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 EAST | Rwanda | Agriculture and Food Global Practice | Requesting Unit: AECE2 | Responsible Unit: SAEA2 IBRD/IDA | Program-for-Results Financing | FY 2018 | Team Leader(s): Irina Schuman Seq No: 7 | ARCHIVED on 15-Sep-2021 | ISR47656 | Created by: Irene Bomani on 12-Jul-2021 | Modified by: Irina Schuman on 07-Sep-2021 Program Development Objectives PDO Table 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) Moderately Satisfactory Moderately Satisfactory Implementation Status and Key Decisions The Program is in its 3rd and final year of implementation. Progress towards achieving the PDO remains "Satisfactory". Overall implementation progress, procurement, financial management and Environmental and Social Safeguards performance continue to be "Moderately Satisfactory". $76.87 million (79%) of the IDA Credit and $40.72 million (88%) of the Development Partner Funds have been disbursed against fully and partially met targets for the years 1, 2 and 3 for the nine Disbursement Linked Indicators (DLIs). Activities with additional World Bank technical assistance to meet the year 3 DLI targets are ongoing. Overall, implementation of the 19 actions of the Program Action Plan (PAP) is on track. The Foreign Commonwealth and Development Office has had to reduce its contribution to the Multi-Donor Trust Fund program allocation by almost US$10 million due to COVID-19 induced pressures on public finance. As a result, the World Bank is restructuring the program to reflect, among others, the impact on the DLI allocations, program targets and Results Framework. As the program nears completion, the World Bank and Development Partners are focused on providing all the necessary support to MINAGRI to ensure achievement of the remaining program targets, long-term results and sustainability of the program’s impacts, and other critical factors to safeguard and advance the resilience of the agri-food sector. 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 76.87 20.76 79% P161876 TF-B0153 Effective USD 46.18 46.18 0.00 40.72 5.46 88% 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 9/15/2021 Page 1 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) P161876 TF-B0153 Effective 17-Apr-2019 16-May-2019 14-Aug-2019 31-Dec-2021 31-Dec-2021 DLI Disbursement Achievement Disbursed amount in Disbursement % for DLI ID DLI Type Description Coc DLI Amount Status Coc DLI Loan: IDA62560-001 Org dvpt plan succ prep& Partially DLI 1 Regular XDR 6,960,000.00 5,564,000.00 80 % implemnt on tra Achieved Imprvd analyticl&policy Partially DLI 2 Regular XDR 6,960,000.00 4,178,000.00 60 % reform cmptnces Achieved Digital info pltfrms Partially DLI 3 Regular XDR 5,570,000.00 1,392,500.00 25 % dsgned&opertionl Achieved Mchsm to strnthn pub-pvt DLI 4 Regular XDR 5,570,000.00 Fully Achieved 5,570,000.00 100 % dialgs&agrc vl Nw irrg area Partially DLI 5 Regular idntfd,dvpd&mngd whr XDR 6,960,000.00 2,982,861.00 43 % Achieved commc Nw terrcng area Partially DLI 6 Regular idntfd,dvpd&mngd whr XDR 6,960,000.00 1,417,059.06 20 % Achieved com Vol of pvt sct invst mtch Partially DLI 7 Regular XDR 13,910,000.00 3,985,998.37 29 % PPP infr proj Achieved Pvt sct extns svs mdl DLI 8 Regular XDR 10,440,000.00 Fully Achieved 10,439,959.64 100 % dsngd&lnchd&pstv r Partially DLI 9 Regular Reform of RAB XDR 6,270,000.00 2,090,000.00 33 % Achieved Loan: TFB0153-001 Org Dev't plan prepared & 1 Regular USD 6,647,014.00 Fully Achieved 6,647,014.00 100 % implemented Improved analytical & 2 Regular USD 5,405,140.00 Fully Achieved 5,405,140.00 100 % policy reform Digital infos patforms 3 Regular USD 4,364,324.00 Fully Achieved 2,602,041.00 60 % designed & operat Agri PP dialogue & Value 4 Regular USD 4,364,324.00 Fully Achieved 4,364,324.00 100 % chain platform 9 Regular Reform of RAB USD 5,679,139.00 Fully Achieved 3,469,388.00 61 % New irri area iden dev 5 Regular USD 3,944,444.00 Fully Achieved 3,944,444.00 100 % where commer viab Partially 6 Regular New terracing area USD 3,944,444.00 3,293,213.83 83 % Achieved Vol of pvt sec inv matching Partially 7 Regular USD 3,944,444.00 3,108,339.22 79 % publ finan Achieved 8 Regular Pvt sector extn service USD 7,888,889.00 Fully Achieved 7,888,889.00 100 % 9/15/2021 Page 2 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) 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 30-Jun-2019 Completed Completion Measurement External Capacity Support Strategy prepared and approved by Agriculture Sector Working Group. Comments This PAP was fulfilled as an outcome of the approved Organizational Development (OD) Plan. Action Description Assess current Agriculture Financial Guarantee Schemes. Source DLI# Responsibility Timing Timing Value Status Technical DLI 4 MINECOFIN Due Date 01-Sep-2019 Completed Completion Measurement Agriculture Guarantee Schemes Review undertaken and reviewed by the Agriculture Sector Working Group. This PAP was fulfilled as part of the now completed and approved Private Sector Leveraging Strategy. 