1. 1
REPORT ON COUNTRY PORTFOLIO PERFORMANCE
REVIEW (CPPR) MEETING
NORTH - EAST
FCT ABUJA
February 18-19, 2014

2. 2
TABLE OF CONTENTS
Summary of Major Recommendations………………………………………………………… 4
1. Overview……………………………………………………………………………………………. 6
A Introduction & Objectives…………………………………………………………………………. 6
B Outline and proceedings at the CPPR…………………………………………………………… 6
C Portfolio Information………………………………………………………………………………. 8
2. CPPR Findings……………………………………………………………………………………… 10
2.1 Alignment of Government Priorities & Budget with the World Bank Portfolio…………… 10
2.2 Critical Operational Issues Affecting Implementation………………………………………… 10
2.2.1 Monitoring & Evaluation………………………………….……………………………………… 11
2.2.2 Financial Management……………………………………………………………………………. 12
2.2.3 Procurement………………………………………………………………………………………... 13
2.2.4 Cross-cutting Issues……………………………………………………………………………….. 14
2.2.5 Safeguards………………………………………………………………………………………… 15
2.2.6 Communications…………………………………………………………………………………. 16
2.2.7 Panel Discussion: Working in Conflict Environment………………………………………… 17
3. Conclusion & Next Steps…………………………………………………………………………. 18
Annex 1: Presentations by Project Teams………………………………………………………. 20
Annex 2: Presentations by the Commissioners……………………………………………….. 25
Annex 3: Documentaries for Selected Projects……………………………………………….. 30
Annex 5: Existing and New Projects in the North………………………………………..…… 38
Annex 6: Nigeria-North East, North Central and North West CCSD Talking Points…………41

3. 3
LIST OF TABLES
Table 1: Distribution of Projects in States…………………………………………………... 6
Table 2: Status of the Portfolio…………………………………………………………....... 8
Table 3: Issues and Recommendations in Monitoring & Evaluation……………………….. 11
Table 4: Issues and Recommendations in Financial Management………………………….. 12
Table 5: Issues and Recommendations in Procurement…………………………………….. 13
Table 6: Cross-cutting Issues in Project Implementation………………………………....... 14
Table 7: Safeguard Policies…………………………………………………………………. 15
Table 8: Issues and Recommendations in Safeguards………………………………………. 16
Table 9: Causes and Effects of Conflict…………………………………………………….. 17
Table 10: PSGRDP Disbursement Rates for North Central/North East…………………… 20
Table 11: Priorities and Challenges of Economic Planning in Bauchi State……………....... 25
Table 12: Budget Allocation to Key Government Priorities in Ogun State…………………. 26
Table 13: Portfolio of World Bank-Assisted Projects in Ogun State……………………....... 27
ABBREVIATIONS & ACRONYMS
CCSD: Center for Conflict, Security & Development
EOI: Expression of Interest
FCS: Fragile & Conflict States
IDA: International Development Assistance
IPSAS: International Public Sector Accounting Standard
IST: Implementation Support Team
MDA: Ministries, Departments, and Agencies
MIS: Management Information System
MTEF: Medium Term Expenditure Framework
MTSS: Medium Term Sector Strategy
NACA: National Agency for the Control of Aids
NSHIP: Nigeria State Health Investment Project
PAD: Project Appraisal Document
PC: Project Coordinator
PDO: Project Development Objective
PFMU: Project Finance Management Unit
PHCOUR Primary Healthcare Under One Roof
PIU: Project Implementation Unit
PMTCT: Preventing Mother to Child Transmission
PMU: Project Management Unit
RFP: Request for Proposal
SACA: State Agency for the Control of Aids
SPCU: State Project Coordinating Unit
SPHCDA: State Primary Healthcare Development Agency
TOR: Terms of Reference
TTL: Task Team Lead
WHS Ward Health System

4. 4
Summary of Major Recommendations of the CPPR
This CPPR was the last in a series of four zonal CPPRs which took place in the various
geo-political zones. As for the previous ones, a number of action points were agreed upon; the
main ones being as follows:
Strategic Recommendations
1. The World Bank should work more closely with state governments to ensure better
alignment of the Bank portfolio with the State’s priorities and implementation
instruments.
2. Coordination between federal and state governments should be enhanced and it is
therefore, proposed to establish coordination mechanisms using existing platforms such
as the Joint Planning Board of all Commissioners of Planning and Budgets at the Federal
and States levels or identifying other coordination instruments.
3. State project teams should institutionalized monthly and quarterly meetings as a basis for
strengthening coordination with their state counterparts. Such meetings should be geared
towards developing structured lines of communication with state governments through
state planning commissions as well as nurturing peer learning.
4. Project teams agreed to engage in greater advocacy on the achievements of their projects
as a strategy for encouraging ownership at state level and resolving delays in the
provision of counterpart funds.
5. Efforts should be made to increase female representation at project leadership and carry
out deliberate programs that will promote gender balance at the level of project
implementation units.
Operational Recommendations
6. It was agreed that regular workshops/clinics would be organized for project teams by the
procurement, FM, Safeguard and M&E departments of the World Bank.
7. Tool kits covering all the critical aspects of the project cycle (Effectiveness, M&E, FM,
Procurement and Safeguards) will be developed by the Bank. The FM department of the
World Bank would disseminate the newly developed disbursement toolkit to all project
teams. In addition, induction programs should be organized systematically for all new
project teams even if their members are already familiar with World Bank procedures.
8. In recognition of the importance of communication in project implementation, it is
proposed to ensure proper budgeting and inclusion of communication costs in the project
costs. These communication activities should be subject of periodic monitoring and
evaluation as for all project activities.

5. 5
Addressing the Specificity of the North
9. The team agreed on the need to adapt both current and future Bank projects in the NE to
the local security context. The adaptation process would include, target groups, types of
activities and implementation modalities. To do so in an effective manner, a
comprehensive review of the security situation was recommended. At the CPPR, a
number of specific recommendations were made by the World Bank Team specialized on
conflict environments (refer to Annex 6).
10. The team also agreed on the importance of addressing the urgent humanitarian and socio-
economic needs of the Internally Displaced Persons (IDPs) in both the most affected and
neighboring States.
11. Given the unique environment of the North East, the Bank should make project
implementation requirements more flexible which may include the use of third parties for
project monitoring and increased collaboration with local organizations.

6. 6
1. Overview
A. Introduction and Objectives
The World Bank conducts a Country Portfolio Performance Review (CPPR) annually to
assess progress in project implementation and contributions to the delivery of desired
development objectives. The CPPR was jointly designed by the World Bank and Government to
review the performance of the portfolio at the state level with a view to identifying measures to:
(i) address specific constraints, improve implementation and increase tangible results on the
ground and (ii) strengthen the alignment of the Bank portfolio with the state’s priorities and
implementation instruments. The state-specific lens is also expected to engender a more
coordinated response from project teams at that level and facilitate a cohesive framework to
identify and address issues.
B. Outline and Proceedings at the CPPR
The review in FCT Abuja was the fourth of a series of four scheduled to hold in clusters
representing the six main geopolitical zones of the country: (i) Cluster 1: North West and North
Central States; (ii) Cluster 2: South West and South-South states; (iii) Cluster 3: South East and
South-South states; and (iv) Cluster 4: North East. The CPPR in Abuja was designed to address
progress in project implementation and contributions in the North East and some states in the
North Central region.
The nine states that participated in the CPPR in Abuja FCT were the following:
Adamawa, Bauchi, Benue, Borno, Gombe, Jigawa, Plateau, Taraba, and Yobe. Table 1 shows the
distribution of projects in these states:
Table 1: Distribution of Projects in States
S/N State Projects
1 Adamawa PSGRDP, CSDP, Health PIL, HIV, RAMP2, Fadama 3
2 Bauchi PSGRDP, CSDP, MCBP, HIV, Fadama 3, SEPIP
3 Benue CSDP, HIV, Fadama 3
4 Borno HIV, Fadama 3,
5 Gombe MCBP, CSDP, HIV, Fadama 3
6 Jigawa MCBP, HIV, Fadama 3
7 Plateau PSGRDP, CSDP, HIV, Fadama 3
8 Taraba CSDP, MCBP, HIV, Fadama3
9 Yobe CSDP, HIV, Fadama 3
The country team collaborated with the International Economic Relations Department
(IERD) and selected project team members through detailed discussions and pre-work in the
design of the presentations delivered at the CPPR. The International Economic Relations
Department (IERD) also participated in the two-day event in Abuja as a key counterpart of the
World Bank and some project staff members jointly delivered presentations with the Bank team.

