PPROJECT COMPLETION REPORT · 2019-06-29 · PPROJECT COMPLETION REPORT AFRICAN DEVELOPMENT FUND MULTINATIONAL (Mali, Mauritania, ... Insert notes from the relevant tables in the

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PPROJECT COMPLETION REPORT

AFRICAN DEVELOPMENT FUND

MULTINATIONAL (Mali, Mauritania, Niger and Chad)

Project in Support of Preventive Desert Locust Control in Four CLCPRO Member States

(PALPCP-CLCPRO)

COMPLETION REPORT

November

2011

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A. PROJECT DATA AND KEY DATES I. BASIC INFORMATION

Project Number Project Name Country (ies)

P-Z1-AA0-059 Project in Support of Preventive Desert Locust Control in Four CLCPRO Member States

Mauritania, Mali, Niger and Chad

ID Number of all Lending Instrument(s) Department Environmental Classification

African Development Fund Grant Agriculture Category II

Original Commitment Amount Amount Cancelled Amount Disbursed Percent Disbursed

UA 4 250 000 UA 18 619.4 UA 4 231 380.53 99.56%

Borrower

UA 1 695 000 (4 countries: Mauritania, Mali, Niger and Chad)

Executing Agency(ies) [List the main Ministries, Project Implementation Units, Agencies and civil society organizations responsible for implementing project activities.]

The FAO through the Executive Secretariat of the Commission for Controlling Desert Locust in the Western Region (CLCPRO), the Ministry of Agriculture and Rural Development, the Ministry of the Environment and the National Locust Control Centre (NDLCC)

Co-financers and other External Partners [List all other sources and amounts of financing, technical assistance or other resources used in this project]

(i) FAO/CLCPRO = UA 1.17 million; (ii) Donor Governments = UA 1.7 million; (iii) Libyan Government = UA 0.27 million; (iv) France = US$ 2 990 000; and (v) AELP = US$ 16 000 000.

II. KEY DATES

Project Concept Note Cleared by Ops. Com.

Appraisal Report Cleared Board Approval

January 2003 August 2003 24 September 2003

Restructuring(s)

Original Date MM/DD/YY

Actual Date MM/DD/YY

Difference in months

EFFECTIVENESS January 2004

March 2006 25 months

MID-TERM REVIEW December 2005 May 2009 48 months

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CLOSING

December 2007

For ongoing projects enter

date of 98% disb. rate

48 months

June 2011

III. RATINGS SUMMARY

Insert notes from the relevant tables in the different sections of the PCR. For example, please insert the “Overall Output score” in Section D.I. in the “Achievement of Outputs” box below.

CRITERIA SUB-CRITERIA RATING

PROJECT OUTCOME

Achievement of Outputs (insert score from Section D.I.) 4

Achievement of Outcomes (insert score from Section D.II) 3

Timeliness (insert score from Section F.4) 1

OVERALL PROJECT OUTCOME [Score is calculated as an average of the ratings]

2.66

BANK PERFORMANCE

Design and Readiness (insert score from Section I.I) 4

Supervision (insert score from Section I.I) 3

OVERALL BANK PERFORMANCE [Score is calculated as an average of the ratings]

3.5

BORROWER PERFORMANCE

Design and Readiness (insert score from Section I.I) 3

Implementation (insert score from Section I.I) 3

OVERALL BORROWER PERFORMANCE [Score is calculated as an average of the ratings]

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IV. RESPONSIBLE BANK STAFF

POSITIONS AT APPROVAL AT COMPLETION

Regional Director

N. MATONDO FUNDANI, Dir. ORNB

Sector Director M.C.R. SPENCER A. BEILEH, Ag. Dir. OSAN 4

Sector Manager

Léandre GBELI, TM, OSAN.4

Task Manager M.N. KACEM Dadié ACLE, Consultant

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PCR Team Leader

PCR Team Members

B. PROJECT CONTEXT

Summarize the rationale for Bank assistance. State: -what development challenge the project addresses, -the Borrower's overall strategy for addressing it, -Bank activities in this country (ies) and sector over the past year and how they performed, and -ongoing Bank and other externally financed activities that complement, overlap with or relate to this project. Please cite relevant sources. Comment on the strength and coherence of the rationale.

[300 words maximum. Any additional narrative about the project's origins and history, if needed, must be

placed in Annex 6: Project Narrative]

A. Challenge: The policy of CLCPRO member countries targets 3 main objectives namely: (i) poverty reduction; (ii) sustained increase in agricultural production to ensure food security through output improvement using more productive varieties and more efficient technical methods, sustained protection of crops and pastures and better control of post-harvest deterioration of agricultural produce against pests and animals; and (iii) promotion of sustainable development and the strengthening of the fight against natural resource (soils, water resources) deterioration through environmental protection and preservation measures, especially through pesticide use. B. There are constraints to the achievement of these objectives, namely; 1- insufficiency of early and rapid locust prospection and control operations; 2- insufficiency and at times absence of material resources; 3- shortage of adequate human resources; 4- limited involvement of beneficiaries; and 5- lack of research results on alternative methods. C. Recommended solution: Preventive Locust Control in four so-called frontline states is the most suitable solution to ward off invasions of the destructive insect. This solution is consistent with the Bank’s vision as regards poverty reduction and the enhancement of regional cooperation. D. Financing source: The Bank’s financing (ADF Fund) provides frontline countries with the necessary capacity to avoid locust invasions in West Africa, hence contributing to environmental protection and poverty reduction thanks to the preservation of agricultural and livestock production. Bank support to the four frontline countries is justified by the fact that existing locust control centres lack resources. The project showcases regional cooperation between North-West Africa and West Africa and is fully consistent with the multinational operations of NEPAD’s Comprehensive Africa Agriculture Development Programme. E. Other financing sources: The project is jointly financed by the ADF, USAID, IFAD, FAO/CLCPRO, donor governments and the Libyan Government. F. Project management: The programme is managed by FAO/CLCPRO. Other non-FAO projects also contribute to

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the programme. These are France’s Priority Solidarity Fund (FSP) and all projects implemented under the World Bank’s Africa Emergency Locust Project (AELP).

C. PROJECT OBJECTIVES AND LOGICAL FRAMEWORK

1. State the Project Development Objective(s) (as set out in the appraisal report)

The project’s sector goal is to contribute to food security and protection of the environment in member countries of the Commission Commission for Controlling Desert Locust in the Western Region (CLCPRO), following the FAO’s mapping. Specifically, the project aims to prevent desert locust invasions from the gregarization areas of CLCPRO member countries, namely Mauritania, Mali, Chad and Niger.

2. Describe the major project components and indicate how each will contribute to achieving the Project Development Objective(s).

The project has 3 components: A- Capacity building: ensuring that prospection and early control teams in the four frontline countries have the adequate resources to efficiently conduct prospection and early control missions; strengthening locust control structures by constructing or rehabilitating existing units and procurement of equipment; and training executive staff, technicians and prospectors B- Support measures: They target environmental measures by preparing and implementing a research programme on bio-pesticides and implementing in-field environmental monitoring. C- Programme management: FAO/CLCPRO manages the programme, coordinates activities and provides technical support to national institutions. It organizes workshops and consultancy services.

3. Provide a brief assessment (up to two sentences) of the project objectives along the following 3 dimensions. Insert a working score, using the scoring scale provided in Appendix 1.

PROJECT OBJECTIVES DIMENSIONS ASSESSMENT WORKING

SCORE

RELEVANT a) Relevant to the country's

development priorities

Preventive locust control is relevant in the long term because of its permanent nature requiring sustainable control resources

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ACHIEVABLE

b) Objectives could in principle be achieved with the project inputs and in the expected timeframe

The objectives can be achieved with the inputs. However, the number and quality of available human resources did not always measure up to the stakes in certain countries

3

CONSISTENT

c) Consistent with the Bank's country or regional strategy

The objectives are consistent with the Bank’s country and regional strategy: poverty reduction and food self-sufficiency

4

d) Consistent with the Bank's corporate priorities

The objectives are consistent with the Bank’s corporate priorities focused on environmental protection, cooperation and regional integration

4

COMPONENTS ACTIVITIES OUTPUTS EXPECTED OUTCOMES

INDICATORS TO BE MEASURED

Component 1 : Capacity building

1.1. Prospection and early control

25 prospection and early control teams are operational

19 prospection and control teams are

Number of strengthened

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(the staff is well trained and well equipped and is followed up health-wise). Regular prospection missions are organized and invasions contained

operational and operational teams

1.2. Information system Locust information management is well managed. Information is transmitted in 5 stages i) information gathering; ii) data transfer using modern media, iii) data processing , iv) archiving and v) dissemination of locust control information.

i) Prospection, navigation, communication and camping equipment is procured, ii) A small stock of treatment products is available, iii) Provision is made for the procurement of necessary pesticides in case of upsurge, iv) 9 automatic weather stations are installed and 13 field data transmission kits and satellite map analysis software are procured, various short-term consultancy services were conducted, v) locust control centres were constructed/rehabili-tated in Mauritania, Mali, Chad and Niger, and additional staff provided to NDLCU .

.Number of equipment; .Quantity of products; .Quantity of pesticides to be stored; .Number of automatic weather stations procured; .Number of transmission kits; .Availability of control centres

1.3. Support to operating structures

Procurement of 30 four wheel drive four wheel drive vehicles, including 12 for Mauritania, 7 for Mali, 6 for Niger and 5 for Chad, and various spraying machines.

i) 24 four wheel drive four wheel drive vehicles are procured, 7 heavy duty vehicles are repaired, ii) 180 handheld spraying machines and 6 vehicle-mounted (rotary nozzle) spraying machines are purchased.

.Number of vehicles purchased; .Number of handheld spraying machines; .Number of rotating nozzle spraying machines

Component 2 : 2.1. Environmental Environmental and health i) Development and .Availability of

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Support measures measures monitoring, cholinesterase analysis among field staff, drivers and warehouse guards

implementation of an environmental action plan, ii) 3 small pesticide warehouses were constructed according to FAO standards, iii) protective equipment for applicators is procured, iv) in-field environmental monitoring is implemented, v) a concerted regional research enhancement programme was prepared and implemented.

an environmental action plan .Number of warehouses constructed according to FAO standards; .Availability of a field environmental monitoring system; .Availability of a regional research enhancement programme.

2.2. Support to Research Experiments conducted with Green Muscle

A concerted regional research enhancement programme was prepared and implemented

Results of experiments of alternative products

2.3. Training 280 control centre employees trained (including 32 women) - 64 executive staff trained (including 16 women) and 110 persons trained among the beneficiary population

A training plan for project staff and the population was prepared and implemented

.Training plans, training themes, and the number of persons trained

Component 3 : Project management

3.1. Establishment of CLCPRO coordination staff

Establishment of CLCPRO coordination staff

Establishment of CLCPRO coordination staff

.Number and quality of staff mobilized

3.2. Procurement of equipment and operation of various centres

The equipment has been procured

The equipment has been procured

.Equipment procured

3.3. Construction/rehabilitation of national control centres

3 centres have been constructed and 1 centre rehabilitated, and all of them are operational

The centres have been constructed or rehabilitated

The quality of buildings, the staff posted

3.4. Provision of technical assistance

Technical assistance was recruited for CLCPRO and played its role

Establishment of technical assistance

CLCPRO staff

5. For each dimension of the log. frame, provide a brief assessment (up to two sentences) of the extent to which the log. frame achieved the following. Insert a working score, using the scoring scale provided in Appendix 1.

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If no log. frame exists, score this section as a 1 (one).

LOG. FRAME DIMENSIONS ASSESSMENT WORKING SCORE

LOGICAL

a) Presents a logical causal chain for achieving the project development objectives

The achievement of development objectives was designed based on the implementation of related and complementary activities such as to achieve expected outputs

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MEASURABLE b) Expresses objectives and outcomes in a way that is measurable and quantifiable

The objectives are clearly expressed and the tools for measuring and quantifying outcomes are indicated. Additional tools can be found.

3

THOROUGH c) States the risks and key assumptions

The risks are stated and mitigating measures proposed. But this framework can be improved.

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D. OUTPUTS AND OUTCOMES

I. ACHIEVEMENT OF OUTPUTS

In the table below, assess the achievement of actual vs. expected outputs for each major activity. Import the expected outputs from the log. frame in Section C. Score the extent to which the expected outputs were achieved. Weight the scores by the activities' approximate share of project costs. Weighted scores are auto-calculated by the computer. The overall output score must be calculated as the sum of the weighted scores. Override the calculated score, if desired, and provide justification.

MAJOR ACTIVITIES Working Score

Share of Project Costs in percentage (as stated in

Appraisal Report)

Weighted Score

Expected Outputs Actual Outputs

COMPONENT A : CAPACITY BUILDING

19 operational prospection and spraying teams

25 prospection and early control teams are operational. The employees are well trained and well equipped. Regular prospection missions are conducted and invasions contained.

