credit scheme meant that the risk of the project being rejected by the people had been avoided.

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USE OF COUNTRY SYSTEMS

c) Project procurement, financial management, monitoring and/or other systems are based on those already in use by government and/or other partners.

Procurement procedures were outlined in the Appraisal report, as were the financial management and monitoring systems, similar to other Bank funded projects in the country but it became apparent the country (just emerging from prolonged civil war) did not have the requisite institutional and human capacity in these important areas.

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For the following dimensions, provide separate working scores for Bank performance and Borrower performance:

WORKING SCORE

Bank Borrower

CLARITY d) Responsibilities for project implementation were clearly defined.

The responsibilities were clearly defined for project implementation by identifying agencies/institutions; individuals/groups responsible for each component, inputs and outputs.

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PROCUREMENT READINESS

e) Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal.

Procurement was challenging for the PMU because of the absence of a procurement officer. The lack of expertise and familiarity with Bank procurement procedures resulted in substantial delays in implementation.

2 2

MONITORING READINESS

f) Monitoring indicators and monitoring plan were agreed upon before project launch.

The M&E unit of the Ministry had responsibility for monitoring and evaluation according to the Bank's format and procedures. Monitoring was lax especially under the civil works.

2 2

BASELINE DATA

h) Baseline data were available or are were collected during project design.

At the country level, all data that could have served as baseline were destroyed during the civil war. Data was sourced from outside sources and through meetings during project appraisal from the DFMR and fisher folk communities.

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F. IMPLEMENTATION

1. State the major characteristics of project implementation with reference to: adherence to schedules, quality of construction or other work, performance of consultants, effectiveness of Bank supervision, and effectiveness of Borrower oversight. Assess how well the Bank and the Borrower ensured compliance with safeguards. [200 words maximum. [Any additional narrative about implementation should be included at Annex 6: Project Narrative.]

The implementation process was beset with delays and problems including the lack of knowledge and experience in Bank procurement procedures at start of project and the 18 month suspension of disbursement of funds by the Bank due to misprocurement of credit funds. Meeting deadlines for submitting reports to the Bank was a problem for both the PMU and the Implementing Partners. There were instances of delays on the part of the PMU in the submission of requests to the Bank, and the Bank in granting approvals. The pace of work in the civil works was very slow and the supervision of the contractors by the consulting company was very lax. In addition there were no penalties enforced for the non performance of the contractors. By implication, the PMU did not apply pressure on the Supervising Consultants to be more vigilant. Oversight by GoSL was not very satisfactory because technical errors that were made in some sites were repeated in other sites, e.g. use of cement instead of clay on smoke ovens in Tombo and Bonthe.The Bank undertook 13 supervision missions during the life of the project, considered adequate by Bank standard, however, some problems could have been identified and addressed as they arose had the supervision missions been more frequent given the challenges experienced during implementation. Both the Bank and Borrower complied with the environmental safeguards.

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2. Comment on the role of other partners (e.g. donors, NGOs, contractors, etc.). Assess the effectiveness of co-financing arrangements and of donor coordination, if applicable.

On the whole, the work of the Implementing Partners was satisfactory apart from the time delays experienced. The Maritime Wing has registered noteworthy successes in its surveillance operations significantly curbing IUU fishing and saving the lives of over 2000 people during the life of the project. Similarly, the National Aids Secretariat performed satisfactorily in fishing communities (high risk areas) sensitizing over 25,000 people, controlling and offering treatment. The work of the Sierra Leone Environmental Protection Agency is well appreciated by the communities. Some partners experienced problems of logistics like the Department of Forestry that did not meet the targets in the reforestation program. IMBO conducted research activities to determine status of fish stocks; however the detailed report was not produced. With the exception of the contractor for Goderich, the contractors; performance was unsatisfactory, the pace of work in Tombo, Shenge and Bonthe was too slow and in some cases the quality of work have been sub-standard. The supervision of the civil works by the consulting company has been lax and the company can be held responsible for the delays in the civil works; the company was not vigilant.

3. Harmonization. State whether the Bank made explicit efforts to harmonize instruments, systems and/or approaches with other partners.

Efforts were made to harmonize approaches/systems with donor agencies such as the EU, DFID-UK, GTZ and FAO to ensure complementarity of interventions, avoid duplication of efforts, and learn from each other's experiences. However, the results from these efforts were not very visible on the ground. Projects are still viewed as autonomous entities that follow the rules and procuedures of the financing institutions and the monitoring and evaluation is compratmentalised based on projects as opposed to being holistic.

4. For each dimension of project implementation, assess the extent to which the project achieved the following. Provide a brief assessment (up to two sentences) and insert a working score, using the scoring scale provided in Appendix 1.

PROJECT IMPLEMENTATION DIMENSIONS ASSESSMENT WORKING

SCORE

TIMELINESS

a) Extent of project adherence to the original closing date. If the number on the right is: below 12, score 4; between 12.1 to 24, score 3; between 24.1 to 36, score 2; beyond 36.1, score 1

Difference in months between original closing date and actual closing date or date of 98% disb. rate.

The project lasted more than two years longer than originally scheduled. 2

30,4

BANK PERFORMANCE

b) Bank complied with:

Environmental Safeguards The mitigation measures to minimize environmental damage detailed in the Environmental and Social Management Plan were undertaken

3

Fiduciary Requirements The supervision missions included an assessment of the fiduciary requirements as well as follow up on other mandatory reporting such as annual audits

2

Project Covenants The loan agreements were mostly adhered to throughout the duration of the project.

3

c) Bank provided quality supervision in the form of skills mix and practicality of solutions

Missions from both Head Office and SLFO were often of the requisite quality and mix and efforts made to find practical solutions to problems.

3

d) Bank provided quality management oversight

More frequent missions could have greatly improved quality management oversight.