7. 7
The event was flagged off with opening remarks from Marie Francoise Marie-Nelly,
Country Director of the World Bank Nigeria Office, and Dr. Aisha Ndayako Mohammed,
Deputy Director at the Federal Ministry of Finance (FMOF). In her opening remarks, Marie
Francoise outlined the scope and purpose of the CPPR. According to her, annual CPPRs are
planned by the government and World Bank to access the following: (i) progress in achieving
development objectives, and (ii) quality of implementation. Furthermore, Marie Francoise
indicated that the bank’s engagement had shifted from being Federal Government-centric to
assuming a more balanced federal and state level support. In other words, the World Bank is
intent on galvanizing international and national support around two main goals: ending extreme
poverty in a generation and to push for greater equity. More importantly, the World Bank uses its
resources as a catalyst to leverage government funding to promote development. In her opening
remarks, Dr. Aisha identified the need for synergy in donor-assisted projects. Furthermore, Dr.
Aisha stressed the importance of having World Bank-Assisted projects linked with states’
development priorities as articulated in the respective states’ strategies and budgets.
On the first day of the program, two commissioners from the following states –Ogun and
Bauchi- made presentations on the key challenges and shared the important achievements in the
sectors in which they operate. Furthermore, their presentations highlighted mechanisms in place
for coordination of donor support at the state level. The commissioners recommended ways in
which their state governments and the World Bank could strengthen the existing partnership and
ensure the successful delivery of results in the agricultural, health and water sectors. These
include: (i) energization of commercial farms in the state (ii) strengthening capacity building for
project/programme management; (iii) need for World Bank interventions to be spread in
communities and rural areas (iv) adequate sharing of information on project activities with the
supervising Ministry at the state level, and (v) World Bank’s portfolio should be aligned with the
state’s sector priorities, budget and implementation arrangements.
The portfolio review also set the stage for in-depth discussions on the following
concerns:
i. The overall status of the portfolio at the national and state levels.
ii. Cross-cutting issues in project implementation, including communications.
iii. Specific operational issues in projects (Procurement, M&E, FM/Disbursements,
Safeguards).
iv. Project start-up issues, including legal conditions and effectiveness steps.
To deepen discussion and develop a proper framework for interactions between project
teams at the state level, a working session was conducted following these presentations on the
second day of the event. The participants were categorized into nine groups according to the
participating states and discussed specific issues relating to team interactions and project
implementation. The group work reviewed the weaknesses and strengths in team interactions
within projects and within the state, considering the following: (i) the degree to which projects in
each state were aware of others’ activities; (ii) the nature of interactions between project teams
and their state/local government counterparts; (iii) ways in which project teams can coordinate
and work effectively; (iv) opportunities for the monitoring function to be re-organized
effectively; (iv) the development of a proper framework for organizing missions, particularly in
enhancing participation and promoting debriefing; and (v) identifying and addressing factors
inhibiting effective project implementation.

8. 8
The groups equally addressed the following issues in project implementation: (i)
challenges relating to counterpart funding and how these can be addressed; (ii) critical
implementation issues in the areas of financial management, results monitoring and evaluation,
procurement, safeguards, and other cross-cutting issues; (iii) factors inhibiting project
implementation, including disbursements; and (iv) the development of a framework for sharing
knowledge, experiences, and technical capacity between project teams in each state and across
states. The discussions led to the development of realistic action-based plans (see Annex 3) with
clear milestones that will be jointly tracked by the project teams and the World Bank.
C. Portfolio Information
At the end of January, 2014, the Bank had 23 investment projects and 2 regional projects
in its portfolio.
Table 2: Status of the Portfolio
Status Federal or State Level
No. of investment projects 23
No. of regional projects 2
No. of GEF 4
Value of investment projects ($ billion) 4.8
Value of GEF ($ million) 26.2
No. of other grants 66
Value of other grants ($ million) 223.4
In total, these projects represent US$4.92 billion and are spread across four main sectors:
(i) finance and private sector development (12%); (ii) governance and economic reforms (6%);
(iii) human development (30%); and (iv) sustainable development (52%).

9. 9
Source: World Bank
Performance of the Portfolio
The proportion of problem projects in the Nigerian portfolio at the end of April was
higher than that of the African portfolio (33% as against 19% in Africa, contributing to US$1.72
billion of the portfolio at risk).1 Furthermore, the Nigerian portfolio displayed lower proactivity
than the Africa-wide portfolio. This indicates that project and World Bank staff need to step up
efforts to increase the frequency of disbursements across key sectors hence, the need for the
CPPR.
1 This important ratio of problem projects is largely due to the delays in the approval of the Borrowing Plan as once
projects are approved,they enter in the portfolio and start being accessed even if the activities have not started.
Human Dev. (Soc.
Protection,
Education, Health)
, $1,495 , 30%
Fin. & Priv Sector
Dev. (PPP,GEM),
$575 , 12%
Sustainable Dev.
( Transport,
Energy, Urban
Dev., Agric., Envt ),
$2,570 , 52%
Governance &
Econ Reform, $280
, 6%
Human Dev. (Soc.
Protection, Education,
Health)
Fin. & Priv Sector Dev.
(PPP,GEM)
Sustainable Dev.
( Transport, Energy,
Urban Dev., Agric.,
Envt )

10. 10
Source: World Bank
2. CPPR Findings
2.1 Alignment of Government Priorities and Budget with the World Bank Portfolio
World Bank annual new commitment to the Nigerian government, which represents an
estimated 2% of the government’s aggregate spending, remains a small fraction of the resources
available to the government but it is more significant when compared with the capital budget. As
a result, the Bank’s contribution needs to be viewed by the government as a catalytic stream for
showcasing good practices and tested innovations or initiatives that can be replicated or scaled
up with more substantial public resources.2
The participants at the CPPR were urged to intensify efforts to ensure that their state
governments are aware of their work and to showcase the results broadly with a view to
mobilizing resources to broaden coverage and ensure ownership of achievements. This would, in
part, resolve the problem of untimely delivery of counterpart funds for World Bank-Assisted
projects.
2.2 Critical Operational Issues Affecting Project Implementation
The main issues affecting project implementation were considered under the following
operational themes: monitoring and evaluation; institutional arrangements at the federal and state
2 Bank funds – Catalytic hence emphasis on results. Solutions / Knowledge Bank : Science of Delivery . At the time
this snap shot was taken, LMDGP , STEP-B , ERGP were still on. Now $4.6
0
10
20
30
40
50
60
70
80
90
100
Problem Projects
(%)
Commitment at
Risk (%)
Realism (%) Proactivity (%)
19
38.5
50.4
63.3
33
35
100.0
40.0
% Portfolio Inidcators
AFR Portfolio Nigeria Portfolio

11. 11
levels, financial management (including disbursement), procurement, safeguards,
communication; and other cross-cutting issues. The presentations highlighted the critical factors
that have affected the achievement of optimal results in these operational areas and formed the
basis of discussions during the breakout sessions on the second day. During the working group
sessions, participants discussed the specific challenges at state and project level and proffered
practical recommendations for improving project implementation processes.
2.2.1 Monitoring and Evaluation
The presentation on M&E was delivered by Uchenna Onyebuchi (Consultant, World
Bank). In addition to identifying M&E challenges, the discussion highlighted effective ways of
dealing with these challenges. Recently, the M&E support model has evolved from merely being
a ‘traditional reporting tool’ to becoming a ‘result-based management tool’. The current model is
now more adaptive than reactive given the unpredictable nature of the external environment of
World Bank-Assisted projects in Nigeria.
Presently, a total of 23 projects are being implemented across the six geopolitical regions
of Nigeria (see Table 2). The presentation outlined M&E rating for these projects: Satisfactory-
17 projects; moderately satisfactory-5 projects; and moderately unsatisfactory-1 project.3 Weak
mechanism for data management remains the major challenge inhibiting the M&E process for
projects. Some of the reasons responsible for this are: (i) delay in the conduct of national
surveys; (ii) unable to implement an alternative plan for data collection; and (iii) lack of a robust
routine data management system. The following matrix represents the synopsis of the issues that
projects were experiencing and recommendations for actions at both the startup and
implementation stages:
Table 3: Issues and Recommendations in Monitoring & Evaluation
Issues Recommendations
Monitoring & Evaluation
(i) Lack of data to update project indicators.
(ii) Transfer of knowledge is not adequately
addressed.
(iii)Limited M&E capacity in most new
projects.
(iv)Weak M&E links between project partners
and stakeholders.
(v) Limited M&E activities (publications,
meetings etc.)
(vi) Poor appreciation of M&E as a
management tool.
(i) Increase commitment to carrying out
planned data collection.
(ii) Seek for M&E support including hiring
of experienced local consultants.
(iii) Make M&E participatory-involve
stakeholders and strengthen linkages
e.g. regular information sharing.
(iv) Use M&E as a result management tool.
3 Project with ‘moderately unsatisfactory’rating is the National Urban Water Sector Reform Project (NUWSRP II).