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 Measurement Gender Mainstreaming Strategy developed, endorsed (by the Agriculture Sector Working Group) and implemented. Comments The strategy was validated and launched by the Minister, MINAGRI, in October 8, 2019 and is under implementation. 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 Food Security and Nutrition Monitoring System (FSNMS) developed, endorsed (by the Agriculture Sector Working Completion Measurement Group) and displayed on MINAGRI dashboard. The FSNMS has been developed. The FSNMS study for 2020 was interrupted by NISR due to irregular data Comments collection caused by COVID-19. The data collection for 2021 has been completed and will provide nationwide food security data. Action Description Annual financial Audit Action Plan for RAB developed and endorsed by the Audit Committee. Source DLI# Responsibility Timing Timing Value Status 9/15/2021 Page 3 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Technical DLI 9 MINAGRI Recurrent Yearly Completed Annual action plan to address the weaknesses identified in RAB financial audit developed and endorsed by Audit Completion Measurement committee and shared with the World Bank. The annual action plan for FY 2020/2021 is available. The Bank has requested MINAGRI to provide its Comments implementation status. Action Description MINAGRI mainstreams Climate Change into the sector’s planning, budgeting, monitoring and implementation. Source DLI# Responsibility Timing Timing Value Status Technical MINAGRI Due Date 30-Sep-2018 Completed Strategy developed with action plan (including a section on building capacity focal points, new staff, links to relevant Completion Measurement ministries, projects and staff training identified) approved by the Agriculture Sector Working Group. The strategy was prepared. The World Bank has requested MINAGRI to provide an implementation status of the Comments action plan. Action Description Stakeholders, beneficiaries using Grievance System and MINAGRI responding appropriately. Source DLI# Responsibility Timing Timing Value Status Technical MINAGRI Recurrent Quarterly Completed Completion Measurement Report provides a summary of grievances received by MINAGRI and the response provided annually by June 30. Comments Reports for Q1, 2 and 3 are available and have been shared with the Bank. Action Description Public Expenditure Review Source DLI# Responsibility Timing Timing Value Status Technical MINECOFIN Due Date 15-Jan-2020 In Progress Completion Measurement A report providing detailed analysis of sector spending among all key stakeholders. Comments The Bank has shared the final report with MINAGRI for approval. 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 In Progress Annual report on the quality of information systems, key challenges and action plan to be provided annually by June Completion Measurement 30th. 9/15/2021 Page 4 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) There are regular meetings between MINAGRI, MYICT and RISA. MINAGRI has shared the minutes with the Bank. Comments The 2020\2021 report on the quality of information systems, key challenges and action plan has not yet been shared with the Bank. Action Description Systems for tracking the quality of coordination designed and operational. Source DLI# Responsibility Timing Timing Value Status Technical DLI 1 MINAGRI Recurrent Quarterly Completed Completion Measurement Methodology agreed, action approved, and implementation plan agreed. An online satisfaction survey is conducted on a quarterly basis. The last survey was conducted in February 2021 and MINAGRI has shared the report with the Bank. 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 Measurement Medium Term Expenditure Framework review completed. 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 Measurement Increase in trained staff at the national and district levels. Planned training for year 2 was postponed due to COVID-19. A consultant on Environmental and Socio-safeguards Comments has been recruited and has prepared a training plan. Training will be conducted once conditions on the ground allow. 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 Completed Systems The checklist should follow the criteria for ineligible infrastructure for financing under PforR Program, presented in the Completion Measurement ESSA 9/15/2021 Page 5 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Completed in 10\31\2019 and included in the Private Sector Leveraging Strategy. However, full use of the checklist is Comments still a challenge. MINAGRI has been requested to follow up and ensure compliance with all the applicable E&S requirements. 