4 31.471 1.25884

Locust information system support to national units and AGRYMET

adequate management of locust information. Modern means of gathering, transferring, processing archiving and disseminating locust information to target persons involved in the preventive control system.

3 12.181 0.36543

Support to operating structures Existing units were strengthened by the construction/rehabilitation of 4 centres and 3 laboratories & equipment (30 vehicles and 180 spraying machines)

4 23.854 0.95416

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COMPONENT B : SUPPORT MEASURES

An environmental action plan was prepared and implemented

Environmental and health monitoring, construction of 3 small warehouses

3 3.844 0.11532

A joint regional research enhancement programme was prepared and implemented

Technical support to national, regional and international institutions in operational locust research. Experimentation of the Green Muscle

3 3.224 0.09672

A training plan for project staff and the population was prepared and implemented

Strengthening of national and regional locust control capacity

4 9.301 0.37204

COMPONENT C : PROJECT MANAGEMENT

Mobilization of staff of locust control centres

Staff of locust control centres was recruited or posted

3 2.342 0.07026

Procurement of equipment and operation of control centres

Equipment was procured and centres are operating, sustainability study, evaluation

3 8.932 0.26796

Construction & rehabilitation of centres

3 centres were constructed and 1 rehabilitated

4 2.342 0.09368

Establishment of technical assistance

Technical assistance was established

3 2.342 0.07026

OVERALL OUTPUT SCORE [Score is calculated as the sum of weighted scores]

3.66467

Check here to override the calculated score

Provide justification for over-riding the calculated score

Insert the new score or re-enter the calculated score 4

II. ACHIEVEMENT OF OUTCOMES

1. Using available monitoring data, assess the achievement of expected outcomes. Import the expected outcomes from the log. frame in Section C. Score the extent to which the expected outcomes were achieved. The overall outcome score must be calculated as an average of the working scores. Override the calculated score, if desired, and provide justification.

OUTCOMES Working Score Expected Actual

COMPONENT A: CAPACITY BUILDING

Strengthening of 19 prospection and early control teams

25 teams are operational 4

Procurement of 24 four wheel drive vehicles 24 four wheel drive vehicles procured 3

Repair of 7 heavy duty vehicles 7 heavy duty vehicles have been repaired 3

Purchase of 180 handheld spraying machines and 6 180 handheld spraying machines and 6 vehicle- 4

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vehicle-mounted (rotating nozzle) spraying machines mounted (rotating nozzle) spraying machines have been procured

Procurement of prospection, navigation, communication and camping equipment

Prospection, navigation, communication and camping equipment has been procured

3

Provision of a small stock of treatment products A small stock of treatment products has been provided

3

Provision for the procurement of necessary pesticides in case of upsurge

Provision has been made for the procurement of necessary pesticides in case of upsurge

2

Installation of 9 automatic weather stations and procurement of 13 field data transmission kits and satellite map analysis software.

9 automatic weather stations have been installed and 13 field data transmission kits and satellite map analysis software have been procured.

4

Conduct of short-term consultancy services Conduct of short-term consultancy services 3

Construction or rehabilitation of locust control centres 3 centres constructed (Mauritania, Niger, and Chad) and that of Mali rehabilitated

4

COMPONENT B : SUPPORT MEASURES

Preparaton and implementation of an environmental plan

An environmental and health plan has been prepared and implemented

3

Construction of 3 small pesticide warehouses according to FAO standards

3 small pesticide warehouses were constructed according to FAO standards

3

Procurement of protective equipment for applicators Protective equipment for applicators was procured 4

Implementation of in-field environmental monitoring In-field environmental and health monitoring implemented

3

Preparation and implementation of a joint regional research enhancement programme

The Green Muscle was experimented with conclusive results

3

Preparation and implementation of a training plan for project staff and the population

Various training sessions were organized for project staff and the population

4

COMPONENT C : PROJECT MANAGEMENT

Recruitment of additional staff within NDLCUs A significant proportion of additional staff was recruited

3

Equipment and operation of various centres Centres have been equipped and are operational 3

Construction & rehabilitation of centres Centres have been constructed and are operational 4

Establishment of technical assistance Technical assistance has been established and is available

3

OVERALL OUTCOME SCORE [Score is calculated as an average of the working scores]

3.3

Check here to override the calculated score

Provide justification for over-riding the calculated score

Even though the results are largely satisfactory, the performance of countries show varies with an average level of activity absorption.

Insert the new score or re-enter the calculated score 3

2. Additional outcomes. Comment on the project's additional outcomes not captured in the log. frame, including cross-cutting issues (e.g., gender).

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Results of the FAO study on the project’s socio-economic impact will be attached to this PCR. However, the project’s interest was to preserve the environment with the aim of instilling some serenity among farmers. Based on FAO statistics on the project period, certain (agro-pastoral) primary products witnessed a significant increase (cow milk for instance increased by 12% in Mauritania, and cereals (sorghum-rice-maize) by 50%, sheep by 20% and camels by 36% in Mali. Groundnut increased by 20% in Niger and millet by 25% in Chad). The project also set off a collaborative momentum among the countries.

3 Risks to sustained achievement of outcomes. State the factors that affect, or could affect, the long-run or sustained achievement of project outcomes. Indicate if any new activity or institutional change is recommended to help sustain outcomes. The analysis should draw upon the sensitivity analysis in Annex 3, where appropriate.

A long recession period can lead to a letup in the resources deployed; the possibility of locust development in the areas rendered inaccessible on account of insecurity; the possibility that a country can momentarily cease to play its role in the prevention mechanism; and consequently difficult-to-contain cases of upsurge beyond preventive control capacities; recurrent costs borne by governments will gradually increase until they are wholly covered at the end the project; and the need to renew equipment in time, are factors affecting the sustainability of outcomes. To ensure sustainability, the following were planned : (i) establishment of a locust risk action plan with a fund and (ii) establishment of a preventive control sustainability fund under the EMPRES programme

E. PROJECT DESIGN AND READINESS FOR IMPLEMENTATION

1. State the extent to which the Bank and the Borrower ensured the project was commensurate with the Borrower’s capacity to implement by designing the project appropriately and by putting in place the necessary implementation arrangements. Consider all major design aspects, such as extent to which project design took into account lessons learned from previous PCRs in the sector or the country (please cite key PCRs); whether the project was informed by robust analytical work (please cite key documents); how well Bank and Borrower assessed the capacity of the implementing agencies and/or Project Implementation Unit; scope of consultations and

partnerships; economic rationale of project; and provisions made for technical assistance. [250 words maximum. Any additional narrative about implementation should be included at Annex 6: Project Narrative]

FAO is in charge of the project’s general technical, financial and organizational management and supervises field project activities. CLCPRO implements types of protocol agreements so as to determine the tasks and the intervention arrangements as well as responsibilities between the commission and national locust control units. The CLCPRO executive secretary signs all reports prepared by this organization and requiring the ADF’s approval. He submits to the steering committee of the EMPRES programme for approval, all annual progress reports as well as the programme and annual budgets before their transmission to ADF for final approval. In addition to representatives of CLCPRO member countries, the steering committee comprises representatives of international and regional organizations and donors. The committee meets once a year and is in charge of examining and approving annual programmes and budgets. The establishment of this committee chaired by the CLCPRO executive secretary is a grant condition. FAO administers and manages this grant, in accordance with a protocol agreement signed between the organization and donors; the draft protocol is submitted to the Fund for approval. This constitutes a grant condition. The executive secretary is assisted by an assistant coordinator, the technical assistant in charge of technical aspects as well as by an expert agro-economist, in charge of project monitoring and evaluation. The executive secretary monitors, supervises and coordinates the project. He is backed up by various technical support missions and consultancy services.

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2. For each dimension of project design and readiness for implementation, provide a brief assessment (up to two sentences). Insert a working score, using the scoring scale provided in Appendix 1.

PROJECT DESIGN AND READINESS FOR IMPLEMENTATION DIMENSIONS

ASSESSMENT WORKING SCORE

REALISM

a) Project complexity is matched with country capacity and political commitment.

Scope of the project’s institutional framework and the governments’ commitment to supplement donors’ project implementation efforts.

3

RISK ASSESSMENT AND MITIGATION

b) Project design includes adequate risk analysis.

The risks are well assessed, hence the need to set up a mechanism for preventive desert locust control sustainability. The possibility that a country can momentarily cease to play its role in the operation has also been considered.

3

USE OFCOUNTRY SYSTEMS

c) Project procurement, financial management, monitoring and/or other systems are based on those already in use by government and/or other partners.

All documents are submitted to the Bank for approval before publication (Bidding documents, bids review report including contract award recommendations).

3

For the following dimensions, provide separate working scores for Bank performance and Borrower performance:

WORKING SCORE

Bank Borrower

CLARITY d) Responsibilities for

project implementation were clearly defined.

Responsibilities for implementation were clearly defined between the Bank, the Borrower, the regional management unit, and NDLCUs.

4 4

PROCUREMENT READINESS

e) Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal.

All documents (standard bidding documents, documents on rules of procedure, procurement plan, etc..) were ready at project appraisal 3 3

MONITORING READINESS

f) Monitoring indicators and monitoring plan were agreed upon before project launch.

Output, outcome and impact indicators were clearly defined with a logical framework allowing for outputs management according to results-based management

4 4

BASELINE DATA h) Baseline data were Despite some difficulties, all baseline 3 2

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available or were collected during project design.

data are available (inadequate agricultural statistics and research data)

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F. IMPLEMENTATION

1. State the major characteristics of project implementation with reference to: adherence to schedules, quality of construction or other work, performance of consultants, effectiveness of Bank supervision, and effectiveness of Borrower oversight. Assess how well the Bank and the Borrower ensured compliance with

safeguards. [300 words maximum. [Any additional narrative about implementation should be included at

Annex 6: Project Narrative.]

The 2003-2005 locust crisis seriously affected project start-up. Delay in processing certain technical or financial files both by the Borrower and the Bank and the non-alignment of procurement procedures also disrupted project implementation. The Bank’s supervision effectiveness and Borrower oversight were satisfactory . Goods and services procurement measures were taken and entrusted to FAO for implementation. Contract execution is satisfactory and the quality of buildings and other works accepted is considered generally satisfactory.

2. Comment on the role of other partners (e.g. donors, NGOs, contractors, etc.). Assess the effectiveness of co-financing arrangements and of donor coordination, if applicable.

Project implementation involved other donors namely: FAO-CLCPRO, USAID, the Libyan Government, the FSP, and AELP. This financing contributed greatly to the programme. The globally satisfactory results achieved are attributable to the FAO’s proper coordination and management of various funds.

3. Harmonization. State whether the Bank made explicit efforts to harmonize instruments, systems and/or approaches with other partners.

The project’s mid-term evaluation mission in May 2009 made recommendations , especially regarding the development of a framework agreement between FAO and the Bank for procedures to be followed in Bank-financed emergency projects implemented by FAO, and an extension of the project’s duration up to 2010. These recommendations were followed and procedures partly harmonized to instil more serenity into the processing of files. The project was even extended up to December 2011

4. For each dimension of project implementation, assess the extent to which the project achieved the following. Provide a brief assessment (up to two sentences) and insert a working score, using the scoring scale provided in Appendix 1.

PROJECT IMPLEMENTATION DIMENSIONS ASSESSMENT WORKING

SCORE

TIMELINESS

a) Extent of project adherence to the original closing date. If the number on the right is: below 12, "4" is scored

Difference in months between original closing date and actual closing date or date of 98% disb.

1

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between 12.1 to 24, "3" is scored between 24.1 to 36, "2" is scored beyond 36.1, "1" is scored

rate.

48 months

BANK PERFORMANCE

b) Bank complied with:

Environmental Safeguards Negative risks due to project implementation were indicated in the Appraisal Report and mitigating measures recommended.

3

Fiduciary Requirements The Borrower complied with fiduciary requirements. An administrative, financial and accounting manual was put in place.

3

Project Covenants The Borrower complied with the project agreements.

4

c) Bank provided quality supervision in the form of skills mix and practicality of solutions

During programme implementation, the Bank conducted very few supervision missions, 3 on average, and a mid-term supervision mission in 2009.

2

d) Bank provided quality management oversight

The Bank provided management oversight through the monitoring of procedures and supervision missions

3


e) Borrower complied with:

Environmental Safeguards An environmental management plan was prepared and implemented

3

Fiduciary Requirements For proper project management monitoring, the Borrower must provide to the Fund, evidence of the opening of an FAO account in an acceptable bank.

3

Project Covenants The Borrower complied with project agreements

3

f) Borrower was responsive to Bank supervision findings and recommendations

Almost all recommendations made by the Bank and various missions were taken into account by the Borrower.

3

g) Borrower collected and used monitoring information for decision making

Monitoring and evaluation under the project was not really effectual. However, the Borrower worked regularly with the project’s coordination team. 2

G. COMPLETION

1. IS THE PCR DELIVERED ON A TIMELY BASIS, IN COMPLIANCE WITH BANK POLICY?

Date project reached 98% disb. Rate (or closing date if applicable)

Date PCR was sent to [email protected] MM/DD/YY

Difference in months

WORKING SCORE if the difference is 6 months or less, a 4 is scored. If the difference is 6.1 or more, a 1 is scored

6 4

2. Briefly describe the PCR Process. Describe the Borrower’s and co-financers' involvement in producing

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the document. Highlight any major differences of opinion concerning the assessments made in this PCR. Describe the team composition and confirm whether a site visit was undertaken. Mention any major collaboration from other development partners. State the extent of field office involvement in producing the report. Indicate whether comments from Peer Reviewers were received on time (provide names and positions of Peer Reviewers).

[150 words maximum]

The completion report process started, following the last supervision mission conducted in Mauritania in May-June 2011. This mission was headed by Mr. ACLE Dadié, an expert entomologist, who was assisted by Dr. Lemine, a locust expert from the Algiers project coordination/FAO unit. The mission had met donors, namely USAID and the main project officials. The mission had also met the Directors of Agriculture and the Environment. Other missions were conducted during the same period in 3 other countries concerned, namely Mali, Niger and Chad. These missions were jointly conducted by the CLCPRO Secretariat and the Bank. The PCR drafting started subsequent to these last supervision missions. Then, the Bank organized a completion mission to Algiers from 3 to 10 October to collect all project implementation data, with a view to drafting this report. The mission was undertaken by Mr. ACLE Dadié. At the same time, FAO conducted a socio-economic impact study in September 2011, the results of which was used in preparing this PCR.

H. LESSONS LEARNED

Summarize key lessons for the Bank and the Borrower suggested by the project’s outcomes

[300 words maximum. Any additional narrative about lessons learned, if needed, must be placed in Annex 6:

Project Narrative]

The lessons learned are as follows: A. The Borrower and Management Unit: i) the preparation and evaluation phase involved a good number of key persons, who were subsequently included at various levels of the management teams of national centres and the CLCPRO coordination unit, thereby promoting full ownership of project objectives; ii) strengthening and empowering national control centres underpin the sustainability of preventive desert locust control ; ownership of this tool by beneficiary countries must be total; iii) Joint prospection and information management at the national, regional and international levels were well conducted; the project should continue and build up these activities; iv) the various training sessions were organized for project staff and the population helped to contain invasions; v) the coordination unit should be strengthened for management of technical and financial data and information, and preparation of the CLCPRO-PALPCP project’s progress reports; vi) even though FAO does not conduct any audit, it is advisable for the project to schedule 2 to 3 audits to enhance management transparency and leverage recommendations; vii) Countries that delay in their contributions should clear them, so as to further smooth out the management of national centres. B. The Bank: i) replacement of the Bank project officer at the start of programme implementation at times affected management in the FAO unit coordination. Consequently, the current officer should be maintained at the start of the project to enable the project benefit from his programme monitoring experience and knowledge; ii) the absorption capacity of programme activities in the various countries differs; the Bank should review their distribution in concert with the management unit and have certain countries lead activities for which they are well disposed; iii) harmonization of management procedures with those of FAO; and iv) to take into account the weaknesses of the first phase, a team of 3 to 4 specialists with full knowledge of the project well should immediately be set up to prepare the second phase. Project objectives: the following lessons were identified: i) the project allowed for improved locust risk prevention capacity and containment of invasions; ii) environmental protection through the processing of small surfaces; iii) preservation of agro-silvo-pastoral production and consequently improvement of food security, iv) preservation of vegetation cover and consequently improvement of carbon sequestration; v) building institutional locust control capacity in 4 project beneficiary countries.

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I. PROJECT RATINGS SUMMARY

All working scores and ratings must be found in the relevant section in the PCR. For example, please insert the “Overall Output score” in Section D.I. in the “Achievement of Outputs” box below.

CRITERIA SUB-CRITERIA WORKING

SCORE

PROJECT OUTCOME

Achievement of outputs (insert score from Section D.I.) 4

Achievement of outcomes (insert score from Section D.I.) 3

Timeliness (insert score from Section F.4.) 1

OVERALL PROJECT OUTCOME SCORE (score average) 2.66

BANK PERFORMANCE

Design and Readiness

Project Objectives were relevant to country development priorities. (insert score from

Section C.3.) 4

Project Objectives could in principle be achieved with the project inputs and in the expected time frame. (insert score from Section C.3.)

