Ethiopia Rural Capacity Building Project Aide Memoire January 31, 2010 to February 28, 2011

AIDE MEMOIRE 8th Implementation Support Mission for the Ethiopia Rural Capacity Building Project (IDA 42010; TF90085) January 31, 2010 to February 28, 2011

INTRODUCTION: A joint World Bank/CIDA review and implementation support mission of the Ethiopia Rural Capacity Building Project (RCBP) took place from January 31, 2011 to February 28, 2011. 1 The mission conducted field visits in Hareri, Oromiya and Tigrai Regions, the Dire Dawa Administration and the Metema Quarantine Station construction site. The Mission started with a launch session on January 31, 2010 during which it held discussions with the Federal Project Management Unit (PMU), implementing agencies and Regional project coordinators. A wrap up meeting was held with Ato Wondirad Mandefro, State Minister, Ministry of Agriculture (MoA), and Dr. Solomon Assefa, Director General, Ethiopian Institute of Agricultural Research (EIAR). The Mission would like to thank Government of Ethiopia (GoE) counterparts for the cooperation in planning and organizing the Mission and fruitful discussions. This Aide-Memoire summarizes the Mission’s findings and agreements reached, which are subject to endorsement by the Bank management.

CONTEXT: The (formally revised) development objective of the Project (PDO) is to assist the Ethiopian Government to strengthen agricultural services and systems and make them more responsive to clients' needs. The PDO is to be achieved by (a) strengthening and reorienting agricultural technical and vocational training by making ATVET colleges more responsive to the changing needs, (b) improving the effectiveness of the agricultural extension service, (c) enhancing the capacity of research institutions to generate appropriate agricultural technologies; and, (d) strengthening agricultural markets through the efficient functioning of a commodity exchange and improvements in sanitary and phyto-sanitary standards to enhance export of livestock.

Implementation progress, while slow at the start of the Project, has picked up significantly in recent years and overall progress towards the PDO is believed to be more or less on track. Nevertheless, previous missions have found that implementation is uneven across components. For example support to ATVET colleges, capacity-building of Farmer Training Centers (FTCs), short-term training of Development Agents (DAs) and implementation of Farmer Innovation Funds (FIFs) has been limited and/or delayed. The task team has also noted that budget allocations to some components may be insufficient to allow planned activities to be implemented in full. Therefore, in addition to reviewing implementation performance and assessing progress towards the PDO, the Mission worked very closely with the PMU to review the budget and identify any financing gaps. Previous missions also emphasized that measurement of achievements is inadequate. Another objective of the Mission was therefore to consolidate available information on the Project’s results and to agree with the PMU on concrete next steps for regular and proper measurement of its achievements.

KEY FINDINGS: Implementation progress over the last six months is mixed. Disbursement continues to be high relative to earlier years), particularly on Components 2 and 3 (Strengthening Agricultural Extension Services and Enhancing Institutional Capacity of the Agricultural Research System) which constitute the bulk of the Project but other Components are delayed, some seriously. Furthermore, some key weaknesses are observed in financial management and procurement; and, land for the construction of a Livestock

1 The team included Laketch Mikael, Team Leader (AFTAR), Elise Rafuse, Co-Team Leader (CIDA), Mary Breen (CIDA) focusing on Component 1, support to ATVETs, Jonathan Cook (FAO/CP) focusing on Component 2, support to Extension, Ashok Seth and Teklu Tesfaye, (AFTAR) and Stephan Paquette (CIDA) focusing on Component 3, support to the National Agricultural Research System, and Esayas Nigatu, (AFTAR) focusing on Component 4, Support to Markets. Ingrid Mollard, Consultant (AFTAR), Asferachew Abate, Environment Specialist (AFTEN), Ephrem Melaku, Consultant (AFTFM), Shimelis Woldehawariat, Procurement Specialist (AFTPC), assessed arrangements for monitoring and evaluation, compliance with safeguard policies, financial management and procurement. Seblewongel Deneke, reviewed integration of gender issues in project implementation.

1 | P a g e Quarantine Station at Metema has been acquired without a Resettlement Action Plan. Overall implementation progress is rated as Moderately Satisfactory.

