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Part four is about oversight.

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Chapter twenty-three: Ngozi Eze watches how each facility is performing.

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Facility monitoring opens with the open early warnings, the critical ones, the facilities monitored, and climate triggers in the last ninety days.

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Warnings are checked every day, and sent to the people responsible in the app, by email and by push.

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Every facility shows the same core indicators: applications received, approval ratio, average size,

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approved and disbursed amounts, women and youth beneficiaries, repayment, portfolio at risk, and recovery.

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F-I adds its climate indicators: input finance, insured exposure, premiums, claims and loss ratios.

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Agric-Vault tracks loan-to-value, collateral and storage.

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Value-chain finance tracks deliveries, buyers and first-loss use.

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Agribusiness tracks growth, cash flow, equity returns and jobs.

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And infrastructure tracks cost, progress and private capital mobilised.

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Ngozi records a climate reading.

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The hazard is a rainfall deficit in the Ikara maize cluster in Kaduna, measured by the NiMet weather station index.

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Only 41 millimetres of rain fell, against a trigger threshold of 60.

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She records the source: the NiMet dekadal bulletin.

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She also records a market price: maize at ₦465,000 per tonne at the Zaria grain market.

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Price falls feed the Agric-Vault warnings.

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The reading appears in the climate readings table, with its deviation from the threshold.

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Because there are live F-I loans in Kaduna, DFFMS raises a critical early warning: a climate trigger in Ikara.

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It tells everyone responsible, and asks for a management decision.

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Climate warnings stay open until someone resolves them.

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Chapter twenty-four.

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An earlier reading, for Zaria, has already reached Ibrahim.

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Here is how he acts on it.

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The bell shows his unread notifications.

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The notification centre has tabs for unread items, all activity, and the email and push deliveries, so you can see that every message really went out.

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He finds the climate trigger for Zaria and opens the record.

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It takes him straight to the warning on the monitoring page.

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He acknowledges it, so his colleagues know it is being handled.

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Then he records the management decision: an insurance claim has been opened with NAIC,

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and lenders have given affected members a sixty-day repayment holiday.

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He resolves the warning.

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The number of open warnings goes down.

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The decision stays on the record for auditors and partners.

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Chapter twenty-five.

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Two more tools for the monitoring team.

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Under Risk assessments, Ngozi creates an assessment for Hauwa's financing case.

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She gives it a score of 42 out of 100, a medium rating.

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It joins the risk register, and feeds the risk chart on the dashboard.

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Under Performance, she records a programme indicator:

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the share of SCAFI members who are women or young people, with its code, unit, value and reporting date.

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Indicators build up over time, so progress against the programme's goals can be reported.

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Chapter twenty-six.

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DFFMS produces formal reports from an approved catalogue of seventeen.

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Ibrahim selects Create report, chooses the facility KPI pack, which covers DFFMS's monitoring role for every facility,

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picks PDF, and notes it is for the monthly steering committee.

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Reports can also be produced as CSV or Excel.

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The report definition is saved.

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He selects Generate report.

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The file is produced in the background, so nobody has to wait.

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Finished files appear under Exports.

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To download, he opens the row's actions.

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DFFMS asks him to confirm, then gives a secure link that works for only a few minutes.

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Here is the facility KPI pack.

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Exported files are kept for up to seven days.

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Chapter twenty-seven.

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Aminu Danjuma represents executives and development partners, who need the big picture but never change anything.

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The dashboard opens with the facilities, applications in review, pending approvals, active cases,

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open risk assessments, verified institutions, verified disbursements and unread notifications.

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The ₦420 billion allocation shows how much each facility holds.

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Charts show six months of transaction value, the mix of transaction types, risk ratings, workflow status and the funding portfolio.

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Attention required lists anything that needs action, followed by recent financial activity and the latest notifications.

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His menu only contains what his role may see.

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He can follow the investment schemes too, but there are no buttons to change anything.

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His access is read-only.

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Chapter twenty-eight.

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A quick tour of the remaining programme records.

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The general ledger lists every posted entry, debit and credit, including the scheme contributions, dividends and redemptions we just saw.

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It is immutable.

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Investments, loans and grants are portfolio registers.

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They are filled from approved financing cases, never typed in directly.

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SAPZ programmes lists the zones and states, and value chains lists each commodity and stage, from beef and cashew to cassava, cocoa and dairy.

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Stakeholders and institutions record every organisation on the programme:

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ministries, banks, development finance institutions, insurers and cooperatives.

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Those marked as public partners appear on the public website.

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And collaboration collects notices and messages between teams.