Centre of Phytosanitary Excellence COPE End Project Report

Centre of Phytosanitary Excellence (COPE) End Project Report (May 2008 – November 2010) Project Executive: Roger Day Project Manager: Florence Chege Date: 20 th July 2011 Project Finance Code (if applicable): VM 10045 EPR Version: May 2011

Preamble May 2008 -November 2010 The Centre of Phytosanitary Excellence was established through a regional partnership involving government, private sector and international stakeholders with funds provided by the Standards and Trade Development Facility Trust Fund (STDF). The Kenya Plant Health Inspectorate Service (KEPHIS) and the Netherlands Plant Protection Service (NPPS) provided co-financing. CABI implemented the project.

Achievement of Objectives against PID Objectives in PID Commentary To set up the legal and institutional framework for a Centre of Phytosanitary Excellence (COPE) Achieved To set up a training unit including the establishment of an exemplary plant inspection facility and information management system Achieved to a great extent (trained trainers, developed curriculum, set up a computer lab, provided reference materials including 3 year access to CABI pest maps and CPC for NPPOs in 7 countries) To set up a unit for applied A regional network of pest analysts was pest risk analysis (PRA) and to established; capacity to undertake PRAs was establish a network of African boosted at KEPHIS and at regional level pest risk analysts To promote the Centre, and the services it will offer, within the region Achieved through participation in international meetings/conference , COPE launch & distribution of promotional materials, project website

Stages (Work Packages or Deliverables) Stage (Changed these as the Planned ones in PID were the donor report schedules - which were all achieved on time) Actual Development of a management structure and institutional framework November 2009 September 2010 (slow start, long negotiations) Preparation of a business plan April 2010 August 2010 (related to above) Development of curriculum and course modules November 2009 August 2010 (feedback, revisions took time) Training of Trainers (various) April 2010 August 2011 (lead time selecting trainees) Upgrading Jomo Kenyatta International Airport Inspection Facility & staff training November 2009 May 2010 (long procurement)

Stages (Work Packages or Deliverables) Stage Planned Actual Improve information management systems at KEPHIS & staff training April 2010 October 2010 (long lead time to decision; long procurement process) Website developed & fully running August 2008 November 2010 (low staff capacity) Regional dissemination meeting/Launch May 2010 October 2010 (depended on completing project activities)

Customer Acceptance Criteria PID (Changed these as in original PID they were more on compliance with donor reporting requirements which were all met) Commentary Systems, programmes and staff in place to run the Centre of Phytosanitary Excellence Mo. Us for COPE administration signed between partners; registration of business & logos; staff trained; COPE secretariat and board instituted; personnel allocated by KEPHIS and University of Nairobi (Uo. N); Business Plan developed; course curriculum developed & endorsed by KEPHIS and Uo. N authorities Centre promoted & regional buy in & ownership cultivated Promotional material and activities undertaken including publicity materials; meetings/conferences; regional launch; regional board Sustainability measures in place for the Centre A business plan in place – which if followed would enhance COPE financial and institutional sustainability Donor requirements met Achieved

COPE management COPE is managed by a secretariat governed through a Memorandum of Understanding (Mo. U) between KEPHIS and University of Nairobi. Policy issues are determined by an advisory board with representatives from a range of organizations in Africa as well as international organizations including: 3 African National Plant Protection Organizations (NPPOS), University of Nairobi (Uo. N), the Inter-African Phytosanitary Council (IAPSC), secretariat of the International Plant Protection Convention (IPPC), the Netherlands Plant Protection Service (NPPS), Food and Agriculture Organization of the United Nations (FAO) and CAB International (CABI).

Review of Benefits PID Commentary Enhance CABIs visibility and expose its technical expertise through close interaction with international (WTO, IPPC, FAO) and regional agencies which is good for generating future business in phytosanitary stds and market access in other developing regions Achieved – the international Project Management Committee expressed satisfaction with CABI’s technical and managerial contributions/leadership Will showcase CABI Africa’s project management capacity hence enhance chances of being invited to play similar roles in new projects Achieved – part of the reason that CABI has been invited to participate in another STDF project in Uganda (at proposal stage) Strengthen links to the horticultural and agricultural business in the region – potentially increasing collaboration on other projects Link with private sector not as strong as envisioned; however potential for other projects achieved – see slide on follow on actions

Financials – Donor-funded Projects (£) Full Project - Planned Full Project – Actual Costs Billed to Project Donor (£) Gross Income: 391, 620. 00 399, 960. 00 * Payments to External Collaborators: 304, 257. 00 212, 925. 00** Net Income: 87, 363. 99 187, 035. 00*** CABI Staff Costs: 25, 738. 00 52, 959. 00**** Direct Costs: 30, 737. 00 74, 377. 00 v 30, 888. 00 59, 699. 00 v 1 35% 32%v 11 CABI Implementation Costs (£) (other direct costs, for example travel, etc) Net Profit/Loss: (Project Contribution) Net Project Contribution (%): Comments *Exchange gains **CABI spent on behalf of partners; savings made on some activities *** spent on behalf of partners; increased staff time allocation ****more staff time allocated and spent as a result of NCE v as in ** v 1 more funds allocated to CABI at NCE V 11 the profitability remained almost constant as both the net income and net profit increased as almost same rate