Assessment of Implementation Performance by Project Component: The Mission’s assessment of implementation progress under each component is summarized as follows (see Annex 5 for further details):

Component 1 Support to ATVETs: Overall implementation progress on the ATVET component continues to be slow with significant outstanding funds still to be utilized. However, the Institutional Strengthening Grant (ISG) sub-component is near completion (although the intended purpose of one out of four grants– to , Bekoji ATVET is not met); and, preparatory work to move quickly on the Development Innovation Grant (DIG) sub-component has been completed. Implementation of the DIG sub-component had been stalled pending MoFED approval of the purchase of vehicles which has now been granted. Two colleges; Agarfa and Ardaita are implementing DIG proposals. Both colleges have modified their proposals to reflect better their strategic plans that have been developed along the lines of the ATVET National Strategic Plan. The National Strategic Plan, itself developed with the assistance of the Project, has been finally approved but Occupational Standards (OS) have not been finalized as the Ministry of Education has sought to consolidate and harmonize existing standards. Neither has any work to popularize the strategy been undertaken. The Mission was, however, pleased to note that curriculum and training, teaching and learning materials (TTLM) have been developed for a gender course and these are being mainstreamed to all TVETs. Model curricula and TTLM on other courses will to be developed once the OS are finalized. It is expected that OS, model curricula, TTLM and assessment tools will be finalized over the coming seven months in time for the next academic year.

Component 2 Strengthening Agricultural Extension Services: There is continued good progress on the Agricultural Extension component. Long-term training is on track according to the Project’s Action Plan and some activities that were observed to have slow progress in previous missions such as capacity- building of FTCs and short-term training of DAs appear to have picked up although in some regions (e.g., Oromiya, Gambella and Somali Regional States) short term training has been pushed to the end of the 3rd quarter of EFY 2003 due to other government priorities for the Woreda Offices of Agriculture (WoAs) as well as for DAs. Most planned activities under the component are expected to complete on time.2

A few weaknesses in implementation were observed that can be quickly addressed given proper attention: (a) Agriculture and Rural Development Partners Linkage Advisory Council (ARDPLAC) meetings have often been postponed due to other priorities and have therefore not provided the required support to the FREG program that has tended to continue its regular activities without considering longer term sustainability issues; (b) new FIF groups have been formed as per the recommendation of the last Mission but often with insufficient regard for the guidelines;3 and (c) key studies such as on DA responsibilities, ARDPLAC performance and cost/benefit analysis of FREGs have not yet been initiated. The Mission found that there is a tendency to mix project implementation with regular delivery of services whereas its focus should be on capacity building or the introduction of innovative approaches –and recommends that greater attention be given to maintaining this approach. For example, while funding for some ‘up-scaling’ of FIF and FREG best practices’ has been approved under the Project’s Action Plan, the Mission recommends that

2 With the notable exception of long term training as many students are not expected to complete their studies by close of project. This issue was raised during the last implementation support mission and agreement reached that the Bank would fund tuition fees upon an undertaking by the GoE on the follow up of students and submission to the Bank of academic records as well as payment of complementary costs.

3 FIFs visited by the Mission were either inappropriately established without adequate community level consultations or review of proposals, or were overly influenced by the extension system

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this should focus on documenting best practices and production of related extension materials. Similarly, the mission recommends greater delineation between FREG activities, FIFs, field trials and FTC demonstrations. Towards this end, a checklist for FIF implementation and examples of FREG strengthening activities are provided in Annex 5. Experience sharing visits are now largely confined to inter community/inter-woreda visits and the Mission emphasizes that the numbers involved should not exceed the level approved in the work plan. The Mission also recommends that a study to assess the effectiveness of short term training be carried out. CIDA is considering financing this study separately.

Component 3 Enhancing Institutional Capacity of the Agricultural Research System: With over 65% of the total Project plan implemented and a considerable part of the remaining activities well advanced in terms of planning and procurement process, the implementation progress on the Research component is on track. The steps planned during last Mission to make the National Agricultural Research Coordination Council (NARCC) and its Secretariat (Coordination Office) operational are being implemented. Significant progress has been made in validating/adapting technologies acquired from overseas under technology short-cut window and some have been released for use by farmers. Overseas and local PhD and MSc training of research scientists and other staff is progressing well, but as in the case of long term training under Component 2, many students would not have finished their courses before the RCBP completion. A large part of the physical capacity building plan for both the federal and regional research centers has been implemented. Activities related to gender mainstreaming, including action research are on track. Implementation of sub-projects under the National and Regional Agriculture Research Funds (NARF and RARF) windows are well underway. However, the Mission was informed that due to late start, approved research projects would not be finished before the RCBP completion date of October 2011. This is a concern as the Project will not be able to fund the proposals beyond the completion date of the Project and alternative sources of funding will have to be obtained. The Mission furthermore notes that there has been no progress made in developing a strategy for institutionalizing the NARF and RARF program, which would have identified alternative sources of funding. Developing this strategy has now assumed added urgency.

