NIGERIA: National Social Safety Nets Project (NASSP) Implementation Support Mission November 5 - November 14, 2018 Aide Memoire I. SUMMARY OF KEY FINDINGS AND ACTIONS 1. The main purpose of the mission was to: (i) review overall implementation progress focusing on registration of poor and vulnerable households in the National Social Registry (NSR), enrollment in the Conditional Cash Transfer (CCT) Household Uplifting (HUP) Program, and payments of cash transfers; (ii) discuss institutional arrangements, coordination and operational management of National Social Safety Nets Coordinating Office (NASSCO) and National Cash Transfer Office (NCTO); and (vii) verify and certify the evidence for output-based and for cash transfers disbursements. 2. Overall project implementation progress and disbursements: Project implementation has continued to improve albeit disbursements are low. This is because the project activities had focused on building adequate and reliable systems which would be the basis for transfers. Most importantly, the first payments for cash transfers for HUP beneficiaries using both IDA and Abacha restituted funds started in October 2018. To date, NASSP has disbursed $42.5m from IDA- $17.5m to NASSCO and $25m to NCTO. However most of the advances have not yet been documented due to difficulties submitting regular withdrawal applications. 3. National Social Registry continues to expand and targeting accuracy is improving: To date 551,755 households from 21 states have been captured in the NSR. Recently the quality of the targeting has improved. However, capacity gaps remain in the enumeration management and cleaning and validating data at State level. 4. Payment of Cash Transfers to HUP beneficiaries. The new payments system allowing for an electronic trail of funds has been successfully piloted and integrated with the payment service providers (PSPs) in 16 of the 19 States currently implementing the program. Cash transfer payments using the new payment system have been completed in 13 states with 3 more states concluding payments the week of November 19th, amounting to a total of $6.7m ($3.5m from Abacha restituted funds). The three remaining states with enrolled beneficiaries shall pay as soon as the pending procurement process for engaging PSPs is completed. This process has been stalled because of reassignment of NCTO's Procurement Officer by the Bureau of Public Procurement. 5. NASSP Institutional Arrangements: The mission discussed the overall NASSP institutional arrangements focusing on the key areas of: coordination, management, and implementation relationship between NASSCO and NCTO, and coordination and implementation relationships between NASSCO and other SSNs (YESSO and CSDP). A full report of this session is attached in Annex 2. 6. State engagement is required for the proper institutionalization of SOCU and SCTU in each of the States. Implementation at State level is facing serious challenges resulting from lack of adequate human resources and operating costs. This mission agreed that NASSCO and NCTO will provide the SA with a comprehensive inventory of all State Governments' support to SOCUs and SCTUs and the SA will engage State Governors to ensure proper support as part of the State governance structure. 1 II. PROJECT DATA AND RATINGS Project Data USD (millions) Project Ratings: Previous Current Original Project Amount 500 PDO MS MS Total Disbursement 40 MS MS Disbursement in FY 40 P Finncil___NI Financial MS MS Closing Date June 30, 2022 Management Procurement MS MS M&E MU MU Disclosure: The World Bank Group and FGN confirm their understanding and agreement to publicly disclose this Aide-Memoire. It is therefore classified as Public. III. IMPLEMENTATON PROGRESS AND KEY FINDINGS 7. Overall Project Implementation and Disbursements: Disbursements are low though Project implementation has continued to improve. Cash transfer payments are now being made with the Abacha and IDA funds and are expected to continue on a regular bi-monthly schedule. To date, NASSP has disbursed $42.5m from IDA - $17.5m to NASSCO and $25m to NCTO. However most of the advances have not yet been documented because both NASSCO and NCTO had difficulties submitting regular withdrawal applications to document expenses. During the mission both NASSCO and NCTO provided evidence for documenting approx. $61,000 and $3.4m, respectively, for both outputs and cash transfers. These can be submitted as soon as NASSCO provides pending documentation to the Bank for the lifting of disbursement conditions. The estimated additional documented expenses by end of December 2018 will be at least $14.5 million. The WB FM team continues to provide support to NASSCO and NCTO in Client Connection and accounting generally. 8. NASSP Institutional Arrangements: The discuss focused on the key areas of: coordination, management, and implementation relationship between NASSCO and NCTO, and coordination and implementation relationships between NASSCO and other SSNs (YESSO and CSDP). The need for a clear definition of organograms and roles and responsibilities of staff both at federal and state levels, including the rules of engagement, tenure, and dismissal, was identified as an immediate action. Equally there is need for the formation of the technical working committee at the state level between SOCU, SCTU and other SSN interventions. The mission agreed that a working session will be held with both NASSCO and NCTO to review the organograms/staffing structure, roles, and responsibilities of staff as well as staff retention and these renewed understandings will be reflected in the overall NASSP PIM, NASSCO OM, and NCTO Manual. A full report of this session is attached in Annex 2. Component 1 - Establishing the Foundation for a National Social Safety Net System Sub-component 1 a: Project Management and Institutional Capacity 2 this including how to cascade same to states during implementation. The draft of the communications strategy is expected by November 26, 2018. 10. Social accountability -Third Party Monitoring (TPM): For the project-supported TPM system, NASSCO is in the process of recruiting TPMs for National and State levels. The National TPM evaluation report has just been submitted and the procurement will be concluded by December 20, 2018. The State TPM procurement has been launched and will be concluded by January 30, 2019. 1]. Independent monitoring of Abacha restituted funds by Network on Assert Recovery (NAR): The mission team invited and met with NAR and the Federal Ministry of Justice (FMoJ). The aim of this meeting was to formally meet NAR and have a shared understanding/update of the plans from both NAR and the NASSP TPM activities on monitoring of the Abacha restituted funds. The mission agreed with NAR the need to form an operation level layer of meetings between NAR and NASSCO and NCTO that will enable the teams meet more regularly to share monitoring information. These meetings will also enable the open sharing of information at the request of NAR about up and down stream releases of the restituted funds (information about upstream: draw down from the BIS account with CBN and downstream: eventual disbursements to CT beneficiaries). 12. Livelihoods pilot / impact evaluation: A separate Aide Memoire will be prepared at the end of the mission on livelihood November 23. 13. M&E: NASSP still lacks a comprehensive M&E framework to facilitate regular monitoring and reporting on the project. NASSCO has engaged an M&E Specialist who has produced a draft of the M&E manual that outlines modalities for the regular collection of data necessary to report on the NASSP results framework. The manual is to be finalized by December 15, 2018. A draft of a comprehensive M&E framework for NASSP will be developed by January 31, 2019. NASSCO should strengthen the process of program reporting on M&E by NCTO, YESSO, and CSDP, as well as provide capacity building on improving M&E. 14. NLSS: NASSP task and implementation teams and poverty team of the World Bank met with the representatives of the National Bureau of Statistics (NBS) on the reporting mechanism for the ongoing living standard survey and social protection oversample. NBS NLSS and oversample team agreed on the reporting mechanism highlighted in the NASSP PAD that focuses on four outputs: number of enumerated areas with listed households, the number of survey staff trained, the number of completed household questionnaires, and the number of validated questionnaires. NBS team also agreed on the template for reporting developed by the NASSP task team. However, poverty team of the Bank will work closely with the NBS team to ensure that the reporting is carried out as per the agreement and quality is ensured. In addition, NBS NLSS team will work closely with NASSCO during the implementation of the survey for the purpose of knowledge transfer on survey management and data quality monitoring mechanisms. 15. Furthermore, poverty team discussed briefly with the NASSP task and implementing teams on how survey solutions platform could be used for the digitization of the administrative data especially NSR enumeration and beneficiary data, and how monitoring process could be digitized for better performance and decision-making process. In coming weeks, poverty and NASSP task teams will carry out further discussions with the NASSP implementing agencies to explore options to utilize survey solutions platform for better program monitoring and use of administrative data. 3 Sub-component Ib: Developing Building Blocks of the Safety Net System 16. National Social Registry (NSR): In all, 551,755 households (2,182,401 individuals) from 21 states have been captured in the NSR to date. As of the first week of November, 34 states and FCT had established State Operation Coordination Units (SOCUs) to drive targeting activities (only Lagos and Ogun remained). Thirty (30) states and FCT have started identification of poor and vulnerable households using the community-based targeting approach, and 28 states and FCT are at the stage of enumeration of identified poor and vulnerable households. Between September and November 2018, 32,936 households (151,206 individuals) were added to the NSR. More than double this number are at various stages of data cleaning and will be available before the end of November. However, the mission observed capacity gaps in enumeration and cleaning and validation of data at state level which is a major limiting factor to accelerated process of households' enumeration and data quality. To address these challenges, the mission agreed the need to finalize the NSR handbook and accelerate capacity building to staff. 17. The quality of the targeting' has improved. According to the Proxy Mean Test score (PMT), the welfare ranking of the additional 32,936 households shows that about 75% of the households are below the 6th decile mark. This is an improvement over April 2018 when only 45% of households were below the 61 decile. There continue to be issues in Ekiti and Imo states and the mission advised that states should be guided on ways to improve their implementation of the targeting process. 18. A number of activities are pending and stalling progress in achieving common understanding and improving on targeting performance. These include development of NASSCO's Operational Manual, NSR handbook, and Web-based Management Information System, and the procurement of the server and 7-inch tablets for data collection. The mission agreed a timeline for delivery of these key activities, as outlined in the Key Actions table below. 19. NASSCO MIS implementation: NASSCO still has no running MIS, and information is managed on multiple, distributed applications, housed on multiple personal computers. Procurement of both a server infrastructure and software consultant firm are on-going. The procurement of server infrastructure will be concluded by November 30, 2018, while the procurement of MIS consultant firm will be concluded by December 15, 2018. Component 2 - Implementing a Targeted Cash Transfer 20. Enrollment: The completion of the re-enrollment process of the old beneficiaries has not been finalized as the re-verification of the 84,000 non-matched households is still being awaited. The re- enrollment of beneficiaries became pertinent when the updating of the NSR resulted in mismatches found in the NCTO beneficiaries enrolled earlier. NASSCO has identified an audit firm to commence work November 19, 2018. The mission reiterated the need for NASSCO to fast track the audit of eligible and non-eligible CT beneficiaries from the match-no-match report. 21. Payments: a. Beneficiary Cash-out: NCTO has commenced cash disbursements using the IDA credit and Abacha restituted funds from the Swiss government. Payments to beneficiaries is currently 'Targeting is defined as the entire process from the identification of households at the community level through community-based targeting, through the enumeration of households, and application of the PMT to the households. 4 being made in 13 states for the August-September payment schedule (a total of about 204,000 HHs on payroll), 3 are in process, and 3 are delayed due to unavailability of a PSP to service the state. Reconciliation for 9 of the 13 states has commenced. b. Payment Service Provider (PSP) procurement: Three (3) states currently have no PSP, as the contracts for the PSPs servicing those states had to be cancelled. Procurement is ongoing for the replacement PSPs but cannot be finalized until NCTO's is assigned a Procurement Officer. It was also agreed that procurement of PSPs for the states in which the HUP program has not yet enrolled the beneficiaries should be done proactively ahead of when the states' social registry is ready, once the approximate number of potentially eligible beneficiaries is known. c. Payment System: The payment system supporting NCTO has now been developed and integrated with the NCTO MIS and it is currently being used to generate and manage the payroll for beneficiaries. The current system has improved features, which help make payments management