2

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BORROWER PERFORMANCE

e) Borrower complied with:

Environmental Safeguards

SLEPA, the Deparment of Forestry and IMBO produced some good work and collected information beneficial to the MFMR and the country though IMBO is yet to publish the report

3

Fiduciary Requirements Low level of GoSL counterpart contributions and some political interference were not very helpful to the project.

2

Project Covenants It was difficult for GoSL to fulfill the Conditions of the loan facility within the prescribed time period.

2

f) Borrower was responsive to Bank supervision findings and recommendations

Though slowly at times but findings and recommendations were usually responded to where feasible and agreeable. 3

g) Borrower collected and used monitoring information for decision making

The M&E unit of the PMU collected valuable information for informed decision making by GoSL but not all of the recommendations contained in the M&E reports were addressed at the level of the decision makers.

2

G. COMPLETION

1. IS THE PCR DELIVERED ON A TIMELY BASIS, IN COMPLIANCE WITH BANK POLICY?

Date project reached 98% disb. Rate (or closing date if applicable)

Date PCR was sent to pcr@afdb.org

Difference in months

WORKING SCORE (auto-calculated) if the difference is 6 months or less, a 4 is

scored. If the difference is 6.1 or more, a 1 is scored

30/06/2010 29/03/2011 9,0666667 1

2. Briefly describe the PCR Process. Describe the Borrower’s and co-financers' involvement in producing the document. Highlight any major differences of opinion concerning the assessments made in this PCR. Describe the team composition and confirm whether a site visit was undertaken. Mention any major collaboration from other development partners. State the extent of field office involvement in producing the report. Indicate whether comments from Peer Reviewers were received on time (provide names and positions of Peer Reviewers). [100 words maximum]

The PCR was jointly undertaken with the Government of Sierra Leone. Meetings were held with the PMU and Implementing Partners of the project to collect necessary information and undertake a qualitative assessment of the project achievements. Field visits were undertaken to all the project sites for the inspection of facilities and verification of equipment. Discussions were held with beneficiaries including the oversight committees and contractors to assess the project implementation challenges and achievements. The PCR was led by SLFO and the comments from the peer reviewers were timely. The Peer reviewers were Ms Namawu Alolo Alhassan, Social Sector Policy Analyst (ORPC.1), Mr Rogers Lubunga, Principal Irrigation Officer (OSAN.2), Mr Jean-Louis Kromer, Prinicipal Natural Resources Management, Officer (OSAN.4), Mr Bocary Tounkara, Country Program Officer (CMFO) and Mr Amilcar Bilale, Architect, (OSHD.3).

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H. LESSONS LEARNED

Summarize key lessons for the Bank and the Borrower suggested by the project’s outcomes [250 words maximum. Any additional narrative about lessons learned, if needed, must be placed in Annex 6: Project Narrative]

The sensitization exercise undertaken by the National AIDS Secretariat and the positive results achieved beyond the targeted beneficiaries presents positive lessons of providing a targeted message and using the appropriate national partners. The positive results achived by the Environment agency also attest to this approach of national partnerships. The oversight committees played important roles in monitoring activities and work progress at the community level thus highlighting the need for increased community participation and responsibility in future projects. An important omission in the PMU team of AFDEP was the position of a Procurement officer, which delayed the start-up of the project activities because the PMU team did not have knowledge and experience in the Bank's procurement procedures and had to depend on help from outside and on-job training. Another ommision was the ready designs for the fish receiving sites at the early stages of the project. Ready designs would have expedited the construction of the sites in line with project implementation and ideally involve communities represented through their oversight committeee. The regular monitoring and supervision of Contractors is important to ensure that schedules and time frames are respected and the quality of work not compromised. The lesson from the management of the Credit component is that would-be beneficiary communities should be properly organized, trained and well sensitized before they are given loans and the type of collateral agreed in advance if applicable. The supply of equipment and materials as was done under AFDEP is an important lesson; the selection of one supplier seems more appropriate rather than having several suppliers of different manufacturers and origins which will likely create difficulties in sourcing spare parts and solving technical problems that may arise. Another lesson learnt is that the management structures at the fish receiving sites should be established before the sites are completed as this would facilitate close monitoring and also a smooth handover at completion. In addition a lesson learnt from this project is that systems should be put in place to enforce the penalties for non performing contractors to provide a disincentive for non-performance.

I. PROJECT RATINGS SUMMARY

All working scores and ratings are auto-generated by the computer from the relevant section in the PCR.

CRITERIA SUB-CRITERIA WORKING SCORE

PROJECT OUTCOME

Achievement of outputs 2

Achievement of outcomes 3

OVERALL PROJECT OUTCOME SCORE 3

BANK PERFORMANCE

Design and Readiness

Project Objectives were relevant to country development priorities. 3

Project Objectives could in principle be achieved with the project inputs and in the expected time frame.

3

Project Objectives were consistent with the Bank’s country or regional strategy 3

Project Objectives were consistent with the Bank’s corporate priorities 3

The log frame presents a logical causal chain for achieving the project development objectives. 3

The log frame expresses objectives and outcomes in a way that is measurable and quantifiable. 3

The log frame states the risks and key assumptions. 3

Project complexity was matched with country capacity and political commitment. 2

Project design includes adequate risk analysis. 3

Project procurement, financial management, monitoring and/or other systems 3

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were based on those already in use by government and/or other partners.

Responsibilities for project implementation were clearly defined. 4

Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal. 2

Monitoring indicators and monitoring plan were agreed upon during design. 2

Baseline data were available or were collected during design. 2

PROJECT DESIGN AND READINESS SUB-SCORE 3

Supervision:

Bank complied with:

Environmental Safeguards 3

Fiduciary Requirements 2

Project Covenants 3

Bank provided quality supervision in the form of skills mix provided and practicality of solutions.

3

Bank provided quality management oversight. 2

PCR was delivered on a timely basis 1

SUPERVISION SUB-SCORE 2

OVERALL BANK PERFORMANCE SCORE 3

BORROWER PERFORMANCE

Design and Readiness

Responsibilities for project implementation are clearly defined. 4

Necessary implementation documents (e.g. specifications, design, procurement documents) are ready at appraisal.

2

Monitoring indicators and monitoring plan are agreed upon and baseline data are available or are being collected

2

PROJECT DESIGN AND READINESS SCORE 3

Implementation

Borrower complied with:

Environmental Safeguards 3

Fiduciary Requirements 2

Project Covenants 2

Borrower was responsive to Bank supervision findings and recommendations. 3

Borrower collected and used of monitoring information for decision-making. 2

IMPLEMENTATION SUB-SCORE 2

OVERALL BORROWER PERFORMANCE SCORE 3

J. PROCESSING

STEP SIGNATURE AND COMMENTS DATE

Sector Manager Clearance

Regional Director Clearance

Sector Director Approval

14

Log Frame

NARRATIVE SUMMARY OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS/RISKS

Sector Goal

Increased household and national food security and incomes from sustainable exploitation of fisheries resources

1. Number of food insecure fisherfolk reduced. 1. National Government Statistics

2. Quantity of fish and fish products produced in Sierra Leone increased

Project Objective

Increased artisanal fish production in a sustainable and environmentally friendly manner.

Annual catch of fish from artisanal marine fisheries increased by 9,638 tonnes in PY5;

1. Progress reports · Assume Fisherfolk, will follow through with the expressed interest to participate during implementation.

Annual production of fish from pisciculture ponds reach 2,500 kg/ha/year by PY5;

2. National statistics · Assume The considerable improvements in the security situation in the country will continue.

Incidence of infractions of regulations by industrial fisheries reduced;

3. Department of Fisheries and Marine Resources (DFMR) statistics.

Net income of boat owners increased by Le 4.6m, Le 5.6m and Le 8.4m per year for Ghana boat, std 3-5 boat and 5-10 boat owners respectively.

Net income of a typical fish smoking facility increased by Le 6.1m per year.

Outputs

1. ARTISANAL MARINE FISHERIES DEVELOPMENT

1.1. Fish receiving stations 1.1 Four fish receiving & handling stations constructed in PY1 & PY2 and in use.

1..Progress reports · Assume Contractors bid on the Construction job.

2. Construction supervision reports. · Assume Fisherfolk, follow through with the expressed interest to use the facilities.

3 Supervision mission reports

15

1.2 Increased capture, processing and marketing of fish

1.2 25% increase in fish caught by artisanal fisherfolks. Amount of fish processed increase by 9,638 tonnes per year by PY5

1. Progress reports · Assume Fisherfolks & processors follow through with the expressed interest participate in the project. 2. Supervision mission reports

1.3 Improved human resource capacity in capture, processing and marketing of fish.

1.3 2,000 individuals organised into 400 groups and trained in improved fishing techniques of which 1,500 are women, trained in preservation, other post-catch technology, and in basic business accounting techniques, 20 exchange visits undertaken

1. Progress reports · Assumes Fisherfolks & processors follow through with the expressed interest participate in the project.

2. Supervision mission reports

2. PISCICULTURE DEVELOPMENT

2.1 Pisciculture units developed and operational. 2.1 One unit (10 production and 2 breeding ponds) constructed and operational at Bo by (PY2) and one unit by PY4 in another area to be selected during implementation. Annual production 2,500kg/ha/year.

1. Progress reports · Assume Contractors bid on the Construction job.

2. Construction supervision reports.

3. Supervision mission reports

2.2 Human resources (especially women) capability enhanced

2.2a 10 extension workers trained in pisciculture production 1. Progress reports · Assume Beneficiaries participate in the project activities

2.2b 50 men and 150 women small producers trained in pisciculture and marketing of fish

2. Supervision mission reports

.

3. INSTITUTIONAL STRENGTHENING AND CAPACITY BLDG IN THE PUBLIC SECTOR

3.1. Institutions strengthened and collecting improved data, analysing statistics and enforcing fisheries regulations

3.1 Statistical reports and adherence to fishing regulations by fisherfolks by PY5

1. Progress reports • The DFMR adhere to the implementation program.

3.2 Human resources capacity improved, through training of 40 DFMR staff.

3.2 Improved efficiency in provision of services to the fisheries industry by PY5.

1. Progress reports • Assume the DFMR adhere to the implementation program. • Staff register for training.

16

4. FISH STOCK MONITORING AND SURVEILLANCE

4.1 Fish stocks (marine resources) assessed. 4.1 Data on fish stocks in EEZ and IEZ updated annually. 4.1 DFMR records and reports

4.2 Public services able to monitor & conduct surveillance exercises.

4.2 Navy conducting 15 trips offshore and 20 trips inshore patrols per month.

4.2 IMBO reports Assume considerable improvements in the security situation in the country continue

4.3 Threats to inshore fish breeding zones reduced 4.3 Reduced incursions into IEZ by commercial fleet. • Assume the security situation in the country prevailed.

4.4 Knowledge of status of mangroves improved 4.4 Mangrove Environmental Survey completed by PY4 4.3 Environmental survey reports.

Activities

1. ARTISANAL MARINE FISHERIES DEVELOPMENT

1.1 Finalize design, specifications & construct fish receiving & handling Infrastructure.

1.2 Identify participants for project activities & organise them in groups

1.3 Train fisherfolks, processors and traders in groups

2. PISCICULTURE DEVELOPMENT

· Develop the first unit at Bo and identify second site, during implementation.