With the exception of the NARF and RARF program and long-term training, the Component is expected to complete all activities by close of Project. However, because of unplanned expenditures related to duty payments on imported goods and domestic inflation, a cost-overrun is expected.

Component 4 Improving Information Communication Systems (ICS): Establishing local area networks (LAN) for linking different departments within the WoAs and their connectivity with the WoredaNet is progressing slowly with only the Amhara Region having establishing the LAN system within its Project woredas and in the process of securing connectivity with WoredaNet. In some cases, sufficient computers have not been provided to woredas to establish a meaningful system (this has occurred because the number of Project woredas has increased from 127 to 145). The Mission is concerned about continued delays in implementing this relatively small Component. For the project to be able to assess the usefulness of connectivity at the woreda level, it is important that this work be completed urgently. The Mission thus suggests that Regions where additional computers should be procured update their procurement plans as quickly as possible and renew their efforts to complete connection to the WoredaNet by the end of the third quarter of the current fiscal year.

Component 5: Development of Agricultural Market Institutions: While there has been some progress over the last six months in terms of support to agricultural marketing institutions, implementation difficulties remain. Under the sub-component in support of the Ethiopia Commodity Exchange (ECX), due to significant cost over- runs, there are insufficient resources available from the Project to implement all planned activities to provide adequate information technology solution for more effective operation of the ECX. It is expected therefore that RCBP support will be partial and that the Exchange itself will raise the necessary resources to complete the envisage investments. Under the Sanitary and Phyto-sanitary sub-component, the Project intends to support the

3 | P a g e construction and equipping of two quarantine stations one at Metema and the other at Humera to facilitate the trade in livestock. Yet, the civil works contract for the Humera Station is still under bidding process and construction is not expected to not start before June, 2011. With regard to construction of the Metema Station, while construction is underway, this has been carried out without agreement on compensations for resettling 12 households from the construction site, which may require suspending construction if a resolution is not reached soon. Furthermore, some structures that are indicated in the design of the Station are not included in the construction plan by the contractor (as they are missing from the bill of quantities) and need to be adjusted for. Also the design did not include water and electricity supply and although there is agreement to construct a deep bore hole and to install electricity, no practical measures have been taken towards this. Given these outstanding issues, the Mission feels that there is a high risk that all the construction activities will not be completed before the end of the Project –requiring very close follow up from the PMU and the Animal and Plant Health Regulatory Directorate (APHRD) of the MoA. Other activities under this sub-component are progressing well.

Project Management, Monitoring and Evaluation (M&E): The Mission observed weaknesses in the follow-up of RCBP implementation on the ground as well as the quality and timeliness of reporting on financial performance, procurement and implementation. The Project has suffered from high turn-over in the Federal PMU and currently the position of Extension Specialist is open. Furthermore, PMU staff appear to be over-burdened by additional duties on the East Africa Productivity Project (EAPP). In particular, the Mission feels that insufficient time is being spent in the field by both federal and regional project teams and implementation bottlenecks are therefore not quickly resolved. The Mission emphasizes that, as the Project approaches its closing date, there is no room for slippage and the project staff need to give greater attention to ensuring timely completion of project activities and quick accounting of expenditures. The Mission also notes that as the Project approaches its closing date, greater effort needs to be made to retaining Project staff, who would naturally be looking for more longer- term employment. Yet there is no progress made to revisit remuneration packages of Regional project staff.

The Mission notes with concern that M&E arrangements under the Project remain weak. The M&E system in place does not provide the PMU with timely, regular or reliable data to support effective oversight of the project’s activities and progress. It is also an impediment to sound WB/CIDA supervision. The implementation progress report essential to assess activities and progress was not ready by the time of the mission. Neither does the M&E system provide adequate information for regularly updating the results framework (RF) which is critical to assess the project’s progress towards it objective. The Mission worked with the PMU M&E specialist to update the RF and would like to recognize the effort. Nevertheless, the RF could not be fully updated, especially at the PDO and outcome levels. Contributing to this are (a) limitations in reporting from Regions and implementing agencies; (b) a poor MTR impact assessment report;4 and, (c) limited progress in documenting lessons learnt and best practices. With just eight months remaining before Project end, the focus of M&E activities should increasingly be on measuring the Project’s achievements and documenting lessons learnt. The Mission is encouraged that the procurement process for the recruitment of a firm to evaluate project impact is underway. An approach to impact evaluation is provided in Annex 10. CIDA is considering to support this effort by working with the PMU to document lessons learnt from the Project including the experience with integrating gender concerns and factors influencing performance of FTCs.