more flexible and provides for timely reconciliation. The co-responsibilities module of the system has not been tested pending the roll out of co-responsibilities. The system also requires more robust reporting. NCTO is in the process of engaging an MIS firm which will support the strengthening of the payment system and the overall MIS. d. Payment at LGAs: According to the Service Level Agreements (SLAs) signed by PSPs, payments are to be done at reasonable distance from the beneficiaries, for now at ward level, but due to the insecurity in some regions it is permissible for beneficiaries to be transported to the nearest safe location where payments can be carried out, this can be the LGA secretariat. A rule will be developed to guide in which situations beneficiaries should be transported to an alternate location for payment. 22. Co-responsibilities: The Training of Trainers (ToT) using the draft Co-orientation manual has been completed and inputs/suggestions for revision collated and incorporated in the final manual. The field testing/pilot for the Co-orientation manual was carried out November 12-14, 2018 in two communities in Oyo state. The pilot of the application that will be used to enroll co-responsibility beneficiaries is planned for January 28, 2019. The mission agreed the timelines for the roll-out of the Co-orientation training with beneficiaries after validation and registration of the top beneficiaries. The training of the Cash Transfer Facilitators (CTFs) will commence by February 4, 2019 and will be followed immediately by the rollout of the general orientation with CT beneficiaries planned for March 11, 2019. Based on this timeline it was determined that the soonest compliant beneficiaries can start receiving payments is during the July August Payment cycle. The mission also agreed on the need for the World Bank team to support NCTO with the roll-out with close and frequent technical discussions to enable the seamless rollout of the co- responsibilities component of the program. 23. Grievance Redress Mechanism: To date at least 1,600 grievances have been received. State level GRM officers have not been able to make effective use of the Excel template distributed to support the recording and tracking of grievances at State level. Provision of tablets to State GR officers is being prioritized and a training on the GRM application developed by the MIS team is scheduled for end November. This will enable GR Officers to input received complaints at State level via the application and will allow for compilation of all grievances registers. Third party monitoring of the GRM has highlighted the need for continuous communication to communities on how to use the GRM. It was also agreed that CTFs will be trained on the GRM and the application so they can also log complaints via their tablets when they are in communities for other activities. As N-Power volunteers have not been forthcoming, the mission 5 agreed that NYSC volunteers should be engaged as soon as possible to provide support at Federal and State levels on the GRM. 24. NCTO MIS: The NCTO MIS has been developed and deployed and is in now being operationalized by NCTO. The consultancy contract for the individual consultants have elapsed, and NCTO is in the process of procuring a consultancy firm, who will be in charge of strengthening the current MIS and implement the modules which were not done by the individual consultants, while supporting the MIS and doing a robust knowledge transfer to NCTO MIS staff. The procurement of the consultant firm is in the REOI stage and will be concluded by January 30, 2019. Financial Management & Procurement 25. Output based disbursements (OBD): NASSCO and NCTO has successfully prepared the evidence required for withdrawal applications for OBD. Once NASSCO submits evidence required for lifting the Disbursement Conditions, these applications can be formally submitted. This is expected by November 23, 2018. 26. Financial Management: The project is in compliance with the financial management covenant in the Financing Agreement on the submission of unaudited Interim Financial Reports (IFRs), as no financial report is outstanding as at date. There has been progressive improvement in the quality and timeliness in the submission of IFR. However, the capacity that has been built over the time, is being eroded by the emerging high turnover of the project FM staff. The mission advises that measures to mitigate this should be urgently put in place. A meeting involving the Bank, the FPFMD and the Project will be conveyed to agree on measures to mitigate staff turnover. 