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 Environmental and Social DLI 2 MINAGRI Due Date 30-Jun-2019 Completed Systems Mechanism for selection of private sector entities with sufficient capacity for diligent environmental and social Completion Measurement management. Increased capacity of other private sector entities participating in the implementation of the PforR Program. The mechanism is included in the PSLS. However, its full use is still a challenge. A request for MINAGRI to provide Comments evidence of existence of ESMS for participating entities by 03/30/21 has not yet been met. 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 Completed Systems Design model for PPP investments that reduces potential negative environmental and social risks and continues good Completion Measurement practices established by the districts under MINAGRI publicly financed projects. Comments Completed in October 31, 2019 as part of the Private Sector Leveraging Strategy. 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 Completed Systems Establish a legal requirement to comply with established sectoral and environmental and social risk management Completion Measurement practices. Comments Completed in October 31, 2019 as part of the Private Sector Leveraging Strategy. 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 Delayed Systems General 9/15/2021 Page 6 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Assess effectiveness of the private sector screening to establish the quality and application of the environmental and Completion Measurement social system of the participating private sector entities. The assessment has not yet begun. MINAGRI has completed hiring of a consultant on Environmental and Socio- Comments safeguards to conduct the assessment. Action Description Procurement Action Plan developed to address procurement risks. Source DLI# Responsibility Timing Timing Value Status Fiduciary Systems MINAGRI and RAB Due Date 30-Sep-2018 In Progress Procurement action plan addresses: exclusion of Bank debarred firms, negotiating on bid prices, delays in contract Completion Measurement award, incomplete Program procurement records, and use of inappropriate selection methods. Three actions were recommended. 1 of 3 additional recommendations to strengthen completion measurement actions proposed by the Bank in several Comments previous missions has been completed. MINAGRI needs to address the remaining 2 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 Measurement Consolidated program resettlement and expropriation completion report Not yet applicable. A report is 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 Moderate Moderate Sector Strategies and Policies Moderate Moderate Moderate Technical Design of Project or Program Substantial Substantial Substantial Institutional Capacity for Implementation and Substantial Substantial Substantial Sustainability Fiduciary Substantial Substantial Substantial Environment and Social Substantial Substantial Substantial Stakeholders Moderate Moderate Moderate 9/15/2021 Page 7 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Other -- -- -- Overall Substantial Substantial Substantial Results PDO Indicators by Objectives / Outcomes To promote the commercialization of agriculture value chains in Rwanda. IN01021121 ►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 25-Nov-2020 21-May-2021 31-Dec-2021 The Organizational Development (OD) Plan was prepared and approved by cabinet. Its objective is to improve the MINAGRI's capacity to handle its internal and external functioning and relationships. It defines the change objectives, interventions, intended results, process milestones, a performance measurement framework with measures of success (i.e., indicators). These indicators are to be regularly monitored and evaluated, and eventually combined into a ‘composite performance score’* measuring progress towards Comments achieving the organizational development goals as established in the OD. 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. MINAGRI has recently (end August 2021) provided the comprehensive performance report for achieving the OD Plan's established milestones and the indicator will be updated shortly. IN01021122 MINAGRI (Percentage, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 70.00 IN01021123 RAB (Percentage, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 70.00 IN01021124 ►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 25-Nov-2020 21-May-2021 31-Dec-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. This indicator is based on the scores for seed, fertilizer, and markets as published in 2017 (based on information current as of June 30, 2016). However, following the 2017 publication, the EBA team adjusted the methodology for data selection and scoring, making scores no longer directly comparable over time. The 9/15/2021 Page 8 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Program Mid-term Review held in March 2020, concluded that the original scoring methodology would no longer be appropriate to calculate indicators