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2.2.2 Financial Management
The presentation on financial management concerns was delivered by Akin Akinyele
(Acting Lead Financial Management Specialist, World Bank) and Alhaji Shehu (Head of Project
Financial Management Unit, Bauchi State). Akin Akinyele discussed the financial management
concerns affecting the portfolio and presented suggestions for more effective FM practices
during project implementation. One of the main challenges affecting efficient project
disbursement concerns the issue of compliance with established financial procedures. To
encourage 100% compliance in the submission of audited financial statements and adherence to
other financial procedures, Bayo Awosemusi (Lead Procurement Specialist, World Bank)
formally presented the disbursement toolkit for projects developed by the World Bank FM unit
to Marie Francoise Marie-Nelly, the Country Director of the World Bank. In concluding his
presentation, Akin Akinyele noted that the World Bank should intervene to address identified
rifts in the relationship between internal auditors, PFMU, and external auditors.
The second part of presentation was delivered by Alhaji Shehu (Head of Project Financial
Management Unit, Bauchi State). In addition to highlighting key FM challenges affecting
projects, recommendations were suggested for dealing with these challenges (see Table 4).
Table 4: Issues & Recommendations in Financial Management
Issues Recommendations
Financial Management
(i) High turnover of FM staff: loss of built
up capacity as a result.
(ii) Timeliness, quality and integrity of
project financial reports: untimely
delivery of internal audit reports (IARs)
and internal financial reports (IFRs).
Poor quality of IARs and IFRs thus, not
useful to guide decision-making.
(iii) Use of credit proceeds to finance
illegible expenditures.
(iv) Inadequate documentation for incurred
expenditures.
(v) Budget committee for projects either
non-functional or non-existent.
(vi) Delay in informing IDA authorities of
authorized signatories.
(vii) Inappropriate understanding of the
roles and responsibilities of PIU &
PFMU in financial issues, especially as
it concerns authorization/approval of
payments.
(i) To address the problem of high
turnover of staff, there is a need to
institute a timeframe with a clause that
guarantees the tenure of FM staff.
(ii) Build capacity of FM staff in use of
computerized accounting software and
avoid manual accounting).
(iii) Advocacy and sensitization on the need
for compliance; need for application of
required sanctions (possibly revert to
government rates & policy on
advances).
(iv) Organize joint training sessions-FM
and procurement- for project teams.
(v) Gain adequate familiarity with contents
of the MOU between PIU & PFMU and
apply same.

13. 13
2.2.3 Procurement
The presentation on procurement was delivered by Adebayo Adeniyi (Senior
Procurement Specialist, World Bank) and highlighted the quality of the procurement plan as one
of the major challenges of procurement. Adebayo stressed the need for project teams to get their
procurement activities right given its central role in the delivery of project outputs. Proper
adherence to established procurement guidelines is essential for a project to achieve its Project
Development Objectives (PDOs). The presentation highlighted key procurement challenges, as
well as effective ways of dealing with these challenge (see Table 5).
Table 5: Issues & Recommendations in Procurement
Issues Recommendations
Procurement
Procurement Plan:
(i) Some activities do not contribute to
result.
(ii) End users not involved in the
preparation of the procurement plan.
(iii) Approvals of the oversight authority
not obtained.
(iv) Low percentage implementation of
procurement plan including post review
contracts.
(v) Wide disparity between cost estimates
and actual cost.
Due Diligence:
(i) Lack of due diligence on third party
documents submitted with bids and
proposals (bid securities, completion
certificates for previous
employers/purchasers etc.)
Quality of procurement packages:
(ii) Poor quality of procurement
documents; bidding documents, RFPs,
evaluation reports, leading to delays in
obtaining Bank’s clearances.
(iii) Technical specification and design
terms of reference are usually
incomplete and create problems during
contract execution.
Contract Management:
(i) Delays in contract effectiveness and
(i) Institutionalizing of result-based
procurement planning clinic.
(ii) Need for diligence always included in
Bank’s comments on procurement
packages.
(iii) Capacity building for procurement
officers and other project team
members.
(iv) Scheduling of procurement clinics for
procurement officers in FCT and other
geopolitical zones.
(v) Regular organization of contract
management workshop for project
procurement officers.
(vi) Only activities that contribute to the
realization of PDOs should be included
in the procurement plan, which should
be developed from the work plan
approved by the appropriate authority
and the Bank.
(vii) End users should be part of all phases
of procurement implementation –from
planning to contract administration and
acceptance.
(viii) Technical specifications, designs and
terms of reference should be prepared
by technical specialist. If none exists in
the PIU and government

14. 14
execution.
(ii) End users not carried along during
contract execution.
(iii) Provisions of contract agreements,
liquidated damages, prompt payment of
invoices.
ministries/agencies, consultants should
be hired.
(ix) Adherence to due diligence in all third
party documents is mandatory.
2.2.4 Cross-Cutting Issues
The presentation on cross-cutting issues was delivered by Moriam Jagun (World Bank).
The presentation covered a range of issues, among which were: (i) state-level coordination; (ii)
institutional arrangements at the federal and state levels; (iii) government commitment and
ownership; and (iv) institutional capacity. Cross-cutting issues involve a range of variables in the
external environment which have the capacity to considerably influence the project
implementation process. With regard to state-level coordination, factors such as a change in
government/leadership and electoral cycles have been known to influence the project
implementation process considerably, either negatively or positively. In most cases, projects
implemented under a previous government tend to experience considerable delays and
institutional bottlenecks.
The presentation exposed the fact that where on-going World Bank-Assisted projects are
not aligned to the agenda of a new government at the state level, which in turn delays in the
availability of counterpart funding. The presentation also helped to elicit feedback from
participants on ways to enhance disbursements for state-level projects. The need for synergy
between state project teams and government counterparts was also expounded, particularly in
view of challenges in the external environment which affect project implementation.
Table 6: Cross-Cutting Issues and Recommendations in Project Implementation
Issues Recommendations
Cross Cutting Issues
(i) State-level Coordination: Staff transfer
and lack of capacity to retain high calibre
staff. Again, there is the problem of poor
incentives for inter-sectoral collaboration.
(ii) Political interference. This is often a
result of sectional interests and a change
of government.
(iii)Project Implementation Units (PIUs)
functioning in silos (i.e. isolation) affects
project implementation. To a
considerable extent, the development of
synergy between project teams and their
state counterparts is the responsibility of
project teams. The need for a working
(i) To reduce staff turnover in Project
Implementation Units, an appropriate
incentive/reward structure ought to be
applied.
(ii) Government officials need to be informed
of World Bank guidelines in project
implementation.
(iii)To encourage synergy between project
teams and their state counterparts, it will
be necessary to integrate Project
Implementation Units into official
bureaucracy. Integrating PIUs into the
administrative structure will enhance
synergy between project teams and state

15. 15
partnership between project teams and
their state counterparts is a major factor
in improving government ownership of
World Bank Assisted Projects at the state
level.
counterparts, and hasten disbursements
for World Bank Assisted Projects in the
different states. It will also prevent a
scenario where implementation
responsibility for state level intervention
is assumed by the federal level.
(iv)A percentage of the project fund should
be devoted to building the capacity of
project teams. Capacity building should
be intensified during the project
preparation phase.
(v) Ensure appropriate MDA has
responsibility for project implementation.
Again, never hand implementation
responsibility for state-level coordination
to Federal counterpart.
2.2.5 Safeguards
The presentation on safeguards was delivered by Elijah Siakpere (Consultant, World
Bank) and Michael Ilesanmi (Consultant, World Bank). Their presentation addressed the
environmental and social challenges inherent in project implementation. Mr. Elijah indicated that
existing safeguard policies for World Bank-Assisted projects are there to promote participatory
and transparent development process. Adhering to safeguard policies helps in reducing the
negative environmental and social impacts of projects. Furthermore, Mr. Elijah identified some
of the existing safeguard policies being applied for World Bank Assisted projects (see Table 7):
Table 7: Safeguard Policies
Safeguard Policies
Environmental:
 Environmental Assessment (OP/BP 4.01;
1999, last revised February 2011).
 Natural Habitats (OP/BP 4.04; 2001,
revised 2004).
 Forests (OP/BP 4.36; 2002, revised August
2004).
 Pest Management (OP/BP 4.09; 1998,
revised August 2004).
 Physical cultural resources 9OP/BP 4.11;
2006, revised March 2007).
 Safety of Dams (OP/BP 4.37; 2001).
Social:
 Involuntary resettlement (OP/BP 4.12;
2001, last revised February 2011).
 Indigenous peoples 9OP/BP 4.10; 2005).
Legal:
 Projects on International Waterways
(OP/BP 7.50; 2001, revised August 2004).
 Projects in disputed areas (OP/BP 7.60;
2001, revised August 2004).

16. 16
After identifying existing safeguard policies for World Bank-Assisted projects, Mr.
Michael identified the main safeguard challenges for projects (Table 8). In addition, he suggested
ways of dealing with these challenges:
Table 8: Issues & Recommendations in Safeguards
Issues Recommendations
Safeguard Issues
(i) Inadequate allocation of resources by
some PMUs.
(ii) None inclusion of safeguards activities in
annual work and procurement plans.
(iii) Lack of proper sequencing of safeguard
activities.
(iv)Weak capacity to supervise
implementation.
(v) Some projects lack designated safeguards
officers.
(vi)Dissonance between safeguards policies
and national laws.
(i) Include safeguards activities in annual
work and procurement plans.
(ii) Start early and adequately budget for
safeguards activities.
(iii) Engage qualified and experienced staff.
(iv) Monitoring and reporting on safeguards
in quality progress report by project.
(v) Improve training for staff on safeguards.
(vi) Need for ‘retooling’ in the way safeguard
issues are addressed and implemented.
2.2.6 Communications
The presentation was delivered by Obadiah Tohomdet (Communications Specialist). The
presentation highlighted key aspects of how the Bank communicates information about its
various projects in Nigeria. World Bank-driven communication is influenced by two factors:
process and results. The process aspect concentrates on how best to communicate information
about World bank-Assisted projects right from the inception stage to the completion stage. The
results aspect deals with the communication of performance benchmarks for both ongoing and
completed projects. During the presentation, it was noted that out of the 8 projects being
implemented in the two geopolitical regions –North East; and North Central -, only two have
full-fledged communication. These two projects are: Fadama 3 (US$450mn) and RAMP 2
(US$170mn). Four projects have semblance of communication: PSGRDP (US$80mn), CSDP
(US$200mn), Health PIL (US$150mn) and SEPIP (US$150mn). Two projects have no
communication mechanism: HIV/AIDS (US$225mn) and MCBP (US$280mn).
Enhanced communication for the aforementioned projects promotes openness,
transparency and accountability. Lack of proper communication about projects creates potential
risk of insufficient public awareness/ownership of such projects. The risk is that the
sustainability of completed projects is in doubt. At present, communication in projects is at the
discretion of TTLs and project coordinators. Viewing communication as not mandatory makes it
difficult for communication officers to design and implement communication strategies in
project. The result of this is ad hoc rather than a strategic approach to communication, i.e. more
emphasis on crisis management communication. Consequently, there is a need for attitudinal and
behavioural change around communication. In concluding his presentation, Mr. Obadiah

17. 17
identified the costs of not having a well-defined communication system for projects to include:
(i) Lack of project ownership by stakeholders; (ii) lack of awareness and understanding of
projects by policymakers and clients; (iii) delay in the payment of counterpart funds and non-
approval of the borrowing plan; (iv) lack of visibility of projects; and (v) opposition and
criticism of the Bank by critical stakeholders.
2.2.7 Panel Discussion: Working in Conflict Environment
Following the presentations on critical issues in project implementation, a panel
discussion on working in a conflict environment was conducted. This session was moderated by
Dr. Sateh El-Arnaout, Sector Leader for Sustainable Development, World Bank. To facilitate this
discussion, the panel was made up of the following: Dr. Aisha N. Mohammed-Deputy Director,
FMOF; Representative of the Commissioner of Planning, Adamawa State; Commissioner of
Planning, Benue State; Commissioner of Planning, Plateau State; Representatives of the World
Bank Center for Conflict, Security and Development (based in Nairobi and Washington DC);
and Commissioner of Budget & Planning, Ogun State. The discussion began with identifying the
main causes and effects of conflict (see Table 9):
Table 9: Causes and Effects of Conflict
Causes Effects
(i) Non-inclusive growth and
development.
(ii) Recycling of the political elite and rent-
seeking.
(iii) High level of youth unemployment.
(iv) Perceived intrusion in a country by
foreigners, i.e. Invasion of Iraq and
Afghanistan by the US and NATO.
(v) Religious and cultural intolerance.
(i) Breakdown of social contract between
citizens and the state thus, leading to
limited government presence.
(ii) State legitimacy being challenged.
(iii) Economic activities grind to a halt.
(iv) Existence of increased female-headed
households.
(v) Increased social polarization.
(vi) Breach of trust between government
and the citizenry.
After identifying the main causes and effects of conflict, the team from the Center for
Conflict, Security and Development (CCSD) provided an overview of the functions of the center.
The CCSD provides both strategy and operational support for development projects in fragile
and conflict states (FCS). CCSD enables quick deployment of seasoned staff to the frontline of
development in FCS countries. Since its inception, the CCSD has helped shape the Bank’s
engagement strategies for 16 FCS countries, including Yemen, South Sudan, Cote d’Ivoire, and
Guinea. It has also conducted in-country clinics to integrate a conflict and fragility component in
regional programs, such as for the Sahel, and the Great Lakes Region, and helped engage FCS
governments in policy dialogues to feed into development plans. At the operational level, CCSD
created an FCS Implementation Support Team (IST) to provide just-in-time support to Bank
projects in fragile situations, which often face many challenges. The team serves as a “live help
desk” to help resolve operational issues on the ground in order to deliver quicker and more
effective development results for the poor and vulnerable. The team also mentors field based

18. 18
staff, and develops policies and practices to improve the Bank’s impact in fragile states. Dr.
Adetunji Oredipe (Senior Operations Officer, World Bank) noted that in the coming months, the
Bank will draw on the experience of the CCSD to address the operational challenges faced by
projects in the North East.
Implications of the Insurgency on Projects in the North East
The project coordinator of Fadama 3 (Borno State) noted that historically, the cause of
the conflict in the North East centers around the uneasy relationship between the Sokoto
Caliphate and the Borno Caliphate. In addition, poor vision on the part of the political elite
contributes to the conflict in the region. Dr. Aisha noted that the multi-cultural dynamics in the
region and resource conflict are critical considerations when examining the causes of the conflict
in the North East, i.e. there are about 70 tribes in the region. The shrinking of the Lake Chad and
desert encroachment has resulted in resource conflict, especially as the region’s reputation as an
agricultural hub is being threatened. Dr. Aisha added that improved partnership between donor
agencies and government is required to restore the fortunes of the region.
The project coordinator of NSHIP (Adamawa State) noted that although Adamawa State
has tried to be independent, the cultural dynamics of both the Sokoto and Borno Caliphate,
income inequality, low literacy rates and extreme poverty remains the major challenge in the
region. Despite Borno State being the epicenter of the conflict in the North East, Adamawa and
Yobe States have suffered from the fallout of the crisis in Borno State. The PC of NSHIP added
that when considering how to intervene in the region, the issue of bad governance cannot be left
out given that entrenched political interests are at the root of the conflict.
The panel highlighted the impact of the conflict on the Bank’s existing projects in the
North. Some impacts of the conflict include: (i) Little or no progress in project implementation;
(ii) difficulty in accessing much needed expertise; (iii) difficulty in accessing project sites; and
(iv) delay in the provision of counterpart funding. In addressing the challenges of implementing
projects in the North East, the CCSD proffered the following recommendations: (i) Need for a
comprehensive examination of the situation so as to develop tailored approaches for improving
project implementation; (ii) There is a need for a new approach in engagement with the North
East: the federal government needs to outline a framework for special intervention in the region;
(iii) Try to build basis for sustainability whilst supporting moves for a political solution to the
conflict; (iv) More efforts should be targeted at resettling people who have fled the conflict, i.e.
considerable humanitarian intervention; (v) Given the unique environment of the North East, the
Bank should make project implementation requirements more flexible eg. Use of third parties;
increased collaboration with local organizations etc.
3. Conclusions and Next Steps
Based on the feedback obtained from the various project teams, the following agreements
were reached to strengthen implementation results and in conclusion of the CPPR:
1. The team agreed on the need for the enhancement of coordination between federal and
states and within the states donor-assisted projects and, therefore, proposed the
establishment of coordination fora using the existing platform of Joint Planning Board of
all Commissioners of Planning and Budgets for the Federal and States. A technical

19. 19
committee comprising of Commissioner of Planning and Budget and the Project
Coordinators of donor assisted projects in each state for the within state coordination.
2. Participants proposed that project teams meet with respective Commissioners of Budget
& Planning in their states to validate the coordination mechanism among project teams
and between project teams and state counterparts.
3. State project teams should hold monthly and quarterly meetings as a basis for
strengthening coordination with state counterparts. Such meetings should be geared
towards developing structured lines of communication with state counterparts.
4. The team raised concerns about the gender balance in the constitution of Project
Implementation Units (PIUs) and called for deliberate programs that will promote gender
balance at the level of project coordinators.
5. It was recommended that regular workshops/clinics should be organized for project teams
by the procurement, FM, Safeguard and M&E departments of the World Bank.
6. The FM department of the World Bank should disseminate the newly developed
disbursement toolkit to all project teams.
7. State project teams were encouraged to raise and address critical issues with the state
government, federal government and the World Bank, considering the focus on
increasing disbursement ratios for the projects; which is a good proxy for measuring
progress in project implementation.
8. Project teams agreed to engage in greater advocacy for the achievements of their projects
objectives as a strategy for encouraging ownership at the state level and resolving delays
in the provision of counterpart funds.