27. Effort is on-going at computerizing the financial management system. It is planned that by the end of January 2019, a robust accounting software would have been deployed in the project. 28. The first ofthe quarterly audits ofthe Targeted Cash Transfer payments by the Office ofthe Auditor General of the Federation is being planned to be conducted before the end of December 2018. In addition, the procurement of a firm for the independent verification of outputs should be concluded by end of December with the first report expected January 31, 2019. With the fiscal year coming to an end, the mission advises the project to firm up the arrangement with the Office of the Auditor General of the Federation for the annual audit of its financial statements. Noting that the audited financial statements are to be fumished to the Bank not later than six (6) months after the end of the fiscal year. 29. Procurement: The mission discussed procurement management for both NCTO and NASSCO components. The discussions cut across the challenges being faced by both NASSCO and NCTO in getting experienced procurement officers. For NASSCO, the CSDP procurement officer has been providing procurement support while the process of engaging an experienced procurement officer is being addressed. For NCTO, the procurement officer who has been supporting the office since the project became effective was posted out of the project by BPP, and different options of either retaining the officer or getting a replacement were explored. The Bank advised that qualified procurement officers, when they are posted to the project, should be retained throughout the project life, to enable the Bank to build the capacity of the procurement officers, as well as aid continuity in project implementation. The mission recorded that NCTO has recorded some good progress in the implementation of the approved procurement plan submitted in 6 STEP, and there were discussions on how NASSCO could accelerate its procurement implementation. In view of the poor quality of procurement submissions in STEP, the Bank team will continue to provide the required STEP training and hands-on support to the project. IV. NEXT STEPS AND AGREED ACTIONS Key Actions Responsible Deadline Vacancies in management teams to be filled in NCTO NASSCO & NCTO December 30, 2018 and NASSCO Revision of NCTO operations manual NCTO December 15, 2018 Staffing guidelines for NCTO and NASSCO NASSCO & NCTO December 30, 2018 Revised PIM NASSCO & NCTO January 30, 2019 TOR for technical working group to be shared with W NASSCO/WB November 15, 2018 etc. through NOB Annual Work Program and Budget and Training Plans NASSCO & NCTO December 30, 2018 COMPONENT 1- NASSCO Data handling capacity training NASSCO November 26, 2018 NASSCO Operational Manual to be finalized NASSCO December 30, 2018 NSR Handbook NASSCO December 30, 2018 Procurement of NASSCO MIS NASSCO Dec 15, 2018 Procurement of NASSCO Server NASSCO November 30, 2018 M&E Manual Finalized NASSCO December 15, 2018 Comprehensive M&E Framework NASSCO December 15, 2018 Procurement of States TPM NASSCO December 15, 2018 Procurement of National TPM NASSCO December 15, 2018 Procurement of 7-inch Tablets for Data Collection NASSCO November 26, 2018 Procurement of firm for independent verification of NASSCO December 30, 2018 outputs MOU with FPFMD NASSCO Nov 30, 2018 COMPONENT 2- NCTO Pending resolution of Payment providers engaged in 3 states with current NCTin rouemnt beneiciaiesNCTO NCTO Procurement Officer replacement Payment providers procurement for new States NCTO March 31, 2019 Pilot of application for co-responsibility monitoring, NCTO January 2019 enhancement, and training of CTFs Payments Manual Review NCTO January 31, 2019 NCTO MIS Procurement NCTO January 31, 2019 7 Annex 1: NASSP Results Framework as of October 2018 Table 1: Programme Results Indicators Indicators Baseline YR1 (2016) YR1 YR2 (2017) YR2 YR3 (2018) YR3 Cumulative Achieved Cumulative Achieved Cumulative Achieved Target Result Target Result Target Result Direct project beneficiaries 0 1,000,000 NA 2,000,000 1,427,056 3,000,000 981000 (Number) - (Core) Female beneficiaries 0 50 NA 50 49.5 50 49.5 (Percentage - Sub-Type: Supplemental) - (Core) Percentage of transfer 0 60 NA 70 81 75 92 recipients that are female (Percentage) Percentage of beneficiaries 0 80 NA 80 61 80 48.2 that are in the bottom two poverty quintiles (Percentage) Number of households 35,000 50,000 155,861 200,000 419,206 2,000,000 551, 755 included in National Social Registry (Number - Thousands) Number of states benefiting 0 8 9 14 20 18 13 from targeted cash transfers (Number) 8 Table 2: Intermediate Results Indicators Indicators Baseline YR1 YR1 YR2 YR2 YR3 YR3 Cumulative Achieved Cumulative Achieved Cumulative Achieved Target Result Target