Assessment of Fiduciary Issues and Compliance with Safeguards Policies Financial Management: Although, the Mission finds that, overall, the Project’s financial system provides reasonable assurance that IDA loan proceeds and CIDA TF are being used for their intended purposes; it has identified some key areas of concern (discussed in detail in Annex 6). The Mission emphasizes that the Ministry of Agriculture (MoA) and the PMU must take prompt action on these weaknesses to ensure orderly closing of the project in October 2011. Given this urgency and the serious nature of the issues, the mission concludes that financial management is moderately unsatisfactory.

4 A World Bank team is reviewing the raw data of the MTR survey to ascertain if additional information can be extracted.

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. Weak budget control and monitoring: The mission noted several inconsistencies in the budget preparation process. Meaningful budget variance statements were not prepared for mid course corrections. . Accounting: The Project’s revised Financial Procedures Manual is still in draft form and has not yet been approved and put in to use. As such the project is not in compliance with the agreements laid out in the Project Implementation Manual. . Inadequate SOE submission from Regions and implementing agencies: As of January 7, 2011, there was a Birr 70.4 million advance, of which Birr 33.5 million has been outstanding for more than three months. SOE submission by many implementing agencies is inadequate and needs to be accelerated to ensure that the project does not face liquidity problems when the Banks starts partial recovery of the advance to the special account as the project approaches its completion date. . Weak internal controls: several internal control weaknesses in areas of bank reconciliation, cash count, property management, segregation of duties, and maintaining separate bank accounts, were identified during the mission. Furthermore, the internal audit function has been ineffective in all implementing agencies. . Weak reporting: A review of the Project’s reporting identifies several inconsistencies and inaccuracies in IFRs and inadequate explanation of financial performance. Implementing agencies submit delayed reports to the PMU affecting the accuracy and completeness of IFRs submitted to the Bank. . Ineligible expenditures: The mission noted ineligible expenditure of Birr 75,091.02 (Debreziet Agricultural Research Center Birr 19,878.16, Holeta Agricultural Research Center Birr 55,212.86) – the total amount of which needs to be reimbursed to the Bank by March 31, 2011. The mission also noted expenditures of Haramaya University include unutilized cash balance of Birr 222,835.42, which the PMU should substantiate by adequate supporting documents by March 31, 2011 or reimburse the balance to the Bank. Furthermore, the Mission also identified potential ineligible expenditure paid to civil servants who are working on RCBP and recommends that the PMU submit to the Bank all supporting documents related to such payments, quantify the total amounts, and in accordance with the Bank policy, reimburse any payments made in the form of allowances.

Procurement: During the period of May and June 2010 a team of national procurement consultants was hired by the Bank to carry out Post Procurement Review (PPR) of projects under the Ethiopian portfolio, including the RCBP. This review has observed several weaknesses in the procurement process in implementing agencies of the Project. These observed problems are by and large the result of lack of procurement capacity in most of the implementing agencies. However, it should also be noted that there have been irregularities in the evaluation process which are observed during the PPR mission that have to be rectified by all concerned bodies. Another problem that the PPR identifies is lack of proper documentation of the procurement processes. The Bank shall further discuss the PPR report with Government and shall recommend the necessary mitigation measures in accordance with a proper action plan to be agreed between the Bank and Government. Overall, the procurement performance of the project was rated as marginally unsatisfactory.