Dissemination of Results Dissemination and Measures of dissemination Results – Planned (numbers were not set) Dissemination and Measures of Results - Actual Effectiveness Attendance and awareness creation at international meetings, & events Was done by CABI and the international Project Management Group – FARA; SPS working groups; COMESA Achieved Brochures/leaflets/posters Various were done to market COPE services Achieved Business plan BP developed and distributed Will be gauged after COPE runs for sometime Regional workshop /COPE Launch & Media Launch event held in Nairobi October 2010 Some enquiries received after event Website Hosted by KEPHIS Took very long to have a running site – not very effective Papers and presentations KARI Scientific conference; case story on COPE submitted to STDF for publishing 2011 Effective Key Succes s? (tick)

Impact of Project – Scientific, Technical, Commercial, Social, Environmental Item No. Planned Impact (outputs more relevant for this project) Actual Impact (outputs) Comments 1. Set up a Centre of Phytosanitary Excellence The Centre was set up The project purpose was to set up the centre which was successfully accomplished including: services defined, institutional and management structures set up; capacity of both KEPHIS and Uo. N to run COPE services enhanced 2. Set up a regional pest risk analyst network An analyst group set up and initial regional level PRA work started The group comprises NPPO staff from several African countries; they have an operating structure and leader/champion (Malawi) Key Succes s? (tick)

Additional Project Outcomes Item Outcome Key Successes -Uo. N has integrated phytosanitary modules in 4 of its existing degree courses -KEPHIS and Uo. N run their first post project short-in-service course under COPE in July 2011 paid for by the private sector. KEPHIS advertised the courses on local paper and got a good response Benefits Achieved - capacity at both Uo. N and KEPHIS (JKIA, HQ) improved – staff and resources - new phytosanitary training programmes developed for the region - new regional pest risk analysts network established - CABI’s visibility and recognition in the areas of SPS increased at national and regional level CABI’s project management capability recognized and appreciated by donor and various project partners Provision of Content for Plantwise Not directly – but possibility depending on future engagement of the risk analysts in undertaking regional PRA work? Increased Scope for CABI? - CABI approached by USAID to partner in regional PRA work (though funding did not eventually come through) - STDF expressed satisfaction with Management role that CABI played – CABI has been invited to provide similar role in an upcoming STDF funded project in Uganda

Public Relation Opportunities ● Novelty Aspects ● ● ● (where relevant to an Impact of Project item, give the Item No. and provide a brief comment) The first centre of phytosanitary excellence in Africa New type of project for CABI? Has CABI helped set up an institution and curriculum before? The project tried to build a regional institution ‘without walls’ where different players could work together to enhance phytosanitary capacity in the region ● ● ● Human Interest Stories (where relevant to an Impact of Project item, give the Item No. and provide a brief comment) ● ●

Commentary on Variations from Plan ● Outputs: the management committee made some adjustments ● ● ● to suit current needs and realities given the proposal was written a while back (training, PRU unit) Schedule: Project was given a six month NCE due to slow start and protracted negotiation between KEPHIS and Uo. N on COPE management structure Financials: CABI ended up handling more funds Events Affecting Performance: Staffing capacity and institutional interests slowed down implementation Input / Effect of Donor, Partners, End-Users etc: As mentioned staffing issues at one of the partners contributed to delays in project implementation Assessment of Business Case: Sound

Lessons Learned What … Comments went Well -very good commitment from the International Project Management Committee – without their technical knowledge & support the project would not have succeeded -good publicity for CABI at local & global levels -The biggest challenge came from key partners being very cautious not to set up an institutional model that could interfere with their existing mandates –CABI had strong persistence, negotiation and neutral ability which was necessary for this project. went significantly Less Well -Private sector engagement not successful despite invites/effort -delays in establishing website and information management systems (complexity & institutional capacities) -institutional interests slowed down project implementation was Lacking -None would you do Differently Next Time -More effort to engage the private sector Any Other Comments -A unique project for CABI; good income and publicity achieved

Follow-on Actions Action to be Taken Forward By Whom, How, When, etc Impact Assessment -Donor indicated might do a post-project review in 2011 but not made any firm plans Future Projects -Discussing with KEPHIS possible future projects -Possible CABI engagement in an STDF project promoting horticulture in Uganda (consultant has interviewed CABI staff and included CABI’s time in the budget) -Possible engagement by COMESA to help establish other centres of excellence Other (state other actions) -CABI needs to support the Centre through engagements and encouragement to the key partners –because even though our task was to establish the Centre, outsiders are likely to initially associate its success or failure with CABI; also we need to influence partners to retain the intended regional reach; and align COPE with regional bodies COMESA, CAADP for institutional sustainability (regional relevance)

End Project Report Sign-off Authorisation Project Executive: ……………………… Date: ……………………………. . _________________________________ Corporate Management Sign-off: ……………………. . …………………………………………. . . Date: ……………………………………. ______________________________ Comments and/or Follow-on Actions: