Ghana - Fisheries Sub-Sector Capacity Building Project

Document of The World Bank FOR OFFICIAL USE ONLY Report No: 26166 IMPLEMENTATION COMPLETION REPORT (IDA-27130) ON A CREDIT IN THE AMOUNT OF US$9.0 MILLION (SDR6.2 MILLION) TO THE REPUBLIC OF GHANA FOR A FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT June 27, 2003 Rural Development 2 Country Department 10 Africa Region This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.  CURRENCY EQUIVALENTS (Exchange Rate Effective September 30, 2002) Currency Unit = Cedis 817.50 = US$ 0.10 US$ 1.00 = 8.175 FISCAL YEAR January 1 December 31 ABBREVIATIONS AND ACRONYMS AGSSIP Agricultural Services Subsector Investment Program CBFMC Community-Based Fisheries Management Committee CSIR Council for Scientific and Industrial Research DA District Assembly DDA District Director of Agriculture DDO District Development Officer DOF Department/Directorate of Fisheries FAO Food and Agriculture Organization FSCBP Fisheries Subsector Capacity Building Project GLV Gross Landed Value GoG Government of Ghana ICCAT International Commission for the Conservation of Atlantic Tuna ICR Implementation Completion Report JICA Japan International Cooperation Agency IFMD Inland Fisheries Management Division MCSD Monitoring, Control and Surveillance Division MFMD Marine Fisheries Management Division MFMP Marine Fisheries Management Plan MFRD Marine Fisheries Research Division MLS Minimum Landing Size MOFA Ministry of Food and Agriculture MTADS Medium-Term Agriculture Development Strategy NGOs Non-Governmental Organizations SMSs Subject Matter Specialists WRI Water Resources Institute Vice President: Callisto E. Madavo Country Manager/Director: Mats Karlsson Sector Manager/Director: Joseph Baah-Dwomoh Task Team Leader/Task Manager: Charles Annor-Frempong  REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT CONTENTS Page No. 1. Project Data 1 2. Principal Performance Ratings 1 3. Assessment of Development Objective and Design, and of Quality at Entry 2 4. Achievement of Objective and Outputs 4 5. Major Factors Affecting Implementation and Outcome 11 6. Sustainability 12 7. Bank and Borrower Performance 13 8. Lessons Learned 16 9. Partner Comments 16 10. Additional Information 17 Annex 1. Key Performance Indicators/Log Frame Matrix 18 Annex 2. Project Costs and Financing 19 Annex 3. Economic Costs and Benefits 21 Annex 4. Bank Inputs 23 Annex 5. Ratings for Achievement of Objectives/Outputs of Components 25 Annex 6. Ratings of Bank and Borrower Performance 26 Annex 7. List of Supporting Documents 27 Annex 8. Mid-term Review Mission Aide Memoire 28 Annex 9. Borrower's Contribution 32 Map: IBRD No. 26335  Project ID: P000962 Project Name: FISHERIES Team Leader: Charles Annor-Frempong TL Unit: AFTR2 ICR Type: Core ICR Report Date: June 27, 2003 1. Project Data Name: FISHERIES L/C/TF Number: IDA-27130 Country/Department: GHANA Region: Africa Regional Office Sector/subsector: Central government administration (67%); Animal production (33%) Theme: Water resource management (P); Environmental policies and institutions (P); Administrative and civil service reform (S); Law reform (S) KEY DATES Original Revised/Actual PCD: 09/10/1993 Effective: 10/23/1995 10/23/1995 Appraisal: 09/28/1994 MTR: 04/01/1998 10/05/1998 Approval: 05/02/1995 Closing: 06/30/2001 12/21/2002 Borrower/Implementing Agency: REPUBLIC OF GHANA/MINISTRY OF FOOD AND AGRICULTURE Other Partners: STAFF Current At Appraisal Vice President: Callisto E. Madavo Edward V.K. Jaycox Country Director: Mats Karlsson Olivier Lafourcade Sector Manager: Joseph Baah-Dwomoh Cynthia Cook Team Leader at ICR: Charles Annor-Frempong T. Haile-Mariam ICR Primary Author: Lucie H.G. Tran 2. Principal Performance Ratings (HS=Highly Satisfactory, S=Satisfactory, U=Unsatisfactory, HL=Highly Likely, L=Likely, UN=Unlikely, HUN=Highly Unlikely, HU=Highly Unsatisfactory, H=High, SU=Substantial, M=Modest, N=Negligible) Outcome:S Sustainability:UN Institutional Development Impact:M Bank Performance:S Borrower Performance:S QAG (if available) ICR Quality at Entry: S Project at Risk at Any Time: Yes  3. Assessment of Development Objective and Design, and of Quality at Entry 3.1 Original Objective: The project's main objective, as stated in the Staff Appraisal Report (SAR), was to establish the long-term sustainability of the fisheries resource and thereby maximize its contribution to the economy. The objective was consistent with the 1994 Country Assistance Strategy for Ghana and the priorities of the Government as outlined in the 1991-2000 Medium-Term Agricultural Development Strategy (MTADS) which was discussed and agreed with the Bank. The project was important for the agriculture sector since it was one of a series of agriculture-related projects designed to implement the MTADS which examined the main constraints to the agriculture sector's growth. The constraints were: poorly organized and managed agricultural services, neglected rural infrastructure, particularly feeder roads, weak capacity of public sector institutions for managing the sector, over-exploitation of natural resources exacerbated by inadequate public sector capacity for formulating and enforcing appropriate policy, and adverse public sector interference in marketing and pricing of inputs and outputs. The fisheries sub-sector was identified at the time as an important potential source of growth but which was subject to similar constraints. The sub-sector accounted for about 5 percent of the agricultural GDP (value added of US$80 million at landing site and an equal amount generated by marketing and processing), and the Government could earn substantial tax revenues from fishing activities. However, that potential had not yet been fully exploited. Government objectives were to increase production for local consumption and export consistent with the long-term sustainability of the resource, develop resource management plans for the entire fisheries sector, integrate fishing activities in the farming system through the promotion of aquaculture, privatize assets and operations of public bodies engaged in direct fishing or in the supply of fishing gear, and strengthen the fisheries department so that it can effectively carry out its mandate, particularly for the above tasks. To attain these objectives, the Government intended to: (a) pursue a private sector oriented strategy and divest public sector commercial assets and concerns, (b) remove policy bottlenecks to increased exploitation of tuna resources and promote private investment in rehatilibation and expansion of the tuna fleet so as to increase exports, (c) promote, through extension and other support services, private smallholder investment in aquaculture, especially in the hinterland, (d) promote joint ventures between Ghanaian and foreign investors in trawl fishing so as to obtain foreign fishing rights for the Ghanaian trawler fleet and stop its over-exploitation of in-shore demersal fisheries, (e) rationalize exploitation of both marine and lake fisheries resources, through stock assessment surveys and comprehensive management plans, aimed at harvesting various species only up to the maximum sustainable yield in order to prevent the possible collapse of critical fisheries and increase exploitation of under-utilized resources; (f) update the fisheries law in order to facilitate a regulatory framework in which the fisheries management plan would be effectively carried out, and (g) strengthen the DoF and related institutions and fishers' groups so that they can effectively implement the fisheries management plans, including monitoring, control and surveillance. The project was designed in light of these strategies and in response to evidence that lake and marine fisheries in Ghana (except for tuna) was overexploited. The project was complex and difficult for the Borrower to implement because of: (a) the range of policy and institutional reforms required; (b) the large number of activities to be undertaken by an agency with low capacity and lack of implementation experience in projects, (c) the number of institutions involved, and (d) the wide geographical area covered by the project along the marine coast and shore and the entire area of the Volta Lake and lake boundaries. - 2 -  3.2 Revised Objective: Not revised. 3.3 Original Components: The project, as stated in the SAR, included four components and their related objectives: (1) Strengthening the Department of Fisheries (DoF) (US$5.0 million) - strengthen the capacity of the DoF in financial management, collection and management of fisheries levies, budget planning and management through technical assistance and training of staff in extension methods, marketing, fisheries resources management, fisheries economics, and monitoring, control and surveillance; reorganize DoF and establish new divisions to deal with marine fisheries Management, and monitoring, control and surveillance; and the revision of fisheries legislation. (2) Marine Fisheries Management (US$2.2 million) - build national capacity for stock assessment of marine fisheries resources through: trawling trials, catch evaluations and acoustic surveys; improve the quality of fisheries statistics through updating frame surveys, aerial census and registration of fishing vessels; preparation of fishery management plans, and the promotion of community-based fisheries management; and the rehabilitation of a fisheries research vessel. (3) Inland Fisheries Management (US$1.5 million)