Resources:

· Train extension workers and inland fisherfolks in pisciculture techniques

1. Finances

3. INSTITUTIONAL STRENGTHENING & CAPACITY BUILDING - PUBLIC SECTOR

Source Amount

3.1 Procure necessary equipment and contract for civil works

ADF Loan UA 9.99 million

3.2 Identify participants (staff) for training & conduct training

GOSL Contribution UA 1.91 million

Total UA 11.90 million

17

4. MONITORING AND SURVEILLANCE

4.1 Prepare and undertake necessary activities to effect Agreements

Component Amount

with Navy and IMBO for monitoring & surveillance, and fish stock

Artisanal Fisheries Development UA 3.27 million

assessments as well as undertake mangrove survey.

Credit UA 2.72 million

5. CREDIT Inst’l Strengthening & Capacity Bldg UA 2.28 million

5.1 Prepare & effect Agreement with the Co-operative Bank to manage the Credit.

Rational Mgt of Fish Resources UA 2.15 million

6. PROJECT MANAGEMENT Project Management UA 1.48 million

6.1 Provide necessary office accommodation, equipment and supplies for effective operation.

Total Project Cost UA 11.90 million

18

Annex 1. Project Costs and Financing: a). Project Costs by Component

Components Costs

Artisanal Fisheries Development UA 3.27 million

Credit Facility UA 2.72 million

Institutional Strengthening and Capacity Building UA 2.28 million

Rational Management of Fisheries Resources UA 2.15 million

Project Management UA 1.48 million

Source Amounts

ADF (Project Operations) UA 10,000.00

GoSL Contribution UA 1, 907,000

19

Annex 2. Chronology of ADB Preparation, Supervision and Completion missions. AFDEP

A. Preparation Mission:

Mr. Medhat M. Sabri, Principal Socio-Economist OCDW 3, Team Leader.

Mr. E. Kasulu Coffin, Economist OCDW 3.

Fisheries Specialist Consultant (Name not Available).

B. Supervision Missions:

1. 3-9 December 2002.

Mr. Jacques Deru, Fisheries Specialist.

The purpose of the mission was to follow up on GoSL request for funding of AFDEP by the Bank.

2. 16-27 July 2003.

Mr D. Lekorchi – Principal Civil Engineer and Project Manager The purpose of the mission was to monitor the progress made by the Project and discuss issues likely to impede its smooth implementation.

3. 12-21 June 2004. Messrs Driss Lekorchi (Civil Engineer and Mission Leader ADB) and Moses Basalirwa (Financial Analyst ADB) comprised the mission. The purpose of the mission was to monitor progress made by the project and discuss issues likely to impede its smooth implementation.

4. 11-23 December 2005. (Information not available).

5. 19-27 February 2006.

Mr. Abdourahmane Diaw (Principal Financial Analyst ADB) undertook the mission. His mandate was to assess the status of project implementation in particular the performance of the credit component, and the soundness of the financial management of the project.

6. 28 October- 7 November 2006 Mr. Olagoke Oladapo (Agric Economist OSAN.4) and Mrs. Nana Oumou Toure (Microfinance Specialist OSAN.3) undertook the mission. The purpose of the mission was to supervise the AFDEP, review activities on all project components and discuss implementation issues with PMU, Implementing Partners, Government officials and Stakeholders.

7. 22 October-5 November 2007. Mr. Olagoke Oladapo (Agricultural Economist OSAN.4), Mr. Jean Louis Kromer (Fisheries Officer OSAN.4) and Mrs Nana Toure Sy (Micro Finance Specialist, OSAN.3) undertook the mission. The purpose of the mission was to conduct a mid-term review of AFDEP; assess implementation progress in light of the project life time; financial and institutional resources; project efficacy in terms of delivery, efficiency and effectiveness of project resource use; conformity of project implementation to its goal, objectives, outputs, activities etc. as described in the appraisal report; identify technical, financial, institutional, social and environmental constraints impeding project implementation; and reformulation of the project.

8. 3-20 November 2008. (Information not available).

9. 1-12 December 2008.

Mr. E.Y Legesse, Principal Disbursement Officer ADB.

The purpose of the mission was to review the financial management and disbursement arrangements of AFDEP.

10. 19-28 June 2009. Messrs Ken Johm, Manager Natural Resources and Environment Management Division, Team Leader; Olagoke Oladapo, Agricultural Economist; Mr. Felix Marttin, Fisheries Specialist; Solomon Kamara, Financial Management Specialist, SLFO; and Shiaka Momoh, Procurement Assistant, SLFO.

20

The purpose of the mission was to review the implementation of the project in anticipation of the expected deadline to disbursement which comes to an end by 31 December 2009, and make recommendation on the way forward.

11. 28 August-10 September 2009. Mr. Felix Marttin (Fisheries Specialist and Mission Leader), Mr. Solomon Kamara (Financial Management Specialist SLFO). The purpose of the mission was to review the status of all approved and pending procurement including consultancy services, civil works and goods planned for implementation in the fiscal year and compare the implementation rate to agreed action plan; review all pending disbursement issues and contracts approved and agreed upon on how all disbursement issues will be resolves; review compliance with Banks financial management procedures and ascertain progress on implementation of the OAGL (Office of the Auditor General of the Bank); and discuss and agree on dates for project completion mission.

12. 3-22 March-1 April 2010. Mr. Felix Marttin (Fisheries Specialist and Mission Leader OSAN 4), Mr. Felix Nartey (Country Programme Officer SLFO), Mr. Timothy Mkandawire (Financial Management Specialist OSAN 4), Mr. Abdul Bangura (Infrastructure Specialist SLFO), and Mr. Solomon Kamara (Financial Management Officer SLFO) comprised the mission. The purpose was to address the recommendations of the previous supervision mission; review the status of all approved and pending disbursement/procurement activities; review the financial situation of the project especially the credit component; compare the rate of implementation of the project to the agreed action plan made during the previous mission in September 2009; and agree with the Project Management the timing of preparation of the project completion mission and propose to the Bank the dates to field the mission.