20. 20
Annex 1
Presentations by Project Teams
Three presentations were made by selected projects at the CPPR. They include:
PSGRDP; HPDP II; and NSHIP. The presentations addressed the following concerns: project
overview; application of the results framework; discussion of performance indicators; and
implementation status and challenges.
A. Public Sector Governance Reform & Development Project (PSGRDP)
The presentation was delivered by the National Coordinator of the project. The
presentation began by highlighting the main PDO of the project: To improve transparency,
accountability and quality in public finance and human resource management systems, with a
view to strengthening governance in the participating states. The project was made effective in
November 2012 and is expected to close at the end of December, 2016. The credit amount and
disbursements for Adamawa, Bauchi and Plateau states are as follows:
Table 10: PSGRDP Disbursement Rates for North Central/North East/North West Cluster
STATE TOTAL CREDIT
(USD)
DISBURSEMENT
TO DATE (USD)
OUTSTANDING
(USD)
ADAMAWA 2,400,000.00 500,000.00 1,900,000.00
BAUCHI 7,400,000.00 1,669,465.07 5,830,535.93
PLATEAU 2,400,000.00 500,000.00 1,900,000.00
After highlighting the disbursement rates for Adamawa, Bauchi and Plateau states, the
national coordinator provided an overview of the implementation status of the projects in the
aforementioned states:
Bauchi State:
 Construction of data recovery center in progress.
 Procurement process for engagement of the engagement of a consultant to develop a
viable Management Information System (MIS) is ongoing.
 Procurement process for the engagement of a consultancy firm for human resource
management and training enhancement in progress.
 Conducted customized training on preliminary stages of Medium Term Expenditure
Framework (MTEF)/Medium Term Sector Strategy (MTSS) for lower/middle cadre
budget staff-15 participants

21. 21
 Completed evaluation of expression of interest (EOI) for the diagnostic review of existing
monitoring and evaluation system. This resulted in the design of M&E systems for
relevant ministries, departments and agencies.
 Training of 17 ICT staff on IFMIS network and infrastructure maintenance.
 Provided specialized training to select staff of the Office of the Accountant-General &
Budget Office on International Public Sector Accounting Standard (IPSAS) -18
participants.
 Completed technical evaluation of request for proposal (RFP) for sensitization workshop
for legislators on MTEF/MTSS-20 participants.
 MTEF/MTSS is fully implemented in 10 pilot MDAs.
 Procurement process concluded for the deployment of the following applications: nas.net
payroll; epicor; and other financial management applications.
 Change management training conducted for key officials.
 Increased in state revenue collection from N4,061,831,419 in 2012 to N4,593,502, 316
Plateau State:
 2014 work and procurement plans approved and implementation in progress.
 State Steering Committee inaugurated and two meetings held.
 State technical committee inaugurated and a meeting held for TOR review.
 TORs for some consultancy services were developed and sent for TTLs no-objection.
 Learning visit undertaken to Bauchi State PSGRDP for knowledge sharing purposes.
 Institutional arrangement instituted.
Adamawa State:
 Political issues have affected project implementation.
 Slow adoption of new reforms given the security situation and political uncertainty in the
state.
PSGRDP: Project Implementation Challenges
 Delay in the availability of counterpart funds: dichotomy between approval and release of
funds.
 Limited staff available for implementing key aspects of the project.
 Poorly qualified staff.
PSGRDP: Recommendations
 National Coordinating Office should organize quarterly meetings between project teams
and state counterparts to discuss the need for continued support to the project.
 Quarterly inter-state meeting (rotational) to discuss implementation progress and
challenges across the states where the project is being implemented.
 Strengthen the capacity of SPCU staff through training and re-training in the areas of
financial management, procurement processes and project management.
 To address resistance to the project, there is a need for change management training for
project teams, stakeholders and project beneficiaries.

22. 22
 Regular support mission by World Bank and the Federal Ministry of Finance to
concerned states.
 Support timely and adequate availability of counterpart funds to address shortfalls in the
IDA credit facility.
B. HPDP II: HIV/AIDS Program Development Project
The presentation was delivered by the head of the National Agency for the Control of
Aids (NACA). The presentation highlighted the following issues: application of the results
framework; use of performance indicators; World Bank component of NACA/SACA 2014 plans;
zonal missions; and World Bank requirements for ‘no objections.
HPDP II: Mid-Term Report-Key Findings
 Disbursement rate currently stands at 13%.
 Financial management: counterpart funds delayed; issues with ineligible expenditures
and unretired expenses; and inadequate reporting.
 Safeguard Issues: legal covenant not adhered to.
 Project management challenges: weak coordination and harmonization of national & state
HIV response.
 Implementation of the project has contributed to improved access to HIV prevention,
treatment, care and support interventions.
 Institutional capacity strengthening process is still in its infancy and impact of the process
is still too early to measure.
 Some of the states were the project is being implemented seem to be leveraging on
existing resources. It is important to note that Kaduna, Sokoto and Benue states have
instituted budget allocations to enhance the availability of counterpart funding.
 Most of the ministries that received HPDP II credit are yet to institutionalize the response
and adopt models established by the ministries of education and health.
 Strengthening of M&E systems occurred in the states but not at the national level.
 Transformation of some SACAs to agencies created opportunities for budget allocation
for the response.
HPDP II: Project Implementation Challenges
 Delay in the commencement of project and loss of existing structures.
 Slow approval process, delay in implementation of interventions and low funds
absorption.
 Non-coherence in approved & implemented activities.
 Piece-meal and non-sequencing in the approval process for implementing project-related
activities.
 Incoherence in the conduct of FLHE in Federal and State level schools
 Poor monitoring and evaluation capacity.
 Excessive bureaucracy both from the Bank and government end.
 High rate of staff turnover and lack of critical mass in project implementation.
 Accountability and transparency concerns.
 Procurement process is cumbersome.

23. 23
 Inadequate information provided by MDAs, eg. Inaccurate bank account details.
HPDP II: Recommendations
 Reduce line ministries supported by the Bank credit to just four: Health; Youth & Sports;
Education; and Women Affairs.
 MOH should support priority interventions (provision of HCT and PMTCT services;
combination prevention interventions for MARPs and general population) in line with the
PAD which contributes to PCRP.
 Education: FLHE and other in-school interventions.
 Women Affairs: OVC and OVC caregivers; and demand creation for PMTCT services.
 The PDO should be revised to improve accountability and align deliverables with priority
interventions. The result framework, including indicators, should be finalized. The
revised framework should be circulated to the concerned states.
 The Bank should consider semi-annual reporting as opposed to Quarterly reports so as to
be in line with the government’s reporting system.
 States should incorporate DHIS training as part of the training of the HAF CSOs to
facilitate electronic reporting.
C. NSHIP: Nigeria State Health Investment Project
The presentation was delivered by Dr. Abdullahi Dauda Belel, Chairman of Adamawa
State Primary Healthcare development Agency (SPHCDA). The presentation addressed the
following issues: background information; project implementation progress; implementation
challenges; and recommendations for addressing implementation challenges. NSHIP is
fundamentally focused on strengthening the Ward Health System (WHS) and Primary
Healthcare under one roof (PHCOUR).
NSHIP: Implementation Challenges
 Adamawa’s new health system is still not understood by many stakeholders resulting in
inadequate synergy.
 Low capacity at all levels: low number and quality of essential staff to provide MPAs and
CPAs; poor/inadequate infrastructure to support MPAs and CPAs; and non-
standardization of quality assurance and service protocols for MPAs and CPAs.
 Low number and quality of essential staff to provide adequate management at LGA and
state levels.
 Inadequate funding for PHC by state and LGAs.
 Inadequate coordination of Federal Government and Partners’ support for PHC
implementation.
 Insecurity in the North East has impacted negatively on effective project implementation.
HPDP II: Recommendations
 Infrastructural investments should focus on the Ward Hq facilities.
 Provide technical and financial support to develop financial plan for ADPHCDA.
 Improve the speed of implementation.
 Use of third parties to facilitate implementation given insecurity in the North East.

24. 24
 Organize retreat for top management staff of ADPHCDA.
 Train PHC staff on management, finance and technical components of the project.

25. 25
Annex 2
Presentation by Commissioners
1. Presentation by the Commissioner of Budget & Planning, Bauchi State
The presentation was delivered by the Commissioner of Budget & Economic Planning,
Bauchi State. The presentation showcased the state’s economic development priorities. In
addition to highlighting the state’s development priorities alongside related areas of focus, the
Commissioner identified viable instruments for harmonizing World Bank projects and the state’s
economic development priorities. In Bauchi State, the Ministry of Budget & Economic Planning
is responsible for donor coordination and support. The Ministry of Budget & Economic Planning
acts as a rallying point for ensuring that projects get much needed government support,
especially as it concerns counterpart funding. Again, the Commissioner suggested the need for
regular implementation progress review meetings between project teams and the Ministry of
Budget & Economic Planning. Such meetings will act as advocacy instruments for increasing the
government’s awareness of World Bank-Assisted projects.
The presentation showcased the priorities of the state government alongside economic
planning challenges in the state. These priorities and challenges are indicated below:
Table 11: Priorities and Challenges of Economic Planning in Bauchi State
Priorities Challenges
(i) Creation of employment opportunities
through job creation and economic
empowerment schemes.
(ii) Increase food sufficiency and food
security through the promotion of food
and cash crops production.
(iii) Improve the quality and standard of
education as well as enrolment level in
the state.
(iv) Provision of curative, preventive, and
rehabilitative healthcare delivery to
reduce the prevalence of common killer
diseases.
(v) Provision of basic social services and
enhancement of income generating
activities in the rural areas.
(vi) Provision of affordable housing to the
citizenry.
(vii) Governance anchored on responsive
and responsible leadership based on the
true concept of transparency and
accountability.
(i) Untimely/non-release of counterpart
funds.
(ii) Procurement delays arising from delays
in obtaining approvals, i.e. no
objection.
(iii) Insufficiency of project financing.
(iv) Inadequate supply/stockouts of
malaria/HIV commodities eg. ACT,
RDT, Test Kits etc.
(v) Infrequent steering committee
meetings.
(vi) Need for extension of project closure
dates.