for Program results tracking. To ensure consistency across the program timeframe, and upon consultation with MINAGRI, the EBA team proposed an adapted methodology tailored for Rwanda, based on a standard subset of data points, to retrofit the baseline values, re-assess the program targets and track program results over time. This adapted methodology entailed the need to update the data to track program results through June 30, 2020 (Year 2), and to collect any missing data that were not captured by earlier EBA reports for results through June 30, 2018 (Year 1). It was also agreed that an additional round of data collection will be required before project end (December 31, 2021) to determine program results against the end-targets. The Bank and MINAGRI have agreed the official adjustment of the methodology and targets will be an element of the program restructuring that is expected to be completed by September 2021. IN01021125 Seed (Number, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 20.20 24.20 0.00 32.00 IN01021126 Fertilizer (Number, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 52.60 53.00 0.00 56.00 IN01021127 Markets (Number, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 49.30 50.00 0.00 53.00 IN01021128 ►Private investment in agriculture value chain services (US$) (Amount(USD), Custom) Baseline Actual (Previous) Actual (Current) End Target Value 101.50 101.50 266.00 200.00 Date 29-Jun-2018 25-Nov-2020 21-May-2021 31-Dec-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 Rwandan Development Board facilitates and enables private sector investment in agriculture by providing Comments 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). RDB data on investment aggregated for FY 2020/21 has not yet been released. Intermediate Results Indicators by Results Areas Policy and Organizational Reform IN01021129 ►Organizational Development plan successfully prepared and implementation on track. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target 9/15/2021 Page 9 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Year 1: The Organizational Review was completed. Year 1: The Organizational Review Year 2: An was completed. Organizational Development Plan was Year 2: An prepared and approved. Organizational The upgrade of the HR Upgrade of HR Value None Development Plan was management function management function prepared and the has been completed. completed upgrade of the HR Ernst & Young has management function been hired to prepare has been completed. the performance report on the HR Management function. An inception report is available. Date 29-Jun-2018 25-Nov-2020 21-May-2021 31-Dec-2021 Comments IN01021133 ►Improved analytical and policy reform competencies demonstrated. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target Implementation of the Implementation of the PSLS is ongoing. PSLS is ongoing. MINAGRI's 2019/2020 MINAGRI's 2019/2020 Annual Report on Annual Report on Public- Public-Private Agricultural input Private Investment in Investment in subsidy schemes Agriculture has been Agriculture has been reviewed, alternative published. Agricultural Value NA published. Preparation models for increasing input subsidy schemes of an Agricultural Input efficiency assessed, have been reviewed and Subsidy Review and reforms agreed and alternative models for Reform package is implemented increasing efficiency underway. An inception have been assessed. report is available. Date 31-May-2018 25-Nov-2020 21-May-2021 31-Dec-2021 Comments 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) A Private Sector Leveraging Strategy has been prepared. The strategy with implementation plan lays out how MINAGRI will crowd 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 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 9/15/2021 Page 10 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) 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. IN01021136 ►Digital information platforms designed and operational. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target Development of a common data warehouse (CDWH) platform is ongoing but remains behind schedule. An Extract Transform and Load (ETL) pipeline to pull data from the Land The Livestock Information System into registration application the CDWH has been (holding cow data with successfully national coverage) will implemented and land be interfaced with MIS, dataset is currently ALIS I and II, Farmer available. However, registration application there are no user in the common data requirements for warehouse platform business intelligence Development of a reports and the data Sector Performance Value NA common data warehouse quality is still an issue Dash Board is in place platform is ongoing. due to a lack of and publicly accessible metadata. online, whereby it provides reports on A livestock registration national agricultural application to house macro indicators, national cattle data has national Indicator of been developed and Food Security and available livestock PSTA 4 results dataset has been pulled indicators into the CDWH. However the data quality is poor. Countrywide cattle data collection is ongoing. The project team with TA from the Bank is working to resolve the data quality issues. Date 29-Jun-2018 25-Nov-2020 21-May-2021 31-Dec-2021 Comments 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 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); 9/15/2021 Page 11 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) • 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). IN01021140 ►Mechanism to strengthen Agriculture Public-Private Dialogues and Agriculture Value Chain Platforms designed and implemented. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target Year 1 and 2 deliverables have been met. Two agriculture Public-Private Dialogues have been conducted. Six VCPs have been established (Potato, Horticulture, Coffee, Tea, Maize, and Onion), have operating plans, are functional and are reported to be yielding satisfactory Year 1 and 2 deliverables results. In year 3, two - Agriculture Public- new PPDs included (i) Private Dialogues (Ag. one that was carried out PPD) and Value Chain in Western Province (VC) Platforms have and focused among been designed and are Additional 2 others on identifying being implemented. A Agriculture PPDs held policy gaps and other format to improve the VC challenges hindering platforms bi-annual Agriculture VC the development of the reporting was agreed on. platforms are fully agribusiness sector in Value NA The format is designed to functional and yielded the Province, and (ii) a provide details on the evidence of second one that was quality of implementation satisfactory results (as carried out at the of the agriculture PPDs per M&E of operating national level and and alignment with the plan discussed key priorities Agri-PPD strategy; and issues to consider budget allocation for during the 2021/2022 VCPs and Agri-PPDs per fiscal year. activity, phase and The monitoring and funding sources (public & evaluation of the VCPs private sources). operating plans and the satisfaction survey results provided evidence that the six VCPs (maize, coffee, horticulture, tea, onion and potato) already established are fully functional and have yielded satisfactory results. Date 29-Jun-2018 25-Nov-2020 01-Jul-2021 31-Dec-2021 Comments 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 9/15/2021 Page 12 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) 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 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. IN01021143 Improvement in functional performance of interagency coordination mechanisms. (Text, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Stakeholder Perception Stakeholder Perception surveys of the ASWG, surveys of the ASWG, Value none >20% JSR, and Joint Imihigos JSR, and Joint Imihigos have been conducted. have been conducted. Enabling Agric Commercialization IN01021130 ►Share of small scale farmers using improved seeds. (Percentage, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 18.00 25.00 36.00 30.00 Date 29-Jun-2018 25-Nov-2020 21-May-2021 31-Dec-2021 This indicator refers to the definition being used, and the data reported by NISR in their regular Seasonal Agricultural Surveys. Comments IN01021134 ►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 1,260.00 1,740.00 2,940.00 Date 02-Apr-2018 25-Nov-2020 21-May-2021 31-Dec-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 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 Comments 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, 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, 9/15/2021 Page 13 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) 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. IN01021137 ►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 0.00 745.00 622.00 3,055.00 Date 02-Apr-2018 25-Nov-2020 21-May-2021 31-Dec-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. IN01021141 ►Volume of private sector investment (in US$) matching public financing in PPP infrastructure projects. (Amount(USD), Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 4,000,000.00 3,150,000.00 11,150,000.00 Date 29-Jun-2018 25-Nov-2020 21-May-2021 31-Dec-2021 Private sector investment refers to the capital or development investment by private firms into the agricultural and food value chain. The basis for establishing the ‘volume’ of a private sector investment’ is the PPP agreement signed between the private firm and the government and brokered through a competitive financing program (established as per the Private Investment Strategy launched by MINAGRI). Comments The unit of measurement is US$. 