C. Completion Mission:

13. 1-12 November 2010. Mr. Cecil Nartey (Country Programme Officer SLFO and Mission Leader), Ms. Paxina Chileshe (Natural Resources Management Officer OSAN 4), Messrs Solomon Kamara (Financial Management Officer SLFO) and Christian Tucker (Agriculture Sprecialist SLFO) and Mr. Ousman Drammeh (Fisheries Expert) The purpose of the mission was to inform on the results of the Artisanal Fisheries Development Project (AFDEP) at the end of the implementation of the project; and also to draw lessons and to make recommendations for the effective and efficient implementation of on-going and or future projects in Sierra Leone and other regional countries.

21

RATINGS FROM LAST SUPERVISION MISSION 22.03.2010

INDICATOR Rating

A. PROJECT IMPLEMENTATION

Compliance with loan conditions precedent to entry into force 2

Compliance with General Conditions 2

Compliance with Other Conditions 2

B. PROCUREMENT PERFORMANCE

Procurement of Consultancy Services 2

Procurement of Goods and Works 2

C. FINANCIAL PERFORMANCE

Availability of Foreign Exchange 2

Availability of Local Currency

Disbursement Flows 2

Cost Management 2

Performance of Co-Financiers

D. ACTIVITIES AND WORKS

Adherence to implementation schedule 1

Performance of Consultants or Technical Assistance 2

Performance of Contractors 1

Performance of Project Management 2

E. IMPACT ON DEVELOPMENT

Likelihood of achieving development Objectives

Likelihood that benefits will be realized and sustained beyond project period 2

Likely contribution of the project towards an increase in 2

Current Rate of Return

F. OVERALL PROJECT ASSESMENT

Current Supervision Average 1,86

Current Trend over time 1,72

22

1. FINANCIAL ANALYSIS

The basic assumptions for the financial and economic analysis at appraisal and medium term review are very important. However, the PCR anticipates further increases in the financial benefits to boat owners and fisher folks. This may be due to value addition as a result of improved processing. With the construction of the landing sites and ancillary facilities (cool room, slip way, ovens, washing basins etc.), the price of the fish is likely to increase. Assuming the catch remains the same, the financial benefit will surely increase. The provision of loans facilities to boat owners and fish processers if reactivated (with collateral) will increase the capacity to catch more fish and enhance profitability. At least for the first three years, no major maintenance is expected as the cold room, ice plant and fishing gears on sights are brand new. However, a 10% of annual income should be provided for depreciation. The cooling facilities at the landing sites with average capacity of 28.4 cubic meters will enable fishermen to store more fish for a longer period and hence maximize profit. The ice plants of same capacity will complement preservation of the fish for a maximum of 12 hours to facilitate transportation to market. With regards to fish smoking, each site has a minimum of 28 improved smoking ovens that use less fuel wood for the same amount of energy.

In order to quantify the expected benefits of the entire project, the net present value (NPV) and internal rates of returns approaches (IRR) as proposed in the appraisal document was used to estimate the financial benefit of the project for the period 2002 to 2027. The model is explained below as:

NPV = NPV (Discount rate, Range of net benefit) Discount rate is given Net benefit = Benefit – (capital cost + operating cost)

IRR = IRR (Range of net benefit) The table below provides the financial analysis of the project for 2002 to 2027

23

Table 1: Financial analysis for 2002 to 2027

YEAR CAPITAL COST OPERATING COST TOTAL COST REVENUE PROFIT

2002 10 456 596 128 205 10 584 801 2 500 000 -8 084 801

2003 1 453 200 128 205 1 581 405 3 584 000 2 002 595

2004 0 128 205 128 205 3 691 520 3 563 315

2005 0 128 205 128 205 3 728 425 3 600 220

2006 0 128 205 128 205 3 765 720 3 637 515

2007 0 128 205 128 205 3 803 377 3 675 172

2008 0 134 615 134 615 3 841 411 3 706 796

2009 0 114 423 114 423 3 879 825 3 765 402

2010 0 97 260 97 260 3 918 623 3 821 363

2011 0 82 671 82 671 3 957 808 3 875 137

2012 0 70 270 70 270 3 997 387 3 927 117

2013 0 72 062 72 062 4 037 361 3 965 299

2014 0 73 899 73 899 4 077 435 4 003 536

2015 0 75 784 75 784 4 118 512 4 042 728

2016 0 77 716 77 716 4 159 697 4 081 981

2017 0 79 998 79 998 4 201 294 4 121 296

2018 0 81 730 81 730 4 159 282 4 077 552

2019 0 83 815 83 815 4 117 688 4 033 873

2020 0 85 952 85 952 4 076 511 3 990 559

2021 0 88 144 88 144 4 095 746 4 007 602

2022 0 90 391 90 391 3 995 389 3 904 998

2023 0 92 696 92 696 3 995 435 3 902 739

2024 0 95 060 95 060 3 955 435 3 860 375

2025 0 97 484 97 484 3 876 722 3 779 238

2026 0 99 979 99 979 3 837 955 3 737 976

2027 0 102 519 102 519 3 799 575 3 697 056

TOTAL 12 555 429 2 565 698 15 121 127 101 172 133 88 844 573

The earnings due to the intervention will generate an internal rate of return of 40% which is lower than the appraisal of 49%. The net present value is estimated at UA17, 931,274. This amount is greater than the appraisal estimates. The increase in the NPV is due to value addition in processing as a result of investment

Economic Analysis The economic analysis at the Project Completion takes into consideration the total value added as a result of additional fish

processed, through smoking and icing. This compared to the economic cost of the project (duties, taxes and opportunity cost of capita of 12%) and valued at the prevailing average market prices of Le 2000/kg and Le 4000/kg of pelagic fish and demersal fish respectively gives an economic internal rate of returns of 34%; lower than at appraisal but higher than the opportunity cost of capital.

This implies that at Project Completion stage the project remains worthwhile investment using the scarce resources available in the country. This investment will go a long way in achieving the reduction of poverty among the people in the fishing community as envisaged in the President’s Agenda for Change (PRSP11).

The economic analysis of the project for 25 years was calculated and presented in the table below:

Discount Rate 10%

NPV

17 931 274

IRR

40%

24

Table 2: Economic Analysis of Project from 2007 to 2032

YEAR INVESTMENT OPERATING COST TOTAL COST BENEFIT NETBENEFIT

2007 8 749 729 160 256 8 909 985 1 920 000 -6 989 985

2008 1 221 452 160 256 1 381 708 2 688 000 1 306 292

2009 0 160 256 160 256 2 768 640 2 608 384

2010 0 160 256 160 256 2 796 326 2 636 070

2011 0 160 256 160 256 2 824 290 2 664 034

2012 0 160 256 160 256 2 852 533 2 692 277

2013 0 168 269 168 269 2 881 058 2 712 789

2014 0 143 028 143 028 2 909 868 2 766 840

2015 0 121 574 121 574 2 938 967 2 817 393

2016 0 103 338 103 338 2 968 357 2 865 019

2017 0 87 837 87 837 2 998 040 2 910 203

2018 0 90 077 90 077 3 028 021 2 937 944

2019 0 92 374 92 374 3 058 301 2 965 927

2020 0 94 730 94 730 3 088 884 2 994 154

2021 0 97 145 97 145 3 119 773 3 022 628

2022 0 99 623 99 623 3 150 971 3 051 348

2023 0 102 163 102 163 3 119 461 3 017 298

2024 0 104 768 104 768 3 088 266 2 983 498

2025 0 107 440 107 440 3 057 384 2 949 944

2026 0 110 179 110 179 3 026 810 2 916 631

2027 0 112 989 112 989 2 996 542 2 883 553

2028 0 115 870 115 870 2 966 576 2 850 706

2029 0 118 825 118 825 2 936 910 2 818 085

2030 0 121 855 121 855 2 907 541 2 785 686

2031 0 124 962 124 962 2 878 466 2 753 504

2032 0 128 149 128 149 3 799 575 3 671 426

TOTAL 10 616 814 3 206 731 13 823 545 76 769 560 63 304 352

Discount Rate 10%

NPV=UA

12 095 068

IRR

34% The analysis revealed that the economic benefit of the project has net present value of UA 12,095,068 and an internal

rate of return of 34%. This confirms that the project is a viable one if properly managed.

25

PROCUREMENT PLAN

CONSULTANTS

2. Prior Review Threshold: Procurement decision subject to by the Bank as

stated in the Appriasal Report

Consultants (see notes)

Procurement method Prior Comments

Review

Threshold

(UA equiv.)

1. OCBS (Firm)

2. Single Source Firm Individual

3. Individual Consultants

4. Consultant Qualification

5. Timing

1. General Country/Organization Sierra Leone/African Development Bank (ADB)

Project/Programme Artisanal Fisheries Development Project (AFDEP)

Loan No.

Implementing Agency, Address Ministry of Fisheries and Marine Resource

Bank's Approval Date of Procurement Plan January, 2010

Date of General Procurement Notice January, 2003

Period Covered by these Procurment Plan January - October, 2010

26

3. Procurement packages with methods And time Schedule BASIC DATA Request for Expression of Interest Request for proposal Bid Proposal Bid Evaluation

Contract Award Contract

and Shortlist Technical (T) & Financial (F)

Implementation

Estimated Expected Expected Submission No-

Objection Date Submission Submission No-Objection Invitation Submission No-Objection Opening Submission Submission No-Objection Contract Contract Contract Start End

Description of Assignment Amount Selection Prior//Post EOI Proposal Plan Date Date Published Date Plan Date Date Date Opening Evaluation Financial Evaluation Negotiations Award & Plan Award in Award Signature Date Date

in UA (000) Method Review Date Closing vs vs Date Report (T) Proposals Report Report Negotiation vs AU (000) Date Date Date Actual Actual (T) & (F) Actual

Annual Audit 2009 inclunding

10,0 Shortlisting Prior

Plan

03/10/2010 23/3/10 Plan 04/12/2010 14/4/10 20/4/10 13/5/10 17/5/10 18/5/10 20/5/10 22/5/10 24/5/10 Plan 8 24/5/10 25/5/10 25/5/10 28/6/10

separate Audit on Credit Component

Actual

Actual

Actual

Final Project Audit 2010 8,5 Shortlisting Prior 23/7/10 09/08/2010 Plan NA NA NA NA Plan 07/01/2010 07/02/2010 07/05/2010 07/08/2010 07/09/2010 07/10/2010 07/12/2010 13/7/10 14/7/10 Plan 10,0 14/7/10 15/7/10 15/7/10 15/9/10

Actual

Actual

Actual

Local Consultancy Services

20,0 Shortlisting

Plan

Plan 18/5/10 20/5/10

28/5/10 28/5/10 Plan 15,0 29/5/10 30/5/10 07/01/2010 30/9/10

(Post Project activities - PCR)

Actual

Actual

Actual

PCR Consultancy 30,0 Shortlisting

Plan

Plan 18/5/10 20/5/10

26/5/10 28/5/10 Plan 30,0 29/5/10 20/6/10 20/8/10 15/9/10

(International)

Actual

Actual

Actual

A Documentary of the Project

10 DS

Plan

Plan

06/03/2010 06/10/2010

14.6.10 16.6.10 Plan 10 18/6/10 19/6/10 19/6/10 28/6/10

Activities

Actual

Actual

Actual

27

The Artisanal Fisheries Development Project (AFDEP) was aimed at addressing the most urgent needs of the country following the end of a prolonged civil war such as: employment generation in rural communities by re-establishing fishing and related activities to enable people to engage in income generating activities; to reduce the high levels of hunger and malnutrition by increasing fish supply to meet the animal protein requirements of the population. The project goal and objective were complementary to the national policy development objectives of increasing national food self-sufficiency and poverty reduction, which are also in line with the Bank’s vision and strategy for Sierra Leone as indicated in the Country Strategy Paper. Most of the targets set at appraisal and Mid-Term Review have been met and in some cases exceeded. The project made contributions in the area of capacity building in the project areas and also in Government institutions (Department of Fisheries and Marine Resources (DFMR) and the Institute of Marine Biology and Oceanography (IMBO); in environmental and forest management; in HIV/AIDS awareness, prevention and control; in equipping IMBO for improved fisheries stock assessment and resources management; and in monitoring, control and surveillance to curb IUU fishing. However, the project has some negative attributes such as the slow start-up of the project, the mismanagement of credit funds by the National Cooperative Development Bank (NCDB) and the 18 month suspension of the project by the Bank; the lack of proper supervision of works by the consulting company and by the Project Management Unit (PMU) and the Government not being vigilant enough to ensure that timeframes for the delivery of services were respected. Despite two extensions, the construction of the infrastructure was not completed at the time of closure and the issue of who was/is going to manage the fish landing facilities had not been resolved. The Bank’s MTR raised several shortcomings in the Appraisal Report. The staff requirement for the effective implementation of the project especially at the grassroots level was not adequately addressed; no cognizance was taken of the Site Managers, field extension staff/enumerators; no provisions were made for the incentive allowances for the existing project staff; the post of a procurement officer in the PMU was overlooked at appraisal. This contributed to the slow start-up of the project because the PMU staff had no knowledge/experience in the procurement procedures of the Bank and had to rely on help from outside and through on-job training. There was only one supervision mission between July 2003 and June 2004, a 12 month time lapse, followed by an 18 month time period without supervision from June 2004 to December 2005. There was a supervision mission in February 2006 followed by a 7 month time interval before the next supervision mission in October 2006, followed by an 11 month time lapse without supervision from November 2006 to October 2007. These were critical times for the project during which most of the problems were occurring. More frequent and regular supervision missions by the Bank could have greatly improved project management and the timely execution of planned activities. The mismanagement of the credit funds was allowed to go much longer than it had to, The NCDB mismanaged the first tranche of $100, 000. Apart from the Government repaying the money at the insistence of the Bank, the NCDB continued its malpractices until when the Bank decided to suspend the disbursement of funds. By that time much damage had been done. Only two out of four communities benefitted from the Credit component and fisher folk lost their savings at the NCDB. If appropriate measures were taken at the appropriate time such as rigorous monitoring of the activities of the NCDB especially at field level, by both the Government and the Bank, the Credit component would not have been scrapped and all communities could have benefitted from it and taken advantage of the benefits of the project by virtue of the fact that they have been adequately trained in the relevant disciplines (savings and credit, small-scale business management, group dynamics, improved fish processing etc.). During meetings with the communities, the PCR mission heard complaints about the slow pace of work and the poor quality of some equipment such as the winches to haul in the fishing boats which were not even tested after installation. The Oversight committees that the communities established served important monitoring functions on their own behalf. Given the many mistakes and problems experienced with this project, it is advisable that for future projects the Bank should undertake more frequent and regular supervision missions to be able to detect and address issues and problems as soon as they arise. OUTCOMES/ACHIEVEMENTS. Though only 1 out of 4 fish receiving stations was completed at the time of the PCR, the project has significant achievements in other aspects other than the infrastructure. The delays in completing the fish landing sites is due to several factors including the lack of ready designs at the start of the project and under estimation of the time the construction would take. The project supported the formation of 382 groups out of which 267 groups (considered to be most active) have been trained in the areas of group management; improved fishing gear specifications and their proper use; maintenance of

28

engines and boats; improved fish smoking techniques and other means of fish preservation; and basic business management skills. The groups have a total membership of about 10,000 members about 58% of whom are women. The training provided will enable the communities to take full advantage of the facilities of the fish receiving stations when completed and operational. 32 staffs of the Department of Fisheries and Marine Resources have been trained in extension services, data collection and analysis, computer skills, boarding and surveillance techniques. The Maritime Wing of the Navy registered impressive results during the life of the Project: 21 fishing vessels, 20 pirate vessels and 13 vessels smuggling goods were arrested and 2476 lives were saved during search and rescue missions. As a result of the patrols, made possible by project funds, illegal, unregulated and unreported (IUU) fishing, smuggling and incidence of piracy have been greatly reduced. The National Aids Secretariat has sensitized 25,200 fisherfolks on HIV/AIDS: risks, prevention and control, and treatment is being offered. The national HIV prevalence average is 1.5% but is highest in fishing communities at 3.9%. The Department of Forestry replanted 280.5 acres of degraded forests. The Sierra Leone Environmental Protection Agency (SLEPA) conducted baseline studies and environmental impact assessments in the project areas and drew up mitigation plans to minimize environmental damage from the civil works. In addition, SLEPA prepared and implemented the Environment and Social Management Plan (ESMP) and was monitoring indicators such as the size of nets used by fishermen, sanitation at sites, mangrove protection particularly as breeding sites, establishment of woodlots and waste management. 60% of the activities under the ESMP were completed at the time of the PCR and the uptake by the fisher folk showed a positive trend.

