Centre of Phytosanitary Excellence (COPE)

End Stage Report – Stages 1-3: May 2008-May 2009 Project Executive: Roger Day

Project Manager: Florence ChegeDate: 7th August 2009

Project Finance Code (if applicable): VM10045

Project Objectives

● To set up the legal and institutional framework for a Phytosanitary Centre of Excellence

● To set up a training unit including the establishment of an exemplary plant inspection facility and information management system

● To set up a unit for applied pest risk analysis (PRA) and to establish a network of African pest risk analysts

● To promote the Centre, and the services it will offer, within the region

Progress to this Stage- Stages

Stage Project To Date

- Planned

Project To Date

- Actual

1) Phase 1 - Inception

End July 2008 End July 2008 and report sent to donor

2) Phase 2 End November 2008 End November, and report sent to donor December 2008

3) Phase 3 End May 2009 End May 2009 and report sent to donor June 2009

4) Phase 4 End November 2009 Currently on-going due end November 2009

5) Phase 5 - Final End April 2010

Progress to this Stage- Financials

1.Report Stage

- Planned

2.Report Stage

- Actual

3.Original Full Project

- Planned

4.Project To Date

- Planned (Yr 1 budget)

5.Project To Date

- Actual (end of May 09)

6.Full Project – Current Projection

Gross Revenue (£)

Phase 3 Phase 3 £391,620 150,397 121,975

External Collaborator Costs (£)

Phase 3 Phase 3 £304,257 101,900 64,483

Net Revenue (£) Phase 3 Phase 3 £87,363 48,497 59,421

CABI Staff Costs (£)

Phase 3 Phase 3 £25,738 13,500 23,150

Direct Costs (travel etc) (£)

Phase 3 Phase 3 £30,737 18,767 6,562

Net Profit/Loss (£)(‘Project Contribution’)

Phase 3 Phase 3 £30,855 16,230 27,780

Net Project Contribution (%)

Phase 3 Phase 3 35% 33 % 48%

Dissemination of Results to Date

Dissemination and Measures of Results – Planned

Dissemination and Measures of Results - Actual

Effectiveness Key Success? (tick)

1. A Management and institutional structure for COPE selected

2. Training Needs for the region identified

3. Curriculum short courses developed

4. Curriculum University level

5. Upgraded JKIA inspection facility

6. Trained trainers

7. PRA staff trained

8. Installed ICT equipment

9. COPE promoted

10. Project Management Committee meet s

11. Reports submitted to donor

1.Three models proposed one

agreed by PMC

2.Training needs identified

3.Curriculum for short courses

developed

8.Partial procurement

9.Branded materials

10.PMC meetings

11. Reports sent to the donor

1.Implementation structure

being developed for

selected model

2.Training needs used to

develop curriculum

3.Curriculum ready for

piloting in August and

September 2009

9.Some interest shown for

collaboration -synergies

10.Advice provided

11.Funding disbursed

based on approved reports

Impact of Project to Date– Scientific, Technical, Commercial, Social, Environmental

Planned Impact (overall project impact)

Actual Impact/Progress

(To date)

Comments Key Success?

(tick)

Commercial: A management and institutional structure for the center developed

A model has been selected – there is more clarity on what the center can offer

MoU for operationalizing being negotiated – including clarity for roles, responsibilities and ownership

Technical: A training unit and training programme

Curriculum for short courses and training materials developed – more awareness on intended COPE services and training needs & opportunities in the region shared by collaborators

Curriculum for university level and materials to be developed

Short courses will be piloted in August and Sept 2009 – a spin off as not planned for in project

Technical: exemplary plant inspection facility & information management system

Some ICT management systems identified

Linkages/collabo with the East African Pest Information Mngt. Systems being worked out

Developing/Identifying an appropriate information management system has not been easy for the project

Cont. Impact of Project to Date– Scientific, Technical, Commercial, Social, Environmental

Planned Impact (overall project impact)

Actual Impact

(To date)

Comments Key Success?

(tick)

Technical: Unit for PRA and network of pest risk analysts

PRA Training needs identified in regional meetings; a training programme and materials developed – more awareness on practice at regional level

Main activities for this objective will be implemented in August –December 09 period

Commercial: Center services developed and marketed

Agreement reached between key collaborators on vision, mission, core values, logo & branding for the center – some branded materials used to generate awareness on project

Some issues still need to be addressed: business plan, regional scope, marketing, piloting of some courses, and sustainability

Partial : on-going

Commentary on Variations from Plan● Outputs delayed

● Curriculum development – drafts done but not finalized as at May 09 – however note all done as at end July 09

● Upgrading JKI airport facilities – delays in procurement of equipment and hence training of staff

● Installation of ICT equipment – delays in procurement and hence installation● Training of PRA staff – some delays in deciding what training and for whom

● Schedule ● The above outputs were the ones due by end of May 2009 & had been

delayed.● Financials

● Collaborators spent less than planned mainly due to internal procurement delays

● CABI A is discussing with a lead partner the need to allocate additional staff time to CABI if we are to maintain the same level of followup and assist with leading some of the activities

● Current Assessment of Business CaseStill valid, i.e. setting up a centre of phytosanitary excellence.

Cont: Commentary on Variations from Plan

● Events Affecting Performance● A number of stage tolerances set as project benchmarks were

exceeded by May 2009; these have been discussed and revised plans made, and approved by the Project Management Committee (April 2009) and sent to the Donor (June 2009). Main cause of some delayed outputs is related to long procurement process in one of the government partners; and what seems like overload on assigned project manager. Procurement is ongoing – CABI is following up on delays.

● Input / Effect of Donor, Partners, End-Users etc● Key partners failing to agree on an MOU that stipulates how the

established centre of excellence will be managed – CABI is working hard to get this sorted out as there seems to be some reluctance to get the MOU finalized between the two lead agencies

Key Risks – Project( ) = Previous Rating

Risk Owner Likelihood Impact TotalManagement Strategy

Update

Partners fail to product required outputs

Project Manager

1 3 3

Prevention: joint planning with partners.

Reduction: through frequent monitoring.

Risk and management strategy remain as planned: a lot of followup has been required

Delayed financial/technical reporting by partners

Project Manager

1 3 3Prevention: by consistent follow-ups.

As Above

Regional bodies fail to support and own COPE

Project Executive

2 2 4

Reduction: through strong marketing, PR, shared decision-making.

Acceptance: it could happen.

As Above

Seconded staff leave after training

Team Manager – KEPHIS

2 2 4Reduction: have a staff retention policy.

As Above

Key partners fail to agree on institutional set up for COPE

Project Executive

2 3 6Reduction: Negotiations

This is a new risk, which is being addressed by CABI A RD

Commentary on Projection of Project

● Events Affecting Future Performance Two main issues that have emerged are to:● (a) get partners to agree on an MOU; and ● (b) get one of the key partners to take lead in activities assigned to them on time, such as ,

organize training for their staff in time for them to take over running of the centre in May 2010, organize various workshops and procure equipment.

Both issues are being pursued by CABI – the CABI A RD has communicated officially to KEPHIS offering additional support from CABI which would also lead to increased income toCABI, we are awaiting feedback; project progress will be discussed at the next ProjectManagement Committee meeting in early September 2009 – CABI plans to have the next PMCmake firm decisions on how to ensure project outputs are achieved by May 2010.

● Risks● Previous Risk Total: 14● Current Risk Total: 20

● Comments: ● Biggest risk to the project is the key partners failing to agree on an MOU that stipulates how the

established centre of excellence will be managed – CABI is working hard to get this sorted out as there seems to be some reluctance to get the MOU finalized between the two lead agencies. CABI is aiming to have both partners agree to an MOU by end September 2009.

● Overall – Likely Impact on Next Stage - refer to “Likely Impact on Project” below as next stage is final stage.

● Overall - Likely Impact on Project: Necessity for a project extension at end of May 2010 if speed of project implementation doesn’t improve by end of Phase 4 (December 2009)

Commentary - Additional

● Key Successes (other than those identified as Impact on Project to Date, and Dissemination of Results) ● This project has provided a forum for enhancing synergy, discussions & collaboration with

a number of institutions and projects in the region, including USAID-East Africa, USDA South African SPS coordination office, the East Africa Pytosanitary Information Committee, and FAO regional office for Africa

● Benefits Achieved ● Income to CABI ● CABI’s network with international and national phytosanitary institutions maintained and

enhanced ● CABI asked to coordinate a few other activities – e.g. Retooling workshop, STDF IAPSC

capacity building project

● Lessons Learned (including resources, e.g. sufficient resources, appropriate skills, etc)● This project started off very well and was making good progress. However, one of the key

partners has been slow in implementing milestones agreed upon which has also led to delays in other activities. The lesson is that CABI has to maintain high level of follow-up for multi-partner projects to work.

African Centre for Phytosanitary Excellence (ACOPE)

End Stage Report – Sign-off

Project Executive ……………………………………………

Date …………………………………………………………..

PMG Sign-off (Level 1 Projects) …………………………………………..

Date ………………………………………………………………………….

PMG Comments and/or Follow-on Actions: