The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Transformation of Agriculture Sector Program 4 Phase 2 (P161876) AFRICA | Rwanda | Agriculture and Food Global Practice | Requesting Unit: AFCE2 | Responsible Unit: SAFA2 IBRD/IDA | Program-for-Results Financing | FY 2018 | Team Leader(s): Winston Dawes Seq No: 3 | ARCHIVED on 20-Nov-2019 | ISR38890 | Created by: Irene Bomani on 10-Oct-2019 | Modified by: Irene Bomani on 11-Nov-2019 Program Development Objectives Program Development Objective (from Program Appraisal Document) To promote the commercialization of agriculture value chains in Rwanda. Overall Ratings Name Previous Rating Current Rating Progress towards achievement of PDO Satisfactory Satisfactory Overall Implementation Progress (IP) Satisfactory Satisfactory Implementation Status and Key Decisions Program implementation is progressing steadily. The PforR-2 has nine Disbursement Linked Indicators (DLIs) against which the Program funds are being disbursed. Each DLI has annual targets, but only DLIs 1, 2, 3, 4 and 9 have targets for year 1. Targets for year 1 for DLIs 4 & 9 were met and corresponding disbursements made in June 2019. As of the end of the October 2019 support mission, activities to reach the year 1 targets for DLIs 1, 2 and 3 have been completed. MINAGRI will proceed with the applicable verification protocols to allow the release of the related funds. Implementation of activities for achieving the year 2 DLI targets for DLIs that did not have year 1 targets are ongoing. Additional financing to the program in the amount of US$71 million from the Department for International Development of the United Kingdom, the Kingdom of the Netherlands - Ministry of Foreign Trade and Development Cooperation, and Enabel, the Belgian Development Agency was approved by the World Bank in May 2019. The funds are being administered by the Bank on behalf of the contributing development partners through a Multi-Donor Trust Fund, which is now operational and disbursing funds. Data on Financial Performance Disbursements (by loan) Project Loan/Credit/TF Status Currency Original Revised Cancelled Disbursed Undisbursed % Disbursed P161876 IDA-62560 Effective USD 100.00 100.00 0.00 29.35 67.73 30% Key Dates (by loan) Project Loan/Credit/TF Status Approval Date Signing Date Effectiveness Date Orig. Closing Date Rev. Closing Date P161876 IDA-62560 Effective 29-May-2018 31-May-2018 26-Jun-2018 31-Dec-2021 31-Dec-2021 11/20/2019 Page 1 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) DLI Disbursement Achievement Disbursed amount in Disbursement % DLI ID DLI Type Description Coc DLI Amount Status Coc for DLI Loan: IDA62560-001 Org dvpt plan succ prep& DLI 1 Regular XDR 6,960,000.00 Not Achieved 0.00 implemnt on tra Imprvd analyticl&policy DLI 2 Regular XDR 6,960,000.00 Not Achieved 0.00 reform cmptnces Digital info pltfrms DLI 3 Regular XDR 5,570,000.00 Not Achieved 0.00 dsgned&opertionl Mchsm to strnthn pub-pvt Partially DLI 4 Regular XDR 5,570,000.00 1,392,500.00 4% dialgs&agrc vl Achieved Nw irrg area DLI 5 Regular idntfd,dvpd&mngd whr XDR 6,960,000.00 Not Achieved 0.00 commc Nw terrcng area DLI 6 Regular idntfd,dvpd&mngd whr XDR 6,960,000.00 Not Achieved 0.00 com Vol of pvt sct invst mtch DLI 7 Regular XDR 13,910,000.00 Not Achieved 0.00 PPP infr proj Pvt sct extns svs mdl DLI 8 Regular XDR 10,440,000.00 Not Achieved 0.00 dsngd&lnchd&pstv r Partially DLI 9 Regular Reform of RAB XDR 6,270,000.00 2,090,000.00 3% Achieved Loan: TFB0153-001 Org Dev't plan prepared & 1 Regular USD 4,163,265.00 Not Achieved 0.00 implemented Improved analytical & 2 Regular USD 4,163,265.00 Not Achieved 0.00 policy reform Digital infos patforms 3 Regular USD 2,602,041.00 Not Achieved 0.00 designed & operat Agri PP dialogue & Value 4 Regular USD 2,602,041.00 Fully Achieved 2,602,041.00 1% chain platform 9 Regular Reform of RAB USD 3,469,388.00 Fully Achieved 3,469,388.00 1% Program Action Plan Action Description Map external capacity support against priorities of Organizational Development of MINAGRI. Source DLI# Responsibility Timing Timing Value Status Technical DLI 1 MINAGRI Due Date 01-Mar-2019 In Progress Completion External Capacity Support Strategy prepared and approved by Agriculture Sector Working Group. Measurement 11/20/2019 Page 2 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Comments Action Description Assess current Agriculture Financial Guarantee Schemes. Source DLI# Responsibility Timing Timing Value Status Technical DLI 4 MINECOFIN Due Date 01-Sep-2019 In Progress Completion Agriculture Guarantee Schemes Review undertaken and reviewed by the Agriculture Sector Working Group. Measurement Comments Action Description Ensuring gender equity in all MINAGRI services and programs. Source DLI# Responsibility Timing Timing Value Status Technical MINAGRI Due Date 01-Sep-2019 Completed Completion Gender Mainstreaming Strategy developed, endorsed (by the Agriculture Sector Working Group) and implemented. Measurement Comments Action Description MINAGRI strengthens the monitoring and reporting on Food Security and Nutrition. Source DLI# Responsibility Timing Timing Value Status Technical MINAGRI Due Date 01-Sep-2019 Completed Completion Food Security and Nutrition Monitoring System developed, endorsed (by the Agriculture Sector Working Group) and Measurement displayed on MINAGRI dashboard. Comments Action Description Annual financial Audit Action Plan for RAB developed and endorsed by the Audit Committee. Source DLI# Responsibility Timing Timing Value Status Technical DLI 9 MINAGRI Recurrent Yearly Completed Completion Annual action plan to address the weaknesses identified in RAB financial audit developed and endorsed by Audit Measurement committee and shared with the World Bank. Comments Completed for year 1. Action Description MINAGRI mainstreams Climate Change into the sector’s planning, budgeting, monitoring and implementation. 