26. 26
To address the aforementioned challenges, the commissioner proffered the following
recommendations:
 There is a need for increased advocacy regarding project achievements. This would get
the government interested in such projects and as such, stimulate speedy release of
counterpart funds.
 The World Bank should work closely with the State government to ensure that project
interventions align with the state government’s development priorities.
 The World Bank should encourage project teams to work closely with the Ministry of
Budget & Economic Planning. Need for regular meetings between the Ministry of Budget
& Economic Planning and project teams.
2. Presentation by the Commissioner of Budget & Economic Planning, Ogun State
The presentation was delivered by Mrs. Oluwande Muoyo, the Honourable
Commissioner of Budget & Economic Planning. The presentation highlighted the state’s
development priorities and economic development strategies together with some key areas of
reform being implemented by the Ogun State government. In addition to presenting the portfolio
of World Bank-Assisted projects in the state, Mrs. Oluwande showed how these projects are
aligned with the state’s development priorities.
Mrs. Oluwande noted that Ogun State government is on a mission to rebuild the state with
emphasis on the following key priorities:
 Affordable qualitative education
 Efficient healthcare delivery.
 Agricultural production/industrialization.
 Affordable housing and urban renewal.
 Rural & Infrastructural development/Employment Generation.
The budget to allocation to the aforementioned cardinal areas is as follows (see Table 12):
Table 12: Budget Allocation to Key Government Priorities in Ogun State
Details 2012 2013 2014
Affordable Qualitative Education 22% 21% 21%
Efficient Healthcare Delivery 8% 7% 10%
Agricultural Production/Industrialization 4% 5% 5%
Affordable Housing & Urban Renewal 16% 13% 13%
Rural & Infrastructural Development/Employment
Generation
17% 19% 16%
Sub-Total 66% 65% 65%
Others 34% 35% 35%
TOTAL 100% 100% 1005

27. 27
Key reforms are being implemented by the Ogun State government in the following areas:
 Public Financial Management: budget management & procurement; payroll &
governmental relations; financial accounting & auditing; and capacity building & change
management.
 Land Administration
 Water Supply
 Civil Service
 Legal & Regulatory Framework
At present, the status of World Bank-Assisted projects being implemented in Ogun State is as
follows:
Table 13: Portfolio of World Bank-Assisted Projects in Ogun State
S/N
O
PROJECT PROJECT
SIZE
$
AMOUNT
DISBURSED
TILL 2013 ($)
COUNTERPART
FUND
CONTRIBUTION
(N)
STATUS
1 COMMUNITY BASED URBAN
DEVT. PROJECT
13,484,800.00 1,525,109.77 150,264,683.80 Closed
2 HEALTH SYSTEM DEVT.
PROJECT
3,200,000.00 3,108,981.97 99,100,000.00 Closed
3 2
ND
NATIONAL FADAMA
PROJECT
7,391,696.32 7,391,625.80 123,400,000.00 Closed
4 3
RD
NATIONAL FADAMA
PROJECT
4,158,600.00 4,158,600.00 179,360,000.00 On-going
Additional
funding
5 NATIONAL URBAN WATER
SECTOR PROJECT
42,700,000.00 42,700,000.00 846,250,000.00 On-going
NATIONAL URBAN WATER
SECTOR PROJECT (ADD. FIN)
35,900,000.00 27,420,038.53 100% Finance by
World Bank
Additional
financing
6 STATE ACTION COMMITTEE ON
AIDS MAP1
2,233,201.00 1,926,567.15 10,000,000.00 Closed
7 STATE AGENCY FOR THE
CONTROL OF AIDS
5,000,000.00 1,963,314.74 7,500,000.00
TOTAL

28. 28
Impacts of World Bank-Assisted Projects
National Urban Water Sector Reform Project (NUWSRP):
 Increase in water production from 10.5 million cubic meters/annum in 2004 to 22.1
million cubic meters/annum as at 30 September, 2013.
 Population provided with access to potable water supply under the project has increased
from 0.97 million in 2004 to 1.38 million as at 20 September, 2013.
 Billing/collection efficiency: 55% as at 30 September, 2013.
 Non-revenue water reduced to 45% as at 30 September, 2013.
 The generated revenue has increased from N7 million from 2004 to N15 million monthly
average.
 The number of connections has increased from 33,939 to 39, 974 as at 30 September,
2013.
Fadama III
 Average net income of Fadama farmers has increased by 31.4% from 2009 to date.
 Reduction in poverty rate among Fadama III beneficiaries by 85 from 2009 to date.
 Income from value addition to agriculture products has increased by 25.4% from 2009 to
date.
 Job creation for 8,000 rural women and 1,600 youths through Fadama user groups’
activities from 2009 to date.
HIV/AIDS Program Development Project (HPDP):
 ART sites increased from 7 in 2010 to 22 in 2013.
 HCT sites increased from 23 sites in 2010 to 94 sites in 2013.
 PMTCT sites increased from 7 in 2010 to 55 in 2013.
 Support group for PLWAs increased from 15 in 2010 to 26 in 2013.
 Adults currently on ART increased from 2,992 in 2010 to 4,406 in 2012.
 Adults currently on care increased from 96,416 in 2010 to 155,399 in 2012.
 The number of clients tested and counseled increased from 63,159 in 2010 to 94,384 in
2012.
In closing her presentation, Mrs. Oluwande outlined the framework for the coordination of
World Bank assisted projects. The steering committee, through the Ministry of Budget &
Economic Planning, liaises with PFMU and PIUs to ensure that World Bank-Assisted projects in
the state get much needed support from the state government.

29. 29
Source: Ministry of Budget & Planning, Ogun State
Steering Committees
(Strategic
Management)
Bank
Projects
PFMU (Project
Financial
Monitoring Unit)
PIU (Project
Implementation
Units @ the
MDAs)
Ministry of
Budget &
Planning
(Monitoring &
Evaluation)

30. 30
Annex 3
Documentaries for Selected Projects
As part of programmes for the CPPR, documentaries were produced by some projects to
showcase achievements recorded. Documentaries were produced by the National Coordinating
Office of the following projects in collaboration with the World Bank’s Communication
Department: Malaria Booster Project; Fadama III, and Community and Social Development
Project (CSDP). Key findings from these documentaries are highlighted below:
A. Malaria Booster Project
The project was created to support the Federal Government’s National Malaria Control
Program. Among the main objectives of the project are reducing mortality rate from malaria and
reducing the risk faced by pregnant women and children under 5 years. The project is intended to
strengthen the federal and state government’s ability to implement malaria plus intervention.
The malaria plus intervention package includes the following: (i) provision of long-
lasting insecticide-treated nets; (ii) combination therapy (ACTs); and (iii) indoor residual
spraying. The project is a 5year World Bank-Assisted project being implemented in the
following target states: Akwa Ibom, Anambra, Bauchi, Gombe, Jigawa, Kano, and Rivers.
Criteria for selecting these states include: (i) mortality rate of under 5 year olds; (ii) limited
access to primary healthcare services; (iii) limited access to secondary healthcare services; (iv)
demonstrated commitment of state partners to implement large scale campaigns to cut child
mortality; and (v) demonstrated commitment of state partners to implement Malaria Booster
Project.
Among the key achievements recorded by the Malaria Control Booster Project after 7
years of implementation include:
Prevention:
 Bauchi state distributed over 2 million long-lasting insecticide treated nets to 20 LGAs
thus, achieving 98% coverage.
 Gombe state distributed 1.01 million long-lasting insecticide treated nets.
 Jigawa state distributed 2.03 million long-lasting insecticide treated nets.
Diagnosis & Treatment:
 Bauchi state distributed 2.5 million Artemisinin-based combination therapy.
 Gombe state distributed 363,406 doses.
 Jigawa state distributed 2.8 million doses.
Systems Strengthening for Sustainability:
 Bauchi state trained 4,277 healthcare workers in malaria case management.
 Gombe state trained 840 healthcare workers in malaria case management.
 Jigawa state trained 2,140 healthcare workers in malaria case management.

31. 31
Advocacy, Communication & Social Mobilization:
 Bauchi state held rallies across 6 LGAs to commemorate Malaria Day. Radio jingles have
also been sponsored to increase awareness about malaria.
 Gombe state mobilized traditional rulers during rallies held to commemorate malaria day.
Gombe state also distributed laboratory equipment to primary healthcare facilities in
selected LGAs.
 Jigawa State is currently upgrading its warehouse for the storage of malaria products.
Again Jigawa state engaged in the procurement of vehicles to facilitate speedy
distribution of malaria products to primary healthcare facilities.
B. Community & Social Development Project (CSDP)
Against the backdrop of the challenges of the prevalence of poverty in the country and
the success stories of past community-driven development (CDD) interventions in poverty
reduction, the federal government sought assistance from the World Bank towards
implementation of the Community and Social Development Project (CSDP). The appeal of
CSDP to project beneficiaries is derived from the involvement of project beneficiaries in
determining appropriate project interventions. Key Achievements recorded by under CSDP
include:
Yobe State:
 Drilling of UPVC borehole with complete accessories. Total project cost =N1.4 mn
 Construction of two blocks of three classrooms, office store and toilet. Total project cost
=N8.8 mn
Benue State:
 Construction of health center in Ube community, Utenge LGA
Plateau State:
 Grading of road & construction of culverts.
Gombe State:
 Building and equipping of orphanage home Tumfure community, Akko LGA. Total
project cost=N4.3 mn
Bauchi State:
 Rehabilitation of Jitar Bridge
 Construction of health clinic and staff quarters in Katarko Community, Alkalhui LGA.
Total project cost=N5.5 mn
C. Fadama III
Documentary was produced by the national coordinating office. So far, the project has been
hailed for meeting the socio-economic aspirations of the people, especially marginalized groups.

32. 32
The acquisition of productive infrastructure/assets under Fadama III has resulted in improved
agricultural output/productivity and the diversification of livelihoods. From inception to date, the
project has disbursed over US$40mn to the nine states under review. Key highlights and
achievements of Fadama III include:
 1,337 Fadama community associations and 16,458 Fadama User Groups (FUGs) have
been formed and registered. Through these community associations and FUGs, a total of
9,587 sub-projects have been implemented using the community-driven approach in the
nine states under review. In the nine states under review, the following groups have been
created: women groups -1,819; youth groups -449; widow groups -379; and vulnerable
group/physically challenged groups -99.
 Fadama III has helped to ensure that marginalized groups are not left out in the
development process.
 In Adamawa State, the crippled cobblers FUG received training in poultry and shoe
cobbling and have now been registered with the state’s National Directorate of
Employment.
 In the area of providing training, the distribution of trainings across the nine states were
as follows: 914 trainings organized for members of Fadama community associations; 937
trainings provided for members of Fadama User Groups; and a total of 709 trainings
provided for local government staff to enable them manage resources effectively.
 Provision of fertilizers, improved seeds and the construction of storage facilities in the
nine states under review.
 Improved access to advisory services to increase agricultural output/productivity.

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Annex 4
Findings from Group Work Sessions
I. Adamawa State
Team Interaction:
 The different projects in the state do not meet at the state level. Teams only meet at the
project level.
 State and LGA interactions are mainly through supervision and capacity building.
 For better coordination at the state level, there is need for increased collaboration
between state project teams.
 State project teams to meet regularly with the Ministry of Budget & Planning to
coordinate interactions.
 World Bank mission is very supportive to effective project implementation.
Project-related Issues:
 Delay in the availability of counterpart funding: state project teams to work closely with
the Ministry of Budget & Planning to aggressively pursue approval and release of
counterpart funds.
 Implementation challenges: delay in the retirement of advances. This affects timely
release of funds for project implementation. State project teams to ensure that speedy
retirement of advances to address delays in no objections.
 Quarterly meetings to be conducted between state project teams and the Ministry of
Budget & Economic Planning.
II. Bauchi State
Team Interaction:
 Low level of interaction among state project teams. This has inhibited against effective
collaboration between project teams and the Ministry of Budget & Economic Planning.
 Frequency of meetings at the project level differs from one project to another.
 Meetings at the project level are equally held on an ad-hoc basis.
 To support timely release of counterpart funds, there is a need for increased interaction
and cooperation between state project teams and the following interlocutors: Ministry of
Budget & Planning; Office of the Auditor-General; Office of the Accountant-General;
and the Head of Service.
 Organize annual retreat for project teams in each state.
Project Implementation Issues:
 Delays in the availability of counterpart funding: this problem can be addressed through
increased and persistent communication of project benefits and results to policymakers.
Again, added support is required from the Ministry of Budget & Planning.
 Procurement Challenges: Need for training and retraining of staff on the Bank’s
procurement guidelines.

34. 34
 Poor M&E processes: Support and capacity building on M&E is required to facilitate
effective result-based reporting on project progress.
 High staff turnover: improve employee rewards and benefits for project teams.
III. Benue State
Implementation Challenges:
 Little or no interaction among project teams at the state level.
 Weak collaboration between state and local government.
 Poor coordination between state government, local government and project teams.
 Limited support from State Planning Commission.
 Scope of supervision is insufficient.
 Delays in the release of counterpart funds.
 Lack of baseline indicators for effective project monitoring and evaluation.
Recommendations:
 There is a need for increased collaboration among state project teams.
 All projects should be coordinated by the State Planning Commission in collaboration
with the Ministry of Chieftaincy Affairs. Again, the State Planning Commission should
be at the helm of donor coordination.
 Expand scope of the World Bank’s supervision mission.
 Project Implementation Units (PIUs) should sustain pressure on government to release
counterpart contributions.
IV. Borno State
Team Interactions:
 Poor coordination among projects at the state level.
 State project teams hold regular meetings with the Ministry of Planning.
 Feedback mechanisms needed to build on findings from meetings between project teams
and the Ministry of Planning.
Project-related Issues:
 Disbursement Issues: inability to access balance of undisbursed funds.
 Security challenges affect effective delivery of project outputs.
 Poor coordination: Government should be encouraged to establish a formal mechanism
for coordination and knowledge sharing between state project teams. This can be
achieved through the Ministry of Planning.

35. 35
V. Gombe State
Team Interaction:
 Reduced coordination among project teams at the state level: there is a need for regular
meetings among state project teams. This should form the basis for increased sharing of
knowledge and experiences, especially as it concerns project implementation.
 World Bank should support state project teams to establish formal mechanism for donor
coordination at the state level.
 Meetings among state project teams should be conducted on rotational basis to ensure
commitment.
Project-related Issues:
 There is a need to establish an inter-project coordinating committee: this committee
should act as an interface between state project teams and state counterparts. Again, inter-
project coordinating committee should collaborate with the Ministry of Budget &
Planning to address challenges in the release of counterpart funds.
 There is a need to broaden the scope of World Bank supervision mission.
 Create feedback mechanism for disseminating findings from supervision missions.
 Need for training of project teams on the Bank’s procurement processes. This would help
to address the problem of ‘no objection’.
VI. Jigawa State
Team Interaction:
 State project teams meet bi-annually. This meeting is usually organized by the Cabinet
office.
 Desk officers spread across our 27 local governments. This applies to the following
projects: HPDP; Malaria; and Fadama III.
 Lack of a coordinating body at the state level: this problem can be addressed by
strengthening the relationship between PIUs and PFMU. Again, state project teams need
to create a fomal mechanism for interacting with the Ministry of Finance and the Ministry
of Budget & Economic Planning.
Project-related Issues:
 Timely release of counterpart funds to all projects except Fadama III, i.e. outstanding
2010 counterpart funds.
 Safeguard issues not reflected in current workplan for HIV/AIDS. Again non-objection
issues delays implementation of activities for projects.
 Weak internet connectivity disrupts client connection.
 World Bank should support the creation of a forum for state project teams to meet on a
quarterly basis.

36. 36
VII. Taraba State
Team Interaction:
 There is reasonable understanding among project teams both on a personal and official
level. State project teams meet on a monthly basis.
 Interaction between project teams and the state/local government is fairly strong.
 State Planning Commission should be empowered to handle donor coordination at the
state level.
 Supervisory ministries and the State Planning Commission should be duly informed of
World Bank supervision missions. This would help to promote ownership of World
Bank-Assisted projects by state counterparts.
Project-related Issues:
 Delay or non-payment of counterpart funds to projects: Joint advocacy, involving state
project teams and the World Bank, is needed for the timely release of these funds.
 Increased capacity building of project teams is needed to ensure 100% compliance to the
Bank’s procedures and guidelines for project implementation.
VIII. Yobe State
Team Interaction:
 Quarterly meetings are held by projects at the state level.
 State project teams should establish a formal structure for collaborating with the Ministry
of Budget & Economic Planning. This would guarantee timely release of counterpart
funds to projects.
 Ministry of Budget & Planning should take lead in donor coordination at the state level.
Implementation Challenges:
 Inadequate Understanding among projects: this problem can be addressed by the creation
of donor-funded coordination meeting.
 Poor interaction between project teams and state/local government: to address this
problem, regular visits should be made by project teams to local and state governments.
 Delays in the payment of counterpart funds: joint advocacy, involving the World Bank
and state project teams, is needed to address this problem.
 Delays in disbursement: prompt payment of counterpart funds should, in part, address
this particular challenge.
IX. Plateau State
Team Interaction:
 Although projects hold their meetings in silos, there is a need for state project teams to
meet regularly to share ideas, knowledge and experiences.
 Clear lines of communication should be established between state project teams and the
State Planning Commission.