Safeguards: RCBP triggers OP/BP 4.01 and OP/BP 4.12 on environmental impact and involuntary resettlement. Compliance with OP 4.12 is unsatisfactory. The Resettlement Policy Framework agreed with the Bank requires that where a small number of land users are affected, there is a need to develop an Abbreviated Resettlement Action Plan (RAP) for Bank’s review and clearance and that this be implemented prior to any construction activity. Nevertheless, civil works supported by the Project have been initiated in Metema without a RAP whereby 12 households have been involuntarily resettled. On OP/BP 4.01, the Mission found that the Project has some positive contributions to sustainable environmental management; e.g., FTC demonstration sites supported by the Project were instrumental to demonstrate sustainable agricultural practices such as zero grazing, compost making, water harvesting and efficient irrigation systems. Additionally. much of the short term training for subject matter specialists and DAs have direct contributions to sustainable management of natural resources and the environment. Nevertheless, the Mission found that adherence to the Environmental and Social Management Framework (ESMF) agreed

5 | P a g e with the Bank was not systematic – project implementers were aware of the ESMF checklist but its use in mainstreaming environmental and social concerns into project activities was minimal. For example, it was observed that irrigation schemes were developed without paying due attention to its impacts on soil quality and human health and pesticides were spread without wearing protective gear. Furthermore, agreed actions from the last implementation support mission have not been carried out. Compliance on OP /BP 4.01 is rated as moderately satisfactory.

Progress towards the PDO: The Mission was unable to measure progress towards the PDO on the basis of its key indicators due to inadequate data and has therefore considered progress on intermediate results component by component. Progress on intermediate results is moderately satisfactory. Under the ATVET component, the project succeeded in helping ATVETs respond to changing needs by promoting the development and implementation of strategic plans in two federal ATVETs: Ardaita and Agarfa and is meeting its target in this area. Nevertheless, the progress can only be measured partially as there is no data available about satisfaction with ATVET services or with alumni services following graduation from ATVETs. Under the extension component, the mission believes that some progress has been accomplished to enhance satisfaction of farmers with DA services, the adoption of new technologies and the application of varied extension methods by DAs. The project support to the research component led to an increase in multi-institutional/multi-disciplinary research projects but there is as yet no improvement in farmer satisfaction with the quality of technologies introduced. Furthermore, there is limited progress with the establishment of a functional NARS coordination system. Under the Market Institutions component, ECX has now celebrated 1 billion USD level of trading and 0 defaults since the start of RCBP – although it is doubtful that this can be attributed to the Project. The project’s support to SPS has not yet registered any results. An updated Results Matrix is provided in Annex 3

AGREEMENTS REACHED 1. Financing gap: Building on the Action Plan agreed by the RCBP Steering Committee in September, 2010, the Mission agreed on remaining activities to be implemented upto the close of the Project on October 31, 2011 and revised the budget. A financing gap of about 615,000 USD has been identified. The budget will be presented to the next RCBP/EAPP Steering Committee for approval. Once the revised budget is approved, the MoA will include this in its budget request for EFY2004. 2. Follow up on implementation and accounting: It was agreed that the Federal PMU staff would spend at least one third of their time in the field and Regional coordinators would spend at least half of their time in the field. Moreover, given that, as the Project approaches its closing date, it is important to ensure that aged advances are retired, the financial specialists at both the federal (at the MPU and within EIAR) and regional levels will spend most of their time in the field helping implementing agencies to complete accounting of expenditures and accelerate the submission of SOEs. 3. M&E The PMU will share final versions of reporting formats and modalities with Regions and implementing agencies. Reporting on EFY03/Q3 will follow these modalities. It will update the Results Framework with additional data by end March, 2011. 4. Issues with construction of a quarantine station at Metema: the Mission agreed that the PMU would develop a RAP as soon as possible. The RAP is to be prepared in direct consultation with the affected farmers by a neutral consultants and not APHRD, as owner of the Metema Quarantine Station.5 By end, April, the RAP will be prepared and cleared by the Bank. In the absence of this all civil works funded by RCBP at the site will be discontinued pending its finalization. APHRD will also ensure that currently missing structures are included in the construction and that a complete and functional quarantine station is constructed as per the original design for the Station plus water supply and electricity.

5 The RAP will follow the guidelines laid out in the RPF, including agreement on the relocation site, verification of the land size and compensation for the loss of crops, and other disturbance allowances, mutually agreed to with the client and the affected people. The RAP will document the consultation process and include the signed verification of land measurements.

