EuropeAid Partnership Project DPRK 1 July 2010 - 31 December 2012 End Stage Report - Stage: 1 (1 July 2010 – 31 June 2011) Project Executive: Ulli Kuhlmann.

EuropeAid Partnership Project DPRK1 July 2010 - 31 December 2012

End Stage Report - Stage: 1 (1 July 2010 – 31 June 2011) Project Executive: Ulli Kuhlmann

Project Manager: Keith HolmesDate: November 2011

Project Finance Code : DR10060ESR Version: May 2011

Amended Project BoardImplemented New Organisation Structure

● Corporate Management: PMG● Project Board:-

● Project Executive: Ulli Kuhlmann ● Senior Users: Janny Vos● Senior Suppliers: Ulli Kuhlmann, Feng Zhang ● Project Assurance: Dannie Romney● CABI Budget-holder: Ulli Kuhlmann

Note that, if not the Project Executive, the CABI Budget-holder must have written confirmation from the Project Executive, and the Project Manager if required by Project Executive, prior to authorising payment.

● Project Manager: Keith Holmes

● Team Managers: N/A

Achievement of Objectives against PID

Objectives in PID CommentaryStrengthen knowledge and in-house research capacity

The project has already contributed significantly to this objective of strengthening knowledge and in-house applied research capacity of DPRK departments, institutions, branches and centres that work to provide solutions for agricultural problems (see following slides and EU Interim Narrative Report for detail)

Sustainable increase in agricultural productivity

This is a medium to long term objective of the project and the project to date can be considered to be already contributing to this for the future through enhancing capacity of partner institutes to conduct problem-oriented research (see following slides and EU Interim Narrative report)

Enhance capacity of partner institutions to conduct problem-oriented research

The project has significantly contributed to delivery of this objective (see following slides and EU Interim Narrative Report for details). This has been achieved, in part, through the workshops highlighting the communication pathways and mechanisms currently employed to identify problem oriented research, the access to international scientific information through the internet and the training in “Experimental design and statistical analysis’. In conjunction with the training experimental equipment was supplied to partner institutes, to support the improvement in their technical ability to conduct applied agricultural research. The provision of the above knowledge and equipment has already greatly improved the ability of local scientists to apply their newly acquired skills to develop tailor-made solutions to agricultural problems within DPRK.

Progress to this Stage- Stages

Stage Project To Date

- Planned

Project To Date

- Actual

Institutional analysis of partner organisation; Partners’ responsibilities identified during finalisation of work plan

Sept 2010 Nov 2010

Capacity of partner institutes to identify topics for problem-oriented research strengthened

January 2011 Projected: November 2011

Partner institutes’ capacity to conduct applied research improved

June 2011 April 2011

Communication and application of knowledge and research output strengthened

December 2012

Projected:

December 2012

Improvements in partner knowledge and networking skills used to enhance capacity to identify, design and develop joint project proposals

December 2012

Projected:

December 2012

Internal monitoring and evaluation conducted and reports compiled according to donor guidelines

December 2012

Projected:

December 2012

Progress to this Stage- Financials – Donor-funded Projects

(£)

Report Stage

- Planned

Report Stage

- Actual

Original Full Project

- Planned

Project To Date

- Planned

Project To Date

- Actual

Full Project – Current Projection(Expected Full Project Total)

Costs Billed to Project Donor (£)

Gross Income: 146,169.6 143,557.39 322,007.83 146,169.6 143,557.39 322,007.83

Payments to External Collaborators:

Net Income: 146,169.6 143,557.39 322,007.83 146,169.6 143,557.39 322,007.83

CABI Implementation Costs (£)

CABI Staff Costs: 41,946.1 49744.35 71765.22 41,946.1 49744.35 71765.22

Direct Costs:(other direct costs, for example travel etc)

96,084.35 84421.74 229,176.09 96,084.35 84421.74 229,176.09

Net Profit/Loss:(‘Project Contribution’)

9562.6 9391.3 24226 9562.6 9391.3 24226

Net Project Contribution (%):

6.54 6.54 6.54 6.54 6.54 6.54

Dissemination of Results to Date

Dissemination and Measures of Results – PlannedNot planned in original PID

Dissemination and Measures of Results - Actual

Effectiveness Key Success

? (tick)

Partner Institutes trained in production of institutional analysis and SWOT analysis

8 representatives from partner institutes trained directly. Secondary outcome with additional staff being involved in further evaluation/preparation of SWOT within partner Institutes

Increased number of people trained in use and development of institutional analysis and SWOT analysis √

Partner institutes trained in the use of novel information tools and instruments

Not taken place - rescheduled

Partner institutes representatives trained in experimental design, maximum 30

21 partner representatives from 6 institutes of AAS and PAU trained in experimental design

Increased knowledge of individuals demonstrated through formal examination. Course adopted and adapted with CABI support as university level course, with course book, by Pyongyang Agricultural University

√

Dissemination of Results to Date

Dissemination and Measures of Results – PlannedNot planned in original PID

Dissemination and Measures of Results - Actual

Effectiveness Key Success? (tick)

Partner institutes representatives trained in statistical analysis, maximum 30

21 partner representatives from 6 institutes of AAS and PAU trained in statistical analysis

Increased knowledge of individuals demonstrated through formal examination. Course adopted and adapted with CABI support as university level course, with course book, by Pyongyang Agricultural University

√

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

Planned Impact Actual Impact Comments Key Success

? (tick) No impact planned in original PID

Partner institutes representatives ability to conduct scientifically sound problem oriented research enhanced

Long-term impact will improve delivery of sustainable solutions to agricultural problems in DPRK.

Long –term impact will be sustainable, increased agricultural production

√

Partner institutes representatives ability to conduct training dissemination activities for staff based outside of Pyongyang enhanced through renovation of training facility accommodation.

Long-term impact will be improved dissemination of information and knowledge. An improvement in the national application and delivery of sustainable solutions to agricultural problems. Long –term impact will be sustainable, increased agricultural production

√

Additional Project Outcomes

Item Outcome

Key Successes Facilitating access to the internet for the Academy of Agricultural Sciences, major achievement within DPRKThrough this achievement, DPRK benefits from membership and scientists at AAS have access to CABI on-line products, CAB Direct, CABI Compendia and CABI ebooks.Provision of training course in ‘Experimental Design and statistical analysis’ and its subsequent adoption by Pyongyang Agricultural University as a component of its curriculum, with production of course manual (co-funding SDC)Renovation of Training Facility accommodation block, enhancing partners ability to train non – Pyongyang based staff

Benefits Achieved Strengthening capacity of partner institutions to implement collaborative research projects in the futureStrengthening linkage with local project partners to ensure support in future project proposals/project implementationProject enabled payment of CABI DPRK membershipProviding income to Publishing through the purchase of literatureDeveloped model for future, similar projects, with other developing country member countries

Provision of Content for Plantwise

Not Applicable

Increased Scope for CABI?

Development of similar projects with other countries/member countries. Strengthened linkages with member country and local implementing partners, such as MoA, to provide support for future project developments.

Lessons Learned

What … Comments

went Well Institutional and SWOT analyses of partner institutions

Workshop to evaluate current and potential communication channels to identify and improve problem oriented research

Renovation of Training Facility Accommodation block

Experimental design and statistics workshop

Access to internet and on-line resources

General communication and linkage with partner institutional representatives

went significantly Less Well

Development of Knowledge Management Room

was Lacking Workshop on use of novel information tools (due to lack of internet linkage in time period)

Monitoring according to templates developed

would you do Differently Next Time

More realistic monitoring schedule developed in inception workshop based on mission reports and direct communication with institute key contact

Any Other Comments

Commentary on Variations from Plan

● Outputso Provision of workshop in the use of novel information toolso Provision in training in development of background information for developing research or

project proposalso Both delayed due to delayed installation of access to internet within the Academy of

Agricultural Sciences

• Scheduleo Delay in provision of training activities as indicated above, due to delayed provision of access

to internet within AAS – rescheduled for August 2011

● Financialso In-line with expectations

● Events Affecting Performance – N/A● Input / Effect of Donor, Partners, End-Users etco Delay in gaining permission to use and install internet access due to local security concerns

of national authorities

● Current Assessment of Business Case – N/A

Key Risks – Project( ) = Previous Rating

Risk Owner Likelihood

(L)

(1=Low;

3=High)

Impact

(I)

(1=Low;

3=High)

Total

(L x I)

(1=Low; 9=High)

Update (or Management Strategy if a NEW risk)

Project activities restricted by national DPRK authorities

Project 1 3 M (M) Work closely with KECCA to ensure activities can be implemented

Import restrictions prevent required equipment being purchased

Project 1 2 L (M) Source equipment locally wherever possible, use joint venture companies (DPRK – PR China) if require external supplies to increase likelihood of delivery

AAS staff unwilling to participate in project activities

Project 1 3 M (L) Work closely with AAS and associated institutes to ensure staff fully engaged with capacity building process

External political climate changes causing EuropeAid to reduce funding

1 3 M (L)

Commentary on Projection of Project

● Events Affecting Future Performanceo None foreseen at this time

● Risks● Previous Risk Total: N/A● Current Risk Total: 11● Comments:

● Overall – Likely Impact on Next Stageo Low● Overall - Likely Impact on Projecto Low

End Stage Report Sign-offAuthorisation

Project Executive: ……………………………………………

Date: …………………………………………………………..

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Corporate Management Sign-off: ………………………………………………………………….

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Date: ………………………………………………………………………….

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