11/20/2019 Page 3 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Source DLI# Responsibility Timing Timing Value Status Technical MINAGRI Due Date 30-Sep-2018 Completed Completion Strategy developed with action plan (including a section on building capacity focal points, new staff, links to relevant Measurement ministries, projects and staff training identified) approved by the Agriculture Sector Working Group. Comments Action Description Stakeholders, beneficiaries using Grievance System and MINAGRI responding appropriately. Source DLI# Responsibility Timing Timing Value Status Technical MINAGRI Recurrent Quarterly Completed Completion Report provides a summary of grievances received by MINAGRI and the response provided annually by June 30. Measurement Comments Action Description Public Expenditure Review Source DLI# Responsibility Timing Timing Value Status Technical MINECOFIN Due Date 15-Jan-2020 In Progress Completion A report providing detailed analysis of sector spending among all key stakeholders. Measurement Comments Establish within MINAGRI a mechanism for assessing progress toward establishing systems for IT, Monitoring and Action Description Evaluation and Statistics. Source DLI# Responsibility Timing Timing Value Status Technical MINAGRI Recurrent Yearly Completed Completion Annual report on the quality of information systems, key challenges and action plan to be provided annually by June Measurement 30th. Comments Completed for year 1. Action Description Systems for tracking the quality of coordination designed and operational. Source DLI# Responsibility Timing Timing Value Status Technical DLI 1 MINAGRI Due Date 01-Sep-2018 Completed 11/20/2019 Page 4 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Completion Methodology agreed, action approved, and implementation plan agreed. Measurement Comments Action Description Review of Medium Term Expenditure Framework. Source DLI# Responsibility Timing Timing Value Status MINAGRI and Technical Due Date 31-Dec-2018 Completed MINECOFIN Completion Medium Term Expenditure Framework review completed. Measurement Comments Develop and implement capacity building training program on ESIM to improve understanding and application of GoR Action Description E&S policies for National and District level staff. Audience should include any private sector entities participating in the Program. Source DLI# Responsibility Timing Timing Value Status Technical RAB, MINAGRI Recurrent Yearly In Progress Completion Increase in trained staff at the national and district levels. Measurement Comments Compliance Checklist to ensure that activities that are not legally permissible are not undertaken and that requisite Action Description permissions are taken before any scheme/intervention is financed. Source DLI# Responsibility Timing Timing Value Status Environmental and Social DLI 2 MINAGRI Due Date 30-Jun-2019 In Progress Systems Completion The checklist should follow the criteria for ineligible infrastructure for financing under PforR Program, presented in the Measurement ESSA Comments Private Sector Leveraging Strategy, establish selection/performance criteria for private sector consistent with ESIM & Action Description gov E&S regs. For selected private sector orgs, required quality ESMS developed & adopted prior to participation in PforR Program. Source DLI# Responsibility Timing Timing Value Status 11/20/2019 Page 5 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Environmental and Social DLI 2 MINAGRI Due Date 30-Jun-2019 In Progress Systems Mechanism for selection of private sector entities with sufficient capacity for diligent environmental and social Completion management. Increased capacity of other private sector entities participating in the implementation of the PforR Measurement Program. Comments Private Sector Leveraging Strategy to include conditions for GoR land acquisition and compensation management Action Description and exclude high risk investments financing. Source DLI# Responsibility Timing Timing Value Status Environmental and Social DLI 2 MINAGRI Due Date 30-Jun-2019 In Progress Systems Completion Design model for PPP investments that reduces potential negative environmental and social risks and continues good Measurement practices established by the districts under MINAGRI publicly financed projects. Comments Action Description PPP Agreement to include a requirement to comply with ESIM through implementation. Source DLI# Responsibility Timing Timing Value Status Environmental and Social MINAGRI Due Date 30-Jun-2019 In Progress Systems Completion Establish a legal requirement to comply with established sectoral and environmental and social risk management Measurement practices. Comments Action Description Conduct an audit to assess application of the private sector screening procedure. Source DLI# Responsibility Timing Timing Value Status Environmental and Social Office of the Auditor Due Date 30-Jun-2021 Not Yet Due Systems General Completion Assess effectiveness of the private sector screening to establish the quality and application of the environmental and Measurement social system of the participating private sector entities. Comments Action Description Procurement Action Plan developed to address procurement risks. Source DLI# Responsibility Timing Timing Value Status 11/20/2019 Page 6 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Fiduciary Systems MINAGRI and RAB Due Date 30-Sep-2018 In Progress Completion Procurement action plan addresses: exclusion of Bank debarred firms, negotiating on bid prices, delays in contract Measurement award, incomplete Program procurement records, and use of inappropriate selection methods. The Bank provided additional comments\recommendations to strengthen completion measurement actions which Comments MINAGRI needs to address to fully complete the PAP action. MINAGRI to report on screening and management of Land Acquisition and Resettlement (LAR) issues in program Action Description activities. Source DLI# Responsibility Timing Timing Value Status Environmental and Social Report only due if there MINAGRI Other Not Yet Due Systems is any land acquisition. Completion Consolidated program resettlement and expropriation completion report Measurement Not yet applicable. Report only due if there is any land acquisition. So far, no action on land with the private sector Comments has been recorded. Risks Systematic Operations Risk-rating Tool Risk Category Rating at Approval Previous Rating Current Rating Political and Governance Low Low Low Macroeconomic Low Low Low Sector Strategies and Policies Moderate Moderate Moderate Technical Design of Project or Program Substantial Substantial Substantial Institutional Capacity for Implementation and Sustainability Substantial Substantial Substantial Fiduciary Substantial Substantial Substantial Environment and Social Substantial Substantial Substantial Stakeholders Moderate Moderate Moderate Other -- -- -- Overall Substantial Substantial Substantial Results PDO Indicators by Objectives / Outcomes 11/20/2019 Page 7 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) To promote the commercialization of agriculture value chains in Rwanda. IN00753891 ►Performance of MINAGRI and RAB in achieving the milestones established in their respective Organizational Development or Restructuring implementation plan (Percentage, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 70.00 Date 30-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 MINAGRI has recognized the need to realign with a rapidly changing and complex environment. It therefore is committed to an organizational change process being defined in an organizational development plan (OD) and approved by cabinet. The objective of OD is to improve the organization's capacity to handle its internal and external functioning and relationships. An OD plan defines change objectives, interventions, intended results, process milestones and measures of success (i.e., indicators). Guided by an OD performance measurement framework (to be laid out in the OD), these indicators will be regularly monitored and evaluated, and eventually combined into a ‘composite performance score’* measuring progress towards achieving organizational development goals as established in the OD. RAB is about to launch a Comments restructuring process that will be guided by new Prime Minister Order (expected to be approved within FY 17/18). The implementation plan of the restructuring will have agreed time-bound deliverables. Their achievement/non-achievement will be combined into a ‘restructuring performance score’ that is measured annually against annual targets as set in the restructuring implementation plan. NOTE: It is critical that the OD plan / restructuring implementation plan has a robust M&E framework in order to arrive at a reliable performance score. *A composite score measures two or more individual/component performance measure scores combined into one score for each accountable entity. Individual or component performance measures may refer, for example, to measures in the area of (i) skills and competencies (ii) knowledge IN00753892 management and learning (iii) leadership and management (iv) governance and transparency etc. MINAGRI (Percentage, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 70.00 IN00753893 RAB (Percentage, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 70.00 IN00753894 ►Improvements in the Enabling Business of Agriculture (EBA) Scores (Number, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 0.00 Date 29-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 EBA is a World Bank Group initiative that identifies and monitors regulations and policies that affect agriculture and agribusiness markets. It measures legal barriers for businesses operating in agriculture for a country economy across 12 topic areas. It provides quantitative indicators on regulation for seed, fertilizer, Comments machinery, finance, markets, transport, information and communication technology (ICT), and water. For the PforR purpose the focus will be on three poorly performing regulatory scores, namely seeds, fertilizer and IN00753895 markets Seed (Number, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 20.20 20.20 20.20 32.00 IN00753896 Fertilizer (Number, Custom Supplement) 11/20/2019 Page 8 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Baseline Actual (Previous) Actual (Current) End Target Value 52.60 52.60 52.60 56.00 IN00753897 Markets (Number, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 49.30 49.30 49.30 53.00 IN00753898 ►Private investment in agriculture value chain services (US$) (Amount(USD), Custom) Baseline Actual (Previous) Actual (Current) End Target Value 101.50 101.50 101.50 200.00 Date 29-Jun-2018 30-Jan-2019 04-Oct-2019 30-Jun-2021 Actual capital investment by national and international investors in the agricultural sector in a given year A ‘value chain’ in agriculture describes the range of activities and set of actors that bring agricultural product from production in the field to final consumption, wherein at each stage value is added to the product. The Comments Rwandan Development Board facilitates and enables private sector investment in agriculture by providing incentives and advertising specific investment opportunities ( http://www.rdb.rw/rdb/agriculture.html) This indicator only refers to new investments channeled through RDB and that have received an “investment registration certificate” (http://www.rdb.rw/one-stop-centre/investment-registration.html) Intermediate Results Indicators by Results Areas Policy and Organizational Reform IN00753899 ►Organizational Development plan successfully prepared and implementation on track. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target The organizational review has been completed. MINAGRI is ready to submit the final version of the Interim report discussed organizational review with MINAGRI in the first report, along with an half of March 2019. official management Upgrade of HR Revised report prepared response letter, for the Value None management function by the end of March appropriate verification completed 2019, final report protocol. The World expected at the end of Bank has agreed to April 2019. provide technical assistance to help prepare the Organizational Development Plan to be delivered in year 2. Date 29-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 (i) Organizational review, including capacity needs assessment of MINAGRI completed. Organizational review refers to a systematic assessment of the functional structure, business processes and staffing (i.e., Comments staffing numbers, designations, team structures, competencies, salary scales), the organizational culture, the processes for building and managing work and teams (e.g., training, management processes, performance management, incentive structures and motivation), and the supporting infrastructure. The 11/20/2019 Page 9 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) capacity needs assessment comprises an analysis of the current organizational and individual capacities and defines the capacities needed to fulfill the goals of the organization. (ii) Organizational Development (OD) Plan for MINAGRI prepared and approved. Organizational Development is a planned, systematic approach to improving organizational effectiveness – one that aligns strategy, people and processes. The Organizational Development plan addresses: • Purpose – strategy, vision, values, objectives; • People Factors – leadership, behaviors & skills; • Place Factors – logistics, infrastructure; • Systems/Processes – governance, HR, finance, information technology, communications; and • Performance – performance indicators, benefits realization. The OD plan will also address: (i) the approach and methods to be taken for OD; (ii) the timeline; (iii) assumptions, risks and risk mitigation measures; and (iv) a framework for monitoring and evaluation of progress and results. (iii) Upgrade of HR management function completed. The scope of the upgrades to the HR management function by end of year 3, will be laid out in the OD Plan. Completion of the upgrade will be assessed against the milestones that MINAGRI has committed in its OD plan. IN00753903 ►Improved analytical and policy reform competencies demonstrated. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target The Strategy for leveraging Private Investment and Implementation Plan has been prepared and Agricultural input was endorsed by the subsidy schemes ASWG on September reviewed, alternative 24, 2019 subject to Value NA NA models for increasing MINAGRI incorporating efficiency assessed, final comments from the reforms agreed and ASWG. The final implemented version will be submitted for validation in MINAGRI's next Planning cluster meeting. Date 31-May-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 The output of capacity development interventions financed through the PforR Program will be improved competencies of MINAGRI staff in the area of macro-economic and policy analysis in order to strengthen the effectiveness of MINAGRI’s policy-making efforts. Applying the new skills and competencies is expected to result in tangible products that are instrumental for the policy-making process. The actually delivery of three products will be measured. For quality assurance purposes, it is expected that each product would have undergone a technical review process (also involving Agricultural Sector Working Group and the World Bank) before it is finalized. (1) Private Sector Leveraging Strategy. The strategy document with implementation plan will lay out how MINAGRI seeks to crowed in private investment to the sector, by detailing: (i) regulatory reform priorities that are based on analytical work undertaken or commissioned by MINAGRI, (ii) criteria for appraising proposed public investments for their capacity to generate private investment, (iii) standards and guidelines for environmental and social risk assessment when involving private sector investors, the standards must draw upon the principles of PSTA 3 Environmental, Social, Implementation Manual (ESIM), (iv) Public-Private engagement mechanisms (including the conceptual Comments design and implementation arrangements for Public-Private Dialogues, VC platforms, Competitive Matching Funding Programs), (v) Principles and guidelines for the design and implementation of competitive funding programs of public-private partnerships, (vi) Feasibility (incl. mission, objective, financing, organizational structure and implementation arrangements) of a future Agricultural Investment Fund, and (vii) Analysis of opportunities for contracting of private advisory service providers, including quality assurance mechanisms of private service delivery (e.g., performance standards, accreditation requirements, contractual models). (2) Annual Report on Public-Private Investment in Agriculture published by MINAGRI. The report will outline MINAGRI’s performance (quantitative and qualitative) in: (i) leveraging private resources; (ii) improving the agriculture business environment; and (iii) regulatory and policy reforms to public sector services. (3) Agricultural Input Subsidy Review and Reform package, composed of: (i) an agricultural input subsidy schemes review, including an assessment of alternative models for increasing efficiency and effectiveness; and (ii) a subsidy reform document approved by the Cabinet. IN00753906 11/20/2019 Page 10 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) ►Digital information platforms designed and operational. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target The Livestock registration application (holding cow data with national coverage) will be interfaced with MIS, ALIS I and II, Farmer registration application in the common data warehouse platform Development ongoing; Development ongoing; prototype expected prototype expected Sector Performance around mid-April 2019, around mid-April 2019, Value NA Dash Board is in place and finalization of year 1 and finalization of year and publicly accessible phase before the end of 1 phase before the end online, whereby it May 2019 of May 2019 provides reports on national agricultural macro indicators, national Indicator of Food Security and PSTA 4 results indicators Date 29-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 MINAGRI will install a Smart Agricultural Information System (SAIS), that integrates agricultural data management and analysis. During the first three years, the key building blocks of the platform will be programmed and populated by using a data warehouse system. This also includes the installation of nationwide field data collection systems (e.g., gender disaggregated farmer register, livestock register, land profiles). MINAGRI also commits to making data from the platform publicly available through a web-based Sector Performance Dash Board, featuring national agricultural sector and food security information. As such the delivery of the following products is expected: • A common data warehouse platform designed and Comments ready for use, whereby existing data in MIS and ALIS I will be fully interfaced (at least down to the level of all districts) – (year 1); • The Farmer registration application and ALIS II will be fully interfaced with MIS and ALIS I in the common data warehouse platform; both, farmer registration application and ALIS II, will hold data covering all districts – (year 2); • A livestock registration application (holding at least cow data with national coverage) will be interfaced with MIS, ALIS I and II, Farmer registration application in the common data warehouse platform – (year 3); and • Sector Performance Dash Board is in place and publicly accessible online, whereby it provides reports on national agricultural macro indicators, national Indicator of Food Security and PSTA4 results indicators – (year 3). IN00753910 ►Mechanism to strengthen Agriculture Public-Private Dialogues and Agriculture Value Chain Platforms designed and implemented. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target Additional 2 Agriculture PPDs held The two mechanisms (agriculture PPD and The year 1 deliverable Agriculture VC value chain platforms) has been met. The Ag platforms are fully Value NA were designed and their PPD and VC Platform functional and yielded piloting is foreseen for were designed, piloted evidence of the second half of April and budgeted for. satisfactory results (as 2019 per M&E of operating plan Date 29-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 11/20/2019 Page 11 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Agriculture Public-Private Dialogues and Agriculture Value Chain Platforms are two mechanisms for strengthening engagement with the private sector and other stakeholders both for attracting new investment and retaining profitable businesses in the agricultural sector. Value chain platforms aim to build cooperation, trust, and to streamline operations in the targeted value chains. VC Platforms develop a joint sub-sector Comments vision, address specific challenges, ensure a coherent enabling environment and promote stronger market orientation in the targeted value chain. Platforms would support the PPD mechanisms whereby business- enabling factors and challenges are identified and addressed. The lack of services and inputs are primary themes for exploring business opportunity and investment promotion. IN00753914 Improvement in functional performance of interagency coordination mechanisms. (Text, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Stakeholder Perception surveys of the ASWG, JSR, and Joint Imihigos Value none NA are to be reported. The >20% satisfaction survey conducted by the ASWG is ongoing. Enabling Agric Commercialization IN00753900 ►Share of small scale farmers using improved seeds. (Percentage, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 18.00 18.00 20.00 30.00 Date 29-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 This indicator refers to the definition being used, and the data reported by NISR in their regular Seasonal Agricultural Surveys. Comments NISR has changed its reporting methodology. It now reports on number of plots with improved seeds instead of number of farmers with improved seeds. IN00753904 ►New irrigation area identified, developed and/or managed where commercial viability has been a determining appraisal criterion. (Hectare(Ha), Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 1,680.00 Date 02-Apr-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 The indicator refers to a defined share of the total new irrigation area to be developed under PSTA 4. The AREA (in ha) eligible for inclusion in the measure must be subject to a Public-Private Partnership (where commercial viability is a key characteristic). The development of the AREA was approved by the authorities based on a feasibility analysis that has met standards and criteria laid out in the new strategy for leveraging Private Sector Investment. PPP: A long-term contractual arrangement between a public entity or authority and a private entity for providing a public asset or service in which the private party bears significant risk and management responsibility. Project feasibility analysis: Refers to a series of feasibility or appraisal criteria against which the project is tested to assess its suitability as a PPP, and which includes the notion of sustainability both in terms of the scheme itself, its benefits to the ultimate users and its bankability. Such Comments feasibility analysis is typically undertaken once the business case has been made for the proposed project to proceed as a PPP and the project has been designed to a preliminary level. Commercial viability: The commercial viability of a PPP project describes the extent to which it has the potential to offer a private firm a sufficient financial return to enable it to recover any capital and operational costs as well as a suitable financial return on any investment given the opportunity cost involved. Private partner in the PPP can be: • a commercial farmer serving as a private irrigation operator, or as an outgrower farm scheme manager; • Farmers/Water User Groups/Youth cooperatives formally made responsible for maintaining the tertiary irrigation network; or • a private operator that is responsible for operating and maintaining the entire system, and farmers pay a tariff that covers operating and maintenance costs. Main contractual forms • Operation, 11/20/2019 Page 12 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Management and Maintenance (OMM) contract; • Infrastructure concession; • Farm service agreement; and • Hub farm agreement. Formally agreed ‘Productive Alliances’ would also fall under the category of a recognized PPP (see indicator reference sheets of core results indicators for more details). Descriptions for each contractual form can be found here: http://ppp.worldbank.org/ppp/ppp-sector/water-sanitation/ppps- irrigation World Bank, How To Develop Sustainable Irrigation Projects with Private Sector Participation, 2016; https://ppiaf.org/documents/2864?ref_site=ppiaf Linking Farmers to Markets through Productive Alliances : An Assessment of the World Bank Experience in Latin America; https://openknowledge.worldbank.org/handle/10986/25752. This will be reported on in year 2. IN00753907 ►New terracing area identified, developed and/or managed where commercial viability has been a determining appraisal criterion. (Hectare(Ha), Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 2,310.00 Date 02-Apr-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 The indicator refers to a defined share of the total new terracing area to be developed under PSTA4. The AREA (in ha) eligible for inclusion in the measure must be subject to a Public-Private Partnership (where commercial viability is a key characteristic). The development of the AREA was approved by the authorities based on a feasibility analysis that has met standards and criteria laid out in the new strategy for leveraging Private Sector Investment. PPP: A long-term contractual arrangement between a public entity or authority and a private entity for providing a public asset or service in which the private party bears significant risk and management responsibility. Project feasibility analysis: Refers to a series of feasibility or appraisal criteria against which the project is tested to assess its suitability as a PPP, and which includes the notion of sustainability both in terms of the scheme itself, its benefits to the ultimate users and its bankability. Such feasibility analysis is typically undertaken once the business case has been made for the proposed project to proceed as a PPP and the project has been designed to a preliminary level. Commercial viability: The commercial viability of a PPP project describes the extent to which it has the potential to offer a private firm Comments a sufficient financial return to enable it to recover any capital and operational costs as well as a suitable financial return on any investment given the opportunity cost involved. Private partner in the PPP can be: • a commercial farmer serving as an outgrower farm scheme manager; • Farmers/Water User Groups/Youth cooperatives formally made responsible for maintaining terracing structures; and • a private operator that is responsible for operating and maintaining the entire system, and farmers pay a tariff that covers operating and maintenance costs. Main contractual forms • Operation, Management and Maintenance (OMM) contract; • Infrastructure concession; • Farm service agreement; and • Hub farm agreement. Formally agreed ‘Productive Alliances’ would also fall under the category of a recognized PPP (see indicator reference sheets of core results indicators for more details). Linking Farmers to Markets through Productive Alliances : An Assessment of the World Bank Experience in Latin America https://openknowledge.worldbank.org/handle/10986/25752. This will be reported on in year 2. IN00753911 ►Volume of private sector investment (in US$) matching public financing in PPP infrastructure projects. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target 7.15 million US$ or Value 0.00 NA NA more Date 29-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 Private sector investment refers to the capital or development investment by private firms into the agricultural and food value chain. The basis for establishing the ‘volume’ of a private sector investment’ is the PPP agreement signed between the private firm and the government and brokered through a competitive financing program (established as per the Private Investment Strategy launched by MINAGRI). Comments The unit of measurement is US$. Public-Private Partnership (PPP) refers to a long-term contractual arrangement between a public entity or authority and a private entity for providing a public asset or service in which the private party bears significant risk and management responsibility. This will be reported on in year 2. 11/20/2019 Page 13 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Delivery of Improved Agric Value Chain Services. IN00753901 ►Number of different models of service delivery contracts signed and pilot under implementation. (Number, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 3.00 1.00 5.00 Date 29-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 This will be reported in year 2. Competitive Fund(s) Administrator; Annual Report Funding agreements. Comments IN00753905 ►Number of farm households reached by private advisory services (non-outgrower schemes) has increased. (Number, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 8,000.00 Date 29-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 Private sector extension services can complement public extension service delivery. There is experience with a variety of partnership models between the public sector, farmers' organizations or communities, and private-sector providers, which will be assessed for possible adaptation opportunities to the Rwandan context. Commercially viable service delivery models (in partnership with public extension where suitable) will be identified, also taking into account clearly specified performance expectations and delivery standards. Possible models of ‘private advisory service’ delivery are: - Arrangements where a private firm, non-governmental organization, or a specific group of professionals (e.g., paravets) are contracted/accredited by government to provide fee-based advisory services to farmers; and - certain types Comments of contract farming (e.g., outgrower schemes). Outgrower schemes, also known as contract farming, are broadly defined as binding arrangements through which a firm ensures its supply of agricultural products by individual or groups of farmers. Farm households participating in outgrower schemes will be tracked and reported separately from other forms of private advisory services. MINAGRI/RAB will reach out to possible service provider or specialized professional associations (e.g. the Rwanda Council of Veterinary Doctors), and explore interest in piloting a mutually negotiated service delivery model. Measure of success is the number of farmers reached by private advisory services (i.e., fee-based advisory services, certain types of contract farming). IN00753908 ►Number of new farm households participating in outgrower schemes has increased. (Number, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 10,000.00 Date 29-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 Comments IN00753912 ►Number of Productive Alliances under implementation. (Number, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 50.00 Date 29-Jun-2018 22-Apr-2019 04-Oct-2019 30-Jun-2021 The Productive Alliance approach involves three core agents: (i) a group of smallholder producers; (ii) one Comments or more buyers; and (iii) the public sector. The three agents are connected through a business proposition, or “business plan”, which describes the capital and services needed by the producers and proposes 11/20/2019 Page 14 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) improvements that would allow them to upgrade their production capacities and skills to strengthen their linkage with the markets, i.e. the buyer(s). The implementation of this business plan within a PA project is typically supported through three core inputs and/ or activities associated with producers’ needs: (i) productive investments; (ii) technical assistance; and, (iii) business development. The core inputs to support the business plan are financed through grants provided by the public sector, which are matched by contributions from the producers and in some cases also from the buyer(s). Details on the definition of Productive Alliances can be found here https://openknowledge.worldbank.org/handle/10986/25752 IN00753913 Number of Productive Alliances under implementation in Livestock Value Chain. (Number, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 20.00 IN00753915 Number of Productive Alliances under implementation high value crops Value Chain. (Number, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 30.00 IN00753916 ►Business leader’s perceptions about agricultural investment climate in Rwanda. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target Pending. The baseline is to be established using a survey of business leader. World Value NA NA Bank will assist with the >15% survey template. NAEB and RDB will support with list of Agric. Business leaders. Date 28-Jun-2019 22-Apr-2019 04-Oct-2019 30-Jun-2021 Composite indicator measuring interested and current investor perceptions across 8 themes: (1) Legal framework; (2) Governance; (3) Taxation and investment framework; (4) Infrastructure; (5) Access to finance; (6) Domestic resources; (7) Support services; and (8) Trading across borders. Investors responded Comments to questions on a number of sub-theme issues, providing ratings on a scale of 1 to 7 where 1 indicates that this issue is very problematic and 7 indicates that the issue is not a problem at all. The score will be measured at baseline and in year 3, and the % change will be calculated. Efficiency in Public Expenditures IN00753902 ►Reform of RAB. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target The year 1 deliverable Implementation plan and was met. The restructuring order Implementation Plan for Unqualified audit approved by RAB Board, Value NA the new RAB opinion on financial pending verification of Restructuring Order statement of RAB Office of the Auditor was prepared and General. approved by its Board. Date 22-Apr-2019 30-Jan-2019 04-Oct-2019 30-Jun-2021 RAB is in the middle of an institutional change process involving substantial governance and structural reforms. A Prime Minister Order on the restructuring of RAB is under preparation and is expected to be Comments approved within this fiscal year. Key milestones in implementing the reforms are: Year 1: a plan for the implementation of RAB’s restructuring prepared and approved by its Board; Year 2: a more efficient 11/20/2019 Page 15 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) planning, budgeting and execution process, resulting in no deviation between budget and outturn expenditure; and Year 3: the use of good practices in financial management leading to an unqualified audit. The achievement of these three milestones will each trigger disbursements. IN00753909 ►Annual increase of earmarked transfers from MINAGRI to local government. (Percentage, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 5.00 Date 29-Jun-2018 30-Jan-2019 04-Oct-2019 31-Mar-2021 Comments Percentages of agriculture earmarked transfer in the total district expenditures. Disbursement Linked Indicators DLI_IND_TABLE ►DLI 1 Organizational Development Plan successfully prepared and implementation on track. (Output, 17,888,889.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 Upgrade of HR Value NA NA NA management function completed Date -- 31-May-2019 04-Oct-2019 -- The organizational review was finalized and MINAGRI prepared a management letter and comments (the latter will inform the preparation of the Organizational Development Plan). Subject to verification by the Office Comments of the Auditor General, the year 1 target has been met and ready for disbursement. ►DLI 2 Improved analytical and policy reform competencies demonstrated. (Output, 17,888,889.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 Agricultural input subsidy schemes reviewed, alternative models for Value NA NA NA increasing efficiency assessed, reforms agreed and implemented Date -- 31-May-2019 04-Oct-2019 -- MINAGRI presented the Strategy in the Agricultural Sector Working Group meeting on 09/24/19. The ASWG endorsed the strategy subject to final comments being addressed. Identified weaknesses in elaborating PPP guidelines for agribusiness projects, safeguard risks and accompanying risk mitigation measures, and Comments budgeting have been addressed. The final document will be edited by a professional editor and submitted for endorsement in the next MINAGRI planning cluster meeting. ►DLI 3 Digital information platforms designed and operational. (Output, 15,888,889.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 The Livestock Value None none none registration 11/20/2019 Page 16 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) application (holding cow data with national coverage) will be interfaced with MIS, ALIS I and II, Farmer registration application in the common data warehouse platform Sector Performance Dash Board is in place and publicly accessible online, whereby it provides reports on national agricultural macro indicators, national Indicator of Food Security and PSTA4 results indicators Date -- 30-May-2019 04-Oct-2019 -- MINAGRI successfully interfaced MIS and ALIS and the corresponding dashboard is available to MINAGRI management and staff. This constitutes a critical step towards the completion of a full-fledged data warehouse before the end of the Program. Based on the progress to date, the year 1 target has been achieved. Disbursement can proceed subject to successful completion of the verification requirements.However, there is still a significant amount of work to be done to develop, maintain and manage a full-fledged common data Comments warehouse system. Supplementary specialized IT skills are needed to ensure full achievement of the DLI by year 3 as planned. Next steps and milestones for MINAGRI to be achieved in the next two years have been agreed on. As a key step, MINAGRI takes decisive action to address IT staffing and skills gaps. The World Bank will also mobilize complementary technical support to MINAGRI, to improve and complete the common data warehouse in the required timeframe. ►DLI 4 Mechanism to strengthen Agriculture Public-Private Dialogues and Agriculture Value Chain Platforms designed and implemented. (Output, 15,888,889.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 Additional 2 Agriculture PPDs held Agriculture VC Value NA NA NA platforms are fully functional and yielded evidence of satisfactory results (as per M&E of operating plan) Date -- 31-May-2019 04-Oct-2019 -- The year 1 target has been met. MINAGRI prepared and provided the Agri-PPD and VC strategy document. One agricultural PPD has taken place (on animal feed) and another one is planned. Two VC platforms were organized (milk and coffee), and a third one (tea) is pending. Other VC platforms (potato, horticulture), Comments operating under the Dutch Horticulture Project were identified. MINAGRI has been advised to present VC platform operating plans, budgets, and biannual reports in order to meet the year 2 target, while ensuring that these platforms are well animated and able to respond to the needs of their constituents. 11/20/2019 Page 17 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) ►DLI 5 New irrigation area identified, developed and/or managed where commercial viability has been a determining appraisal criterion. (Output, 17,888,888.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 Value 0.00 0.00 0.00 1,680.00 Date -- 30-Jan-2019 04-Oct-2019 -- There are no targets for year 1. Work towards achieving the year 2 target is progressing. The World Bank and MINAGRI have clarified the guiding principles for implementation of this DLI, which are complementary to the provisions of the legal and technical program documents. To be eligible, all investment projects need to have been approved after PSTA4 came into effect. Eligible investments can come through two tracks: (a) large- scale irrigation schemes developed in line with the provisions of the Law no. 14/2016 governing PPPs in Rwanda; and (b) smaller-to-medium scale irrigation schemes, provided that: (i) the investment decisions were Comments based on a feasibility analysis, with due focus on commercial viability and compliance with social and environmental requirements; and (ii) the relationship between the public and private partners is long-term and formalized through Memoranda of Understanding (MoUs) or other relevant contractual arrangements. For the second track projects, MINAGRI will define specific eligibility criteria that are consistent with the general PPP approaches but also recognize that some adaptations are needed to the sector and scale. The WB will assist MINAGRI in developing the eligibility criteria, in line with international good practices on agri-PPPs. ►DLI 6 New terracing area identified, developed and/or managed where commercial viability has been a determining appraisal criterion. (Output, 17,888,888.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 Value 0.00 0.00 0.00 2,310.00 Date -- 30-Apr-2019 04-Oct-2019 -- There are no targets for year 1. Work is progressing towards achieving the year 2 target. Guiding principles for the DLI implementation, which are complementary to the provisions in the legal and technical program documents were clarified. To be eligible, all investment project decisions must have been made after PSTA4 came into effect. Given the specifics of terracing in the Rwandan context, it is expected that eligible projects will be selected from a pool of small- to medium-scale developments. Such projects can be eligible provided that: (i) the investment decisions were based on a feasibility analysis, with due focus on commercial viability Comments and compliance with social and environmental requirements; and (ii) the relationship between the public and private partners is long-term and formalized through Memoranda of Understanding (MoUs) or other relevant contractual arrangements. MINAGRI will define specific eligibility criteria that are consistent with the general PPP approaches and adapted to the sector and scale. The WB will assist MINAGRI in developing these eligibility criteria, in line with international good practice on agri-PPPs. ►DLI 7 Volume of private sector investment (in US$) matching public financing in PPP infrastructure project. (Output, 27,888,888.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 7.15 million US$ or Value NA NA NA more Date -- 30-Apr-2019 04-Oct-2019 -- Comments There are no year 1 targets. Work towards achieving the year 2 target is underway. To be eligible, all investment project approvals must have been made after PSTA4 came into effect. Eligible investments can be presented either as: (i) large-scale irrigation schemes, developed in line with the provisions of the Law no. 14/2016 governing PPPs in Rwanda. MINAGRI and NAEB have PPP projects in the pipeline, however no private partners have committed as of yet; or (ii) smaller-to-medium scale agri-infrastructure development schemes, provided that: (i) the investment decisions were based on a feasibility analysis, with due focus on 11/20/2019 Page 18 of 19 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) commercial viability and compliance with social and environmental requirements; and (ii) the relationship between the public and private partners is long-term and formalized through Memoranda of Understanding (MoUs) or other relevant contractual arrangements. For the second track projects, MINAGRI will define specific eligibility criteria that are consistent with the general PPP approaches and which need to be adapted to the sector and scale. The World Bank will assist MINAGRI in developing these eligibility criteria, in line with international good practice on agri-PPPs ►DLI 8 Private sector extension service models designed, launched and achieving positive response. (Intermediate Outcome, 22,888,889.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 Number of farm households reached by private advisory services (non- outgrower schemes) has increased: 8000 Value NA NA NA Number of new farm households participating in outgrower schemes has increased: 10,000 Date -- 09-Apr-2019 04-Oct-2019 -- There are no year 1 targets, however work on this DLI was started in year 1, as a result the year 2 target has been achieved through the provision of fee based veterinary services by para-vets and will be put forward for verification. A workplan to achieve the year 3 target is now being developed. The World Bank team, MINAGRI and RAB jointly reviewed various existing private sector extension service models developed under PSTA4, to Comments identify those that meet the requirements of this DLI and year 3 target. Promising models were identified; e.g. agronomic services through contract farming arrangements and technical services to cooperatives by youth groups. ►DLI 9 Reform of RAB. (Output, 16,888,890.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 Implementation Plan for Implementation Plan for Unqualified audit RAB Restructuring RAB Restructuring Value None opinion on financial approved by Cabinet and approved by Cabinet and statement of RAB RAB Board RAB Board Date -- 30-Apr-2019 04-Oct-2019 -- The year 1 target has been met. A restructuring strategy for RAB, the first phase of this process, was prepared and a disbursement of US$6.37 million against it was made on June 208, 2019. Implementation of the RAB restructuring is ongoing as planned. RAB has improved its internal auditing capacity by increasing the number of internal auditors from 2 to 5, and by assigning more specific oversight responsibilities to them. These measures are intended to help tighten internal controls and ensure that RAB will achieve a clean audit opinion Comments by the end of the Program. Identified staff gaps (about 15% of the needs) are awaiting Cabinet approval. RAB’s Procedures Manual was approved and proposed Internal Rules and Regulations are expected to be approved in October 2019. Preparation of RAB’s Strategic Plan for the next 5 years is slotted to start in October 2019. 11/20/2019 Page 19 of 19