Result Target Result Number of states that have signed 0 6 35 10 37 14 37 MoUs with federal level (Number) Number of states with Social Registry 8 10 8 14 19 18 20 (Number) Number of other social protection or 0 0 0 1 0 3 2 social sector programs utilizing the National Social Registry (Number) Percentage of individuals registered in 0 1 0 2 0 5 0.5 National Social Registry with a valid national ID number from NIMC (Percentage) Percentage of payments delivered to 0 40 97 40 98 70 19.6 beneficiaries within one month of the due date (Percentage) Percentage of targeted households 0 65 0 75 0 75 0 receiving transfers electronically (Percentage) 9 Indicators Baseline YR1 YR1 YR2 YR2 YR3 YR3 Cumulative Achieved Cumulative Achieved Cumulative Achieved Target Result Target Result Target Result Percentage of households who receive 0 60 0 70 0 75 02 top-up transfers (Percentage) Percentage of households receiving 0 60 0 70 0 70 0 top-up transfers for which monitoring information on co-responsibilities is available (Percentage) Percentage of complaints satisfactorily 0 30 0 60 100 80 94 addressed within three months of initial complaint being recorded (Percentage) Quarterly reports are generated by No No No Yes No Yes NO NCTO using a MIS system (Yes/No) Number of states CTUs that generate 0 0 0 4 0 8 0 quarterly reports using a MIS system (Number) 2 The co-responsibility component of the project is yet to start payment 10 Indicators Baseline YR1 YR1 YR2 YR2 YR3 YR3 Cumulative Achieved Cumulative Achieved Cumulative Achieved Target Result Target Result Target Result Percentage of beneficiaries and non- 0 60 0 60 0 75 n.a beneficiaries that report they are aware of project objectives and entitlements (Percentage) Percentage of male beneficiaries and 0 60 0 60 0 75 n.a non-beneficiaries that report they are aware of project objectives and entitlements (Percentage - Sub-Type: Breakdown) Percentage of female beneficiaries and 0 60 0 60 0 75 n.a non-beneficiaries that report they are aware of project objectives and entitlements (Percentage - Sub-Type: Breakdown) Number of LGAs that have completed 60 150 0 200 0 250 6' the targeting process (Number) 3 Many states will be rounding up their 30% LGA hopefully by year ending 11 Indicators Baseline YR1 YR1 YR2 YR2 YR3 YR3 Cumulative Achieved Cumulative Achieved Cumulative Achieved Target Result Target Result Target Result Percentage of beneficiaries and non- 0 75 0 75 0 80 n.a beneficiaries reporting that targeting process is fair (Percentage) Percentage of males reporting that the 0 75 0 75 0 80 n.a targeting process is fair (Percentage - Sub-Type: Breakdown) Percentage of females reporting the 0 75 0 75 0 80 n.a targeting process is fair (Percentage - Sub-Type: Breakdown) Percentage of beneficiaries that report 0 60 0 65 0 70 n.a they are satisfied with the targeted cash transfers (Percentage) Percentage of male beneficiaries that 0 60 0 65 0 70 n.a report they are satisfied with the targeted cash transfers (Percentage - Sub-Type: Breakdown) 12 Indicators Baseline YR1 YR1 YR2 YR2 YR3 YR3 Cumulative Achieved Cumulative Achieved Cumulative Achieved Target Result Target Result Target Result Percentage of female beneficiaries that 0 60 0 65 0 70 n.a report they are satisfied with the targeted cash transfers (Percentage - Sub-Type: Breakdown) Annual Results and Resources No No No Yes No Yes n.a Scorecard implemented and made public by independent third party (Yes/No) Number of states that have developed 0 0 0 0 0 3 n.a livelihoods strategy based on pilots (Number) 13 Annex 2: Institutional Arrangements Agreements Institutional Arrangements Discussion (Topic: NASSP and Institutional Arrangements) The first leg of the institutional arrangement discussion duringthe NASSP mission of November 5-13, 2018 took place November 7, 2018 at the World Bank office. The topic was: Institutional Arrangements Discussion (Topic: NASSP and Institutional Arrangements). The major agreements reached after the first day are; * The Institutional arrangement as stated in the PAD (pages 51 and 52) and Figure 3.1 is largely correct, but the NSR is housed in NASSCO (not in NIMC, as suggested by the organogram) * NCTO is responsible for day to day management of National Cash Transfer and reports to NASSCO * There is need to encourage the formation of the technical working committee at the state level between SOCU, SCTU and other SSN interventions * NASSCO reports on all its activities including coordination of NCTO and other SSNs to the SA- SIP * The SA-SIP may choose to have a role in the supervision of NCTO especially as it relates to the role of TCT in the SIP programs of the Federal Government * Relationship with Accountant General's office, including