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. The previous value is an error and has been corrected as reflected in the current value. Delivery of Improved Agric Value Chain Services. IN01021131 ►Number of different models of service delivery contracts signed and pilot under implementation. (Number, Custom) 9/15/2021 Page 14 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 3.00 0.00 5.00 Date 29-Jun-2018 25-Nov-2020 21-May-2021 31-Dec-2021 Comments IN01021135 ►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 3.00 14,000.00 14,000.00 Date 29-Jun-2018 25-Nov-2020 21-May-2021 31-Dec-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). IN01021138 ►Number of new farm households participating in outgrower schemes has increased. (Number, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 6,000.00 10,000.00 10,000.00 Date 29-Jun-2018 25-Nov-2020 21-May-2021 31-Dec-2021 Comments IN01021142 ►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 25-Nov-2020 21-May-2021 31-Dec-2021 Comments The Productive Alliance approach involves three core agents: (i) a group of smallholder producers; (ii) one 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 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 9/15/2021 Page 15 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) 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 IN01021144 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 IN01021145 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 IN01021146 ►Business leader’s perceptions about agricultural investment climate in Rwanda. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target Pending. The COVID-19 pandemic delayed the survey. MINAGRI will The survey has been work with PSF to reach completed. The World Agro-Investors and Bank is waiting for the Value NA >15% explore alternative associated report from surveying methods. The MINAGRI. World Bank will provide assistance as needed. Date 28-Jun-2019 25-Nov-2020 21-May-2021 31-Dec-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 IN01021132 ►Reform of RAB. (Text, Custom) Baseline Actual (Previous) Actual (Current) End Target The year 1 deliverable was met. The year 1 deliverable Implementation of the was met. Implementation RAB reforms is of the RAB reforms is ongoing. RAB ongoing. RAB Management has not Management has not yet yet shared a monitoring Unqualified audit shared a monitoring Value NA report of the opinion on financial report of the implementation status statement of RAB implementation status of of the OAG audit the OAG audit recommendations. The recommendations. The year 2 deliverable has year 2 deliverable has not yet been met; the not yet been met. actual deviation was -22 percent. 9/15/2021 Page 16 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) Date 22-Apr-2019 25-Nov-2020 21-May-2021 31-Dec-2021 RAB is in the middle of an institutional change process involving substantial governance and structural reforms. 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 planning, budgeting and Comments 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. IN01021139 ►Annual increase of earmarked transfers from MINAGRI to local government. (Percentage, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 4.00 0.00 5.00 Date 29-Jun-2018 25-Nov-2020 21-May-2021 31-Dec-2021 Percentages of agriculture earmarked transfer in the total district expenditures. Comments 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 MINAGRI and the OAG have provided confirmation and evidence that the year 1 DLI-1 target (completion of organizational review and official management response letter) and year The DLI targets for years 2 DLI deliverable 1 and 2 have been met. Upgrade of HR Value NA (preparation of an Activities to meet the year management Organizational 3 target are ongoing. function completed Development Plan signed by MINAGRI) have been met as evidenced by MINAGRI's OD plan report, and the verification report prepared by the Office of Auditor General. Date -- 25-Nov-2020 21-May-2021 -- Comments ►DLI 2 Improved analytical and policy reform competencies demonstrated. (Output, 17,888,889.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 9/15/2021 Page 17 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) MINAGRI and OAG have confirmed and provided evidence that the years 1 and 2 targets have been Agricultural input met. The Annual Report subsidy schemes on public-private The DLI targets for years reviewed, alternative investments in agriculture 1 and 2 have been met. models for Value NA was prepared by Activities to meet the year increasing efficiency MINAGRI and published 3 target are ongoing. assessed, reforms on its website. This was agreed and also evidenced by the implemented verification report prepared by the Office of Auditor General. Date -- 25-Nov-2020 21-May-2021 -- Work to meet the year 3 target is ongoing. Comments ►DLI 3 Digital information platforms designed and operational. (Output, 15,888,889.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 The Livestock registration MINAGRI and the OAG application (holding have confirmed that the cow data with year 1 target national coverage) was achieved as will be interfaced evidenced by the with MIS, ALIS I and MINAGRI DLI report and II, Farmer the verification report registration prepared by the Office of The year 1 target application in the the Auditor General. was achieved. Activities to common data Activities to meet the meet the DLI targets for warehouse platform Value None year 2 and 3 targets are years 2 and 3 are behind in progress, i.e. Farmer schedule but underway Sector Performance registration is ongoing with ongoing World Bank Dash Board is in and a livestock technical assistance. place and publicly registration prototype is accessible online, in the design phase. whereby it provides MINAGRI has requested reports on national World Bank technical agricultural macro assistance to complete indicators, national the deliverables and Indicator of Food remaining tasks. Security and PSTA4 results indicators Date -- 25-Nov-2020 21-May-2021 -- Comments ►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 Value NA MINAGRI has confirmed The DLI targets for years Additional 2 that the years 1 and 2 1, 2 and 3 have been met. Agriculture PPDs DLI targets have been held met. The Borrower has 9/15/2021 Page 18 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) organized 2 national Agriculture VC agriculture public private platforms are fully dialogues and functional and established 3 agriculture yielded evidence of value chain platforms; as satisfactory results evidenced by the (as per M&E of MINAGRI DLI report and operating plan) the verification report prepared by the Office of the Auditor General. Date -- 25-Nov-2020 21-May-2021 -- Comments ►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 1,807.00 1,740.00 1,680.00 Date -- 25-Nov-2020 21-May-2021 -- There was no DLI target for year 1. The year 2 target was met. The task team confirmed that new irrigation areas of 1,260 ha are managed under PPPs, as evidenced by the DLI report prepared by MINAGRI, and the Comments verification report prepared by the Office of Auditor General. ►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 0.00 745.00 622.00 2,310.00 Date -- 25-Nov-2020 21-May-2021 -- There were no targets for year 1. The year 2 target was met. Work to meet the year 3 target is ongoing. Comments ►DLI 7 Volume of private sector investment (in US$) matching public financing in PPP infrastructure project. (Output, 27,888,888.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 The task team has confirmed that MINAGRI has provided evidence of new infrastructure projects under PPPs with The year 2 DLI target has private investments been met. Activities to 7.15 million US$ or Value NA equivalent to US$ meet the year 3 target are more 3,152,119, as also ongoing. evidenced by the verification report prepared by the Office of Auditor General. Date -- 25-Nov-2020 21-May-2021 -- 9/15/2021 Page 19 of 20 The World Bank Implementation Status & Results Report Transformation of Agriculture Sector Program 4 Phase 2 (P161876) There were no year 1 targets. The year 2 target was partially met. Work towards achieving the year 3 target is Comments underway. ►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 The year 2 and 3 targets were met and all allocated MINAGRI has provided funds fully disbursed in the evidence that 8,000 farm Number of farm first and second years as households benefited households reached follows: (i) Year 1 - ‘6000 from private advisory by private advisory of farm households services through non out- services (non- reached by private grower schemes, and outgrower schemes) advisory services (non-out 10,000 farm households has increased: 8000 Value NA grower scheme); (ii) Year benefited from private Number of new farm 2 - ‘8000 of additional farm advisory services through households households reached by out-grower schemes as participating in private advisory services also evidenced by the outgrower schemes (non-outgrower-schemes’, verification report has increased: and ‘10,000 of new farm prepared by the Office of 10,000 households participating in the Auditor General. outgrower schemes has increased’. Date -- 25-Nov-2020 21-May-2021 -- There were no targets for year 1. The years 2 and 3 targets have been achieved. Comments ►DLI 9 Reform of RAB. (Output, 16,888,890.00, 0%) Baseline Actual (Previous) Actual (Current) 2020/2021 MINAGRI provided evidence that the year 1 target was met (preparation of an The year 1 target was Unqualified audit Implementation Plan for Value None met. The year 2 DLI target opinion on financial RAB Restructuring) was has not yet been met. statement of RAB approved by Cabinet and RAB Board. The year 2 DLI target has not yet been met. Date -- 25-Nov-2020 21-May-2021 -- The year 1 target has been met. The year 2 target has not yet been met. There is strong likelihood of year 2 Comments and 3 targets not being met. 9/15/2021 Page 20 of 20