29

Supporting Documents

Loan Agreement between ADF and Government of Sierra Leone Aide memoires from supervision missions Country Performance Portfolio Review Country Strategy Paper

List of People met During the Mission

Honourable Samura Kamara Minister of Finance and Economic Development

Honourable Joseph Koroma Minister of Fisheries and Marine Resources

Honourable Jeneh Kandeh Deputy Minister of Fisheries and Marine Resources

Mr. Edmond Koroma Financial Secretary, Ministry of Finance and Economic Development

Mr. Alpha Bangura Ag Director of Fisheries Department, Project Manager PMU

Mr. M. B. Cole Technical and Administrative Officer, AFDEP

Mr. Momodou Koroma Monitoring and Evaluation Officer, AFDEP

Ms. Sylvia Jalloh Group Formation and Training Specialist, AFDEP

Mr. Abdul Rahman Sesay HIV/AIDS, National Aids Secretariat

Mr. Mohammed Mansaray Forestry Department

Mr. Bah Sierra Leone Environmental Protection Agency

Mr. Edwin Bamba Sierra Leone Environmental Protection Agency

Mr. Sylvanus Luseni IDEAS Consulting Company

Mr. Freddie Jones IDEAS Consulting Company

Mr. Zuberu Kadiri IDEAS Consulting Company

Mr. Alpha Bangura IDEAS Consulting Company

Commander Kaili Maritime Wing (Navy)

Mr. Charles Amefu Site Engineer, Goderich

Mr. Ade Taylor, Managing Director, NIMO Construction Company

Alhaji Ibrahim Cole Chairman Oversite Committee, Goderich

Mr. Mohamed Sesay Oversite Committee member, Goderich

Mr. A Assomany MIMO construction Company

Mr. A Kolokoh Clerk of Works Goderch Site, IDEAS Consulting Company

Mr. O. Kamara Oversite Committee, Goderich

Ms. Kamara Oversite Committee member, Goderich

Mr. Purcell Forma Caretaker Officer, Goderich

Mr. Ramsy Hooke Master Fisherman, Goderich

Mr Abbes MODCON Construction Company

Mr. Charles Kanu Clerk of Works Tombo Site, IDEAS Consulting Company

Mr. Mohamed Sesay Engineer, MODCON

Mr. Sheku Koroma AFDEP/MFMR, Tombo

30

Mr. Daddy Sankoh Enumerator, MFMR, Tombo

Mr. Paul Jiah Ag O/C Tombo Fisheries Station

Mr. Amadu as. Kamara Master Fisherman, Tombo

Ms. Mabinty K. Sankoh Oversite Committee member, Tombo

Mr. Woody Koroma Oversite Committee member, Tombo

Pa Alimamy Sesay Councillor, Tombo

Mr. Samuel Bangura Harbour Master, Tombo

Mr. Ebrima Kamara Chairman Oversite Committee, Tombo

Mr. Woody Baki Koroma Fisherman, Tombo.

Mr. Abubakar Kargbo Fisherman, Tombo

Mr. Abou Njai Koroma Fisherman, Tombo

Ms. Doris Lenga Gbabioyor Coker Paramount Chief, Shenge

Mr. Hanid Moju Secretary, Oversite Committee, Shenge

Ms. Bala Koroma Women Leader, Shenge

Mr. Sulayman Lamin Bangura Oversite Committee member, Shenge

Commander D.S. Mansaray Commanding Officer, Maritime Wing (Navy).

Dr. E.T. Ndomahina Director, IMBO

Mr. Mohamed Hedjazi Managing Director, IPCS

Mr. Mohamed A. Sheriff Chairman, Oversite Committee, Bonthe

Mr. Hardyu Massaquoi O.N.S., Bonthe

Ms. Twilla Macauley Stakeholder, Bonthe

Mr. Daniel S. Bangalie Councillor, Bonthe

Ms. Fatmata T. Kpukuner W.D.C. Bonthe

Mr. John Fayian Site Engineer, Bonthe

Mr. Mohamed W. Bah Reporter, Bonthe

Mr. Allieu Kpaka Stakeholder, Bonthe

Mr. Moses Massaquoi PRO, W.D.C.

Mr. Tommy Koroma W.D.C. Bonthe

Mr. Ibrahim F. Bah W.D.C. Bonthe

Mr. Moses S. Sallu Oversite Committee member, Bonthe

Mr. Christopher Mourgai Bonthe

Mr. John Conteh Supervisor, Bonthe

Mr. Nasser Halasie Logistics , Bonthe

Mr. S.K. Morroh Clerk of Works, IDEAS Consulting Company.

31

APPENDIX 1

Scale for Working Scores and Ratings

SCORE EXPLANATION

4 Very Good- Fully achieved with no shortcomings

3 Good- Mostly achieved despite a few shortcomings

2 Fair- Partially achieved. Shortcomings and achievements are roughly balanced

1 Poor- Very limited achievement with extensive shortcomings

NA Non Applicable

Note: The formulas round up or down for decimal points. Only whole numbers are computed.

32

LIST OF ANNEXES

Mandatory 1. Project Costs and Financing a. Project costs by component b. Financing by sources of funds

2. Bank Inputs. List the key team members, and their specialties, during preparation and supervision. Provide a consolidated list of Preparation, Supervision and Completion Missions in chronological order. Provide the date and ratings of the last supervision report.

3. Economic Analysis (ERR) and Financial Analysis, if appropriate Re-estimate the economic rates of return based on costs and benefits at completion, and compare with apprailsal estimates. Break down by components as appropriate. Analyze the sensitivity of the ERR to key assumptions. Present a financial analysis for project beneficiary entities.

4. Procurement Plan. Please attached the most recent Procurement Plan

5. List of Supporting Documents

Optional 6. Project Narrative. Key factors not covered in the main template that affected the design and implementation of the project. Such factors, both positive and negative, could include: climate and weather, political changes, contractual or personnel matters, technical issues, procurement processes, and interactions with other partners. If any of these factors is significant enough to affect the evaluation ratings, it should be noted in the template with a reference to this annex.