secondment and return of staff, is governed by the MOU signed between the project and the Accountant General's office. The MOU needs to be activated. * NASSCO and NCTO to set out staffing guidelines including (1) TORs for key staff positions (2) qualifications, roles and responsibilities; (3) guidelines for recruitment; (4) processes for engagement and disengagement of staff. * The PIM and other operational manuals need to be updated to reflect these agreements. Institutional Arrangements Discussion (Topic: Coordination, Management, and Implementation relationship arrangement within and between NASSCO and NCTO) The second and final leg of the 'Institutional Arrangements Discussion' continued November 8, 2018 with the SA SIP and the various Management staff of NASSCO, YESSO, CSDP and NCTO. This section of the discussion focused on coordination, management and relationship and reporting lines internal to the PIUs (NASSCO and NCTO) and external (upward and downward). The mission agreed on the following areas as it relates to the coordination, management, and implementation arrangements within the PIUs: NASSCO: * NASSCO's organogram as presented only captured two major blocks of roles/responsibility of NASSCO. The four key blocks under NASSCO's role/responsibilities are: Coordination; Policy development; Learning and Knowledge management; and NSR. At the moment, NSR and some of the M&E parts are captured but there is need to restructure NASSCO's organogram to cover more effectively coordination, policy development, and learning and knowledge management. * The admin functions in NASSCO should be organized in the form of a unit of support services. * The NASSCO management level has a vacancy for the post of Project Accountant. 14 * World Bank to organize working session to agree on how to re-work NASSCO's organogram to realign NASSCO's core business processes to enable NASSCO fulfil its role. NCTO: * NCTO organogram needs to clearly articulate the link with NASSCO/SA coordination and with the decentralized SCTUs structures. The organogram needs to be revised to ensure that it does not look like at central level NCTO is the operational body rather than implementation guidelines/supervisory/facilitating team and it is important to make a clear distinction between NCTO and SCTU. * The organogram would require some rearrangement of some of the functions (Risk management) to cover other areas in addition to operations * The staffing of the management team is incomplete and inadequate (junior officers in acting capacity (e.g. Head, M&E, Head, operations) or people whose qualification or capacity to act in the role is not confirmed (e.g. Head, Finance and Admin and Head, MIS). There is an immediate need to fill in vacant positions with senior level staff. * World Bank to organize working session to agree on how to re-work the organogram and agree on NCTO core positions to supervise SCTU's rather than deliver the operations as NCTO. Institutional Arrangements Discussion (Topic: Coordination and Implementation relations with other SSN-YESSO and CSDP) * The role of NASSCO in coordinating CSDP, YESSO was said to be useful and highly supportive * The interface between NASSCO and YESSO on data cleaning needs to be streamlined and agreed. The operational documents should be explained to states and NASSCO/YESSO PIU's * There is need for NASSCO to make the Technical Working Committee functional * YESSO, NCTO, CSDP to have quarterly coordination meetings of the NASSCO Coordination Management Committee Wrap-up (Institutional Arrangements Discussion) A wrap up of the above points was presented to the SA, SIP and signed off. Key actions were agreed as follows: 1. MOU with FPFMD to be completed by the end of November 2. Vacancies in management teams to be filled in NCTO and NASSCO by the end of December 3. NASSCO OM to be finalized by the end of December 4. Revision of NCTO operations manual by mid-December 5. Revised PIM to be done in January 2019 6. Staffing guidelines for NASSCO and NCTO to be completed by end December 7. TOR for technical working group to be shared with WB etc. through NOB by mid-November 15 Attendance S/N Name Designation 1 Maryam Uwais SA SIP 2 Foluso Okunmadewa Lead Specialist 3 Cornelia Tesliuc Sr. Specialist 4 Ubah Thomas Payment Consultant 5 Ayodele Fashogbon Impact Evaluation and Data Analyst Consultant 6 Vicki Esquivel GRM and SP Consultant 7 Fanen Ade SP Specialist 8 Bukola Osinibi Livelihood/co-responsibility consultant 9 Joy Medani Program Assistant 10 Tope Sinkaiye NC, NCTO 11 Apera lorwa NC, NASSCO 12 Zainab Usman Program Officer, NCTO 13 Joyce Dida M&E Officer 14 Mohammed Abdullahi Payment Specialist 15 Tukur Ruma Project Accountant 