37. 37
 There is a need for state project teams to hold regular meetings with key government
officials. Such meetings will promote ownership of World Bank-Assisted projects by the
Plateau state government.
 State Planning Commission should be at helm of donor coordination in the state.
 State Planning Commission and other key government ministries should be involved in
World Bank supervision missions.
Project-related Issues:
 Delay or non-availability of counterpart funds: capturing counterpart funding in the
state’s budget should address this problem.
 Poor coordination at the state level: State Planning Commission should be empowered to
handle donor coordination in the state. Again, state project teams should create formal
lines of communication with the State Planning Commission.
 Promote the benefits and achievements of World Bank-Assisted projects to the state
government.

38. 38
Annex 5
Existing and NewProjects In the North East
Sector Project Name Partner Amount State
Agriculture
FADAMA III World Bank $16,610,000
Yobe, Borno
and
Adamawa
Community Based
Agriculture and Rural
Development Programme
UN - IFAD / AfDB
$49,000,000 Yobe, Borno
and
Adamawa(Northwide)
Conflict
Nigeria Stability and
Reconciliation Programme
(NSRP)
DFID
$42,900,000
Yobe +
Borno(8 States)
Training of Leaders on
Religious & National Co-
Existence (TOLERANCE)
USAID $128,493 Borno
Governance
State Accountability and
Voice Initiative (SAVI)
DFID Yobe
State Partnership for
Accountability
Responsiveness and
Capability (SPARC)
DFID
$54,600,000
Yobe
(10 States)
Health
Health PILs World Bank $48,100,000 Adamawa
Women for Health
Programme
DFID
$35,100,000
Yobe
(5 states)
Partnership for Reviving
Routine Immunization in
Northern Nigeria and
Maternal Newborn Child
Health Initiative
DFID
$58,500,000
Yobe
(4 States)
Support to the National
Malaria Programme
DFID
$115,700,000
Yobe
(11 States)
Immunization and Disease
Surveillance(Including Polio
Eradication Initiative)
WHO $25,000,000
Yobe, Borno
and
Adamawa
Strengthening Integrated
Delivery of HIV/AIDS and TB
Treatment Services
(SIDHAS)
USAID
$224,400,034
(Nationwide)
Yobe +
Borno
Shaping Local Markets for
Diarrhea Treatment
CIDA $14,250,000 Bauchi
Nigeria Evidence-Based
Health Systems Initiative
(NEHSI)
CIDA $18,500,000 Bauchi

39. 39
Enhancing the Ability of
Frontline Workers to Improve
Health in Nigeria
CIDA $15,000,000 Bauchi
Accelerating the Reduction of
Maternal & Newborn Mortality
CIDA $21,000,000
Adamawa,
Borno,
Gombe, and
Bauchi
Polio Eradication Program CIDA $18,000,000
Borno,
Gombe,
Yobe, and
Bauchi
Support to Scale up Maternal
Newborn and Child Health
Outcomes
UNICEF-EU $699,565 Adamawa
UNFPA Country Programe UN - UNFPA
$4,200,000
(Nationwide)
Borno +
Adamawa
Infrastructure
RAMP 2 World Bank $50,000,000 Adamawa
RAMP 2 AFD $15,000,000 Adamawa
Federal Roads Development
Project
World Bank
$330,000,000
(Federal
level)
Adamawa
Nutrition
Working to Improve Nutrition
in Northern Nigeria (WINNN)
UNICEF-DFID
$40,700,000 Yobe, Borno
and
Adamawa(5 States)
UNICEF Nutrition Response
in Sahel
UNICEF-ECHO $424,038
Yobe, Borno
and
Adamawa
Community Management of
Severe Acute Malnutrition in
Nigeria
UNICEF-CIFF $2,811,166
Yobe, Borno
and
Adamawa
Child
Protection
Child Protection UNICEF $3,761,000
Yobe, Borno
and
Adamawa
Water and
Sanitation
Water Supply and Sanitation
Sector Reform Programme
(WSSSRP) Phase II & III
UNICEF $6,500,000 Yobe
Rural Water and Sanitation
Sub Program in Yobe
AfDB $62,190,000 Yobe
Total (Only for State specific allocations- Nationwide / Multi State
allocations not included)
$231,224,262

40. 40
New Initiatives:
Donor Programme/ Project
Amount
(Millions)
World Bank
Support to agricultural livelihoods
(FADAMA III -Additional
Financing)
N
1,600.00
Confidence restoring programs/
enhanced targeting of vulnerable
populations to new/ existing
programs (SPF Grant)
N 800.00
Energy (Clean Technology Fund)
N
16,000.00
Social Safety Nets (CSDP)
N
3,200.00
Subtotal
N
21,600.00
DFID
Rural Roads Maintenance N 100.00
Support to skills training N 100.00
Increasing availability and training
of midwives and other health
workers
N 750.00
Reducing Malaria through training
healthcare workers and providing
bed nets and malaria treatment
N 40.00
Technical Assistance across sectors
Subtotal N 990.00
AfDB
Rural Water and Sanitation Sub
Program in Yobe
Dams reoperation and Trans
boundary issues on climate
change impact and social
development issues
N
11,067.00
Subtotal
N
11,067.00
Total Support (Million Naira)
N
33,657.00
Total Support 2014 (Million Dollars) $210.36

41. 41
Annex 6
Nigeria-North East, North Central and North West CCSD Talking Points
Background information
 The World Bank was created for Europe and Asia reconstruction.
 Therefore, the World Bank has supported a number of countries that are experiencing
conflict/post conflict or have elements of fragility. These include Iraq, Colombia,
Philippines, Afghanistan, Liberia, Sierra Leone, Northern Uganda, Sudan/South Sudan,
Eastern DRC, Mali, Ivory Coast. In Nigeria, country has witnessed serious conflict in
Delta state before the onset of Boko Haram in North East.
Common causes of conflict
 Non inclusive development
 Existence of elite capture that may capture state-same people having control over
resources such as diamonds, access to government contracts etc.
 Youth unemployment
 Perceived intrusion in the country by foreigners-as in Afghanistan
 Quest for independence-Philippines
 Religion
Effects of conflict
 Breakdown of social contract between citizens and the state
 State legitimacy being challenged
 Little government places in some local governments and regions
 Little economic activity
 Existence of increased female headed households
Bank work in such areas: Prominently governed by the findings of 2011 World Development
Report-which looked at causes of stress and fragility
CCSD has recently reviewed and analyzed 53 CASs regarding conflict causes and how to link
such causes of stress to projects that IDA finances in terms of mitigating the causes.
CCSD provides support to countries to do conflict analysis and what causes conflict.
Where there is conflict, Bank lessons for implementing projects have included the following:
 Ensuring projects are implemented and adopt flexible approaches.
 Flexible financing options are adopted.

42. 42
 Establishment of a risk framework to changing environment and how it affects project
implementation
 Where new projects are implemented, streamlined processing procedures are used.
 Alternative implementation arrangements are used such as NGOs, CSOs and CBOs.
 Design of projects is simplified.
 Design can also be flexible.
 Phased approaches are used.
 Community involvement and participation in implementation are used.
 Increased Information, education and communication is adopted.
 Usage of Monitoring Agents, Financial Management Agents and at times payment agents
to build capacity
 Scaled responses are used.
 Pooled mobile phone reporting is adopted.
 Reporting may take the form of GPS.
 Visual imagery from drones may be used.
 High resolution satellite imagery may be used.
 Third party monitoring may be used.
 Enhanced social accountability.
 Block grants may be used when making payments.
CCSD Approach to supporting Country Teams faced with situations of Fragility, Conflict and
Violence (FCV):
 No two situations of FCV are the same. The situations in Afghanistan, Haiti, Timor
Leste, Iraq and South Sudan are all different and call for unique responses.
 Therefore ‘no one size fits all’. There is need to understand the drivers of fragility in
order to design the appropriate response
 Putting together a panel to discuss the conflict in NE Nigeria was therefore an excellent
idea and very helpful for the CCSD to listen to the analyses by the various panel
members.
 The choice of and amount of simplification needed to facilitate project implementation
will depend on the nature of the challenges faced by the project teams as a result of the
FCV situation.
 CCSD has constituted an Operational Solutions Team (OST) with a mandate to support
Country and Project Teams to ‘get things done’. The OST has experts in FM, Legal,
Monitoring and Evaluation, Operations, Procurement, and Safeguards available to
provide the support as needed.