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5. Activities ongoing after Project end: Not all project activities will be finalized by the Project completion date; long term training, NARF/RARF research projects, some FREG activities,6 and possibly the Humera Quarantine Station will all remain with outstanding funding requirements. The Mission agreed that the RCBP Steering Committee would present to the Bank, by end of March, 2011, its strategy on how such activities would be completed or sustained after the close of the Project. 6. Financial Management: It was agreed that the PMU, implementing agencies and Regional project teams will implement the action plan to address weaknesses in financial management that has been provided, together with a detailed supervision report, in Annex 6. A consultative meeting will be held at the end of March, 2011 to review progress on this action plan. 7. Procurement: The Bank has engaged an Independent Procurement Review of the Project (IPR) and has completed a Post Procurement Review (PPR) in May and June, 2010. The findings of the IPR and PPR will be discussed with the PMU and MoA counterparts at end of April 2011 and an action plan to address issues will be developed jointly by WB, CIDA and GoE. 8. The Mission has found that there are activities carried out outside the approved Action Plan; e.g, experience sharing in the USA (SPS component) and inauguration of Jinka ARC (Research component) and such expenditures may be deemed ineligible. The Mission agreed that such practices would be discontinued.

KEY PENDING ACTIONS/NEXT STEPS (a more comprehensive list is provided in Annex 2)

Action Description Timeframe Component Responsible Entity/Official Incorporate activities recommended by the Mission into the Action Plan (including studies that will provide lessons from RCBP 1 Mid March All PMU implementation and documentation of success) and submit Action Plan and revised budget for approval by RCBP Steering Committee (a) Reach decision on governance of Bekoji ATVET college (b) Immediate Federal MoA, 2 Undertake preparations to allow resumption of training at the start March to Sept, ATVETs Oromiya BoA of the next academic year 2011 Bekoji ATVET Finalize harmonization of OS early enough to allow for application 3 End March ATVETs MoA/ATVET process in next academic year PMU/Regional project 4 Adopt FIF checklist and distribute urgently to Regions and woredas Immediate Extension teams Pull together guidelines on strengthening of FREGs aimed at institutionalisation/sustainability of FREG groups rather than 5 Immediate Extension PMU continuation of regular activities and at mitigating environmental impacts—to distributed urgently Regions and woredas Develop strategy for institutionalizing NARF/RARF program 6 Immediate Research EIAR and PMU including identification of funding for finalizing on-going projects Develop action plan to transfer scaling up activities to extension End April, 7 service and multiplication and commercialization of locally adapted Research PMU/EIAR 2011 acquired technologies to private sector (including cooperatives) Closely follow up on Humera and Metema civil works contracts to 8 On-going APHRD and PMU ensure timely completion SPS

6 Regarding FREGs, not only is there a need for possible additional funding to certain groups to sustain current initiatives, but support over the remaining RCBP implementation period needs to be re-focused on ensuring sustainability and guidelines should put together to this effect. The guidelines for FREG strengthening should include correcting/mitigating negative impacts of their current activities, including development of sustainable fodder for sheep and goat fattening FREGs, training on safe use of pesticides for vegetable FREGs and introduction of drip irrigation in irrigation FREGs.

7 | P a g e Urgently develop and implement a RAP for the affected farmers at March and 9 SPS APHRD and PMU the Metema construction site with agreed to compensation package April, 2011 10 Revision of procurement plans Immediate All PMU/IAs/Regions Starting 11 Implement FM action plan (see Annex 2) All PMU/IAs/Regions March, 2011 12 Further update RF End March All PMU/M&E officer Revise and finalize TORs for quantitative impact evaluation and 13 Mid March All PMU/M&E officer separate evaluation of the ATVET component (a) finalize reporting and best practice formats (b) submit reports (a) Mid March (a) PMU/M&E officer 14 including narratives on various grants (c) compile information on (b) End April, All (b) Regions/IAs (c) best practices (c) May, 2011 PMU Extension, Provide strategy to WB on how activities still ongoing at close of 15 Mid March Research, MoA/RCBP SC Project would be completed or sustained after the the Project SPS

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DISCLOSURE: The Bank and the GoE confirm their understanding and agreement to publicly disclose this Aide Mémoire. The disclosure of this Aide Memoire was discussed and agreed to with the MoA represented by Ato Wondirad Mandefro at the wrap-up meeting that took place on March 1, 2011, at the MoA, Addis Abeba.

ANNEXES

- Annex 1: People met during the mission - Annex 2: Matrix of Agreed Actions/Deliverables - Annex 3: Updated results matrix - Annex 4: Details of on progress in achieving Development Objectives - Annex 5: Details of assessment of Implementation Performance - Annex 6: Financial Management Report - Annex 7: Procurement Review - Annex 8: Safeguards Review - Annex 9: Revised budget - Annex 10: Monitoring and Evaluation

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