16 Idris Mohammed HNSR, NASSCO 17 Ayodeji Doydeli MIS Officer 18 Abdullahi Lawal M&E Consultant 19 Zainab Anas PA, NASSCO 20 Zainab Yahaya-Edu NSIO 21 Ibraheem Adam NCTO 22 Yahya A.M SPA, FPSU - CSDP 23 Abubakar Atiku Musa HME, YESSO 24 Bamidele Akinola PA-YESSO 25 Obande John OOR - FOCU 26 Fabowale A. Gbadebo HOPs - FPSU 27 Niyi Oduneye HMIM - FPSU 28 Hajara Sami Ag. NC, YESSO 16 Annex 3: List of officials met and composition of the World Bank team Name Title & Organization Maryam Uwais Special Adviser, SIP Babatunde Adebayo Federal Ministry of Finance Apera lorwa National Coordinator, NASSCO Temitope Sinkaiye Programme Coordinator, NCTO Tukur S. Ruma Project Accountant, NCTO Zainab Usman CCT Program Officer, NCTO Mabel Onyekachi NCTO M&E Officer Joyce Dida NCTO M&E Officer Onu Desmond NCTO Busari Akeem MIS Officer Olumuyiwa Babaranti NCTO Ibrahim Adam NCTO Fxentirimam Jauro NCTO Zainab Yahaya- Edu NSIO Mohammed Abdullahi NCTO Head, PSS Adeyinka Ismail NCTO Abdulkadir Mohammed NCTO Egweni Uzoezi NCTO Usman Eneye NCTO Sadiya Abdullahi NCTO Solomon Odole NASSCO Naiyeju Toyin NASSCO Zainab Anas NASSCO Idris Mohammed HNSR, NASSCO Ayodeji Doydeli MIS Officer Abdullahi Lawal M&E Consultant Yahya A.M SPA, FPSU - CSDP Abubakar Atiku Musa HME, YESSO Bamidele Akinola PA-YESSO Obande John OOR - FOCU Fabowale A. Gbadebo HOPs - FPSU Niyi Oduneye HMIM - FPSU Hajara Sami Ag. NC, YESSO Chisom Aghadinuno Federal Ministry of Justice Asani Omowunmi ANEEJ David Ugolor ANEEJ Odionye Oliver NBS Olokpo Audu NBS Tunde Adebisi NBS Sam Coope DFID Comelia Tesliuc World Bank Task Team Vicki Esquivel-Korsiak World Bank Task Team Foluso Okunmadewa World Bank Task Team Fanen Ade World Bank Task Team Ayo Fashogbon World Bank Task Team Ubah Thomas Ubah World Bank Task Team 17 Name Title & Organization Bukky Osinibi World Bank Task Team Joy Medani World Bank Task Team Vivian Mbusu World Bank Task Team Oyewole Afuye World Bank Task Team Abul Azad World Bank Team Kehinde Ajayi World Bank Team 18 The 2019 calendar year Result-based Procurement Planning Clinic is scheduled to hold for three days from Wednesday January 23, 2019 to Friday January 25, 2019 in Abuja. The venue for the clinic will be Chelsea Hotel, Plot 123 Mohammadu Buhari Way, CBD, Abuja. The 2019 Procurement planning clinic will be anchored on the theme, "Procurement for Sustainable Development ". The main objective of the 2019 procurement clinic is to support project implementation to achieve value for money with integrity in delivering sustainable development. TTLs should work with the project teams to develop their 2019 workplan and have them cleared before the clinic. Only procurement plans derived from cleared workplans will be reviewed at the clinic. Projects that do not have cleared workplan as of the date of the clinic need not attend. The clinic will be held in three batches as follows: Batch 1: January 23, 2019: NEWMAP, IUFMP, RAMP II, TRIMMING, NETAP, NEP, MINDIVER, Ill NUWSRP Batch 2: January 24, 2019: CSDP, NIPEP, SLOGOR, NSHIP, GEM, DFI, DBN, ACE, BHCPF Batch 3: January 25, 2019: YESSO, SEPIP, SEEFOR, MCRP, POLIO, NASSP, REDISSE, FADAMA III Project staff to be invited to the clinic are; a. Project Coordinators b. Project Procurement Officers 巨 The 2019 calendar year Result-based Procurement Planning Clinic is scheduled to hold for three days from Wednesday January 23, 2019 to Friday January 25, 2019 in Abuja. The venue for the clinic will be Chelsea Hotel, Plot 123 Mohammadu Buhari Way, CBD, Abuja. The 2019 Procurement planning clinic will be anchored on the theme, "Procurement for Sustainable Development ". The main objective of the 2019 procurement clinic is to support project implementation to achieve value for money with integrity in delivering sustainable development. TTLs should work with the project teams to develop their 2019 workplan and have them cleared before the clinic. Only procurement plans derived from cleared workplans will be reviewed at the clinic. Projects that do not have cleared workplan as of the date of the clinic need not attend. The clinic will be held in three batches as follows: Batch 1: January 23, 2019: NEWMAP, IUFMP, RAMP 11, TRIMMING, NETAP, NEP, MINDIVER, III NUWSRP Batch 2: January 24, 2019: CSDP, NIPEP, SLOGOR, NSHIP, GEM, DFI, D13N, ACE, 13HCPF Batch 3: January 25, 2019: YESSO, SEPIP, SEEFOR, MCRP, POLIO, NASSP, REDISSE, FADAMA III Project staff to be invited to the clinic are; a. Project Coordinators b. Project Procurement Officers C. one accountant per state nominated by the head PFMU to attend the clinic from January 23 - 25, 2019 (the nominated accountant should not be the same as the one to be nominated for contract management/ESHS workshop to be held same week)