3

Project Objectives were consistent with the Bank’s country or regional strategy (insert

score from Section C.3.) 4

Project Objectives were consistent with the Bank’s corporate priorities (insert score from

Section C.3.) 4

The log frame presents a logical causal chain for achieving the project development objectives. (insert score from Section C.5.) 4

The log frame expresses objectives and outcomes in a way that is measurable and quantifiable. (insert score from Section C.5.) 3

The log frame states the risks and key assumptions. (insert score from Section C.5.) 3

Project complexity was matched with country capacity and political commitment. (insert score from Section E.2.) 3

Project design includes adequate risk analysis. (insert score from Section E.2.) 3

Project procurement, financial management, monitoring and/or other systems were based on those already in use by government and/or other partners. (insert score from

Section E.2.) 2

Responsibilities for project implementation were clearly defined. (insert score from Section

E.2.) 4

Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal. (insert score from Section E.2.) 3

Monitoring indicators and monitoring plan were agreed upon during design. (insert

score from Section E.2.) 4

Baseline data was available or were collected during design. (insert score from Section E.2.) 3

PROJECT DESIGN AND READINESS SUB-SCORE (score average) 3.36

Supervision:

Bank complied with:

Environmental Safeguards (insert score from Section F.4.) 4

Fiduciary Requirements (insert score from Section F.4.) 4

Project Covenants (insert score from Section F.4.) 3

Bank provided quality supervision in the form of skills mix provided and practicality of solutions. (insert score from Section F.4.)

2

Bank provided quality management oversight. (insert score from Section F.4.) 3

PCR was delivered on a timely basis (insert score from Section G) 4

SUPERVISION SUB-SCORE (score average) 3.5

18

OVERALL BANK PERFORMANCE SCORE (score average) 3.43


Design and Readiness

Responsibilities for project implementation are clearly defined. (insert score from Section

E.2) 4

Necessary implementation documents (e.g. specifications, design, procurement documents) are ready at appraisal. (insert score from Section E.2)

3

Monitoring indicators and monitoring plan are agreed upon and baseline data are available or are being collected. (insert score from Section E.2)

2

PROJECT DESIGN AND READINESS SCORE (score average) 3

Implementation

Borrower complied with:

Project Covenants (insert score from Section F.4) 3

Borrower was responsive to Bank supervision findings and recommendations. (insert

score from Section F.4) 3

Borrower collected and used of monitoring information for decision-making. (insert

score from Section F.4) 3

IMPLEMENTATION SUB-SCORE (score average) 3

OVERALL BORROWER PERFORMANCE SCORE (score average) 3

J. PROCESSING

STEP SIGNATURE AND COMMENTS DATE

Sector Manager Clearance

Regional Director Clearance

Sector Director Approval

19

APPENDIX 1

Scale for Working Scores and Ratings

SCORE EXPLANATION

4 Very Good- Fully achieved with no shortcomings

3 Good- Mostly achieved despite a few shortcomings

2 Fair- Partially achieved. Shortcomings and achievements are roughly balanced

1 Poor- Very limited achievement with extensive shortcomings

NA Non Applicable

Note: The formulas round up or down for decimal points. Only whole numbers are computed.

20

LIST OF ANNEXES

Mandatory

1. Project Costs and Financing a. Project costs by component b. Financing by sources of funds

2. Bank Inputs. List the key team members, and their specialties, during preparation and supervision. Provide a consolidated list of Preparation, Supervision and Completion Missions in chronological order. Provide the date and ratings of the last supervision report.

3. Economic Analysis (ERR) and Financial Analysis, if appropriate Re-estimate the economic rates of return based on costs and benefits at completion, and compare with apprailsal estimates. Break down by components as appropriate. Analyze the sensitivity of the ERR to key assumptions. Present a financial analysis for project beneficiary entities.

4. Procurement Plan. Please attached the most recent Procurement Plan

5. List of Supporting Documents

Optional

6. Project Narrative. Key factors not covered in the main template that affected the design and implementation of the project. Such factors, both positive and negative, could include: climate and weather, political changes, contractual or personnel matters, technical issues, procurement processes, and interactions with other partners. If any of these factors is significant enough to affect the evaluation ratings, it should be noted in the template with a reference to this annex.

21

I. BASIC DATA AT COMPLETION

TABLE 1.1:

BASIC DATA OF ADF GRANT EXECUTION

DESCRIPTION ADF GRANT

Loan (grant) No. 210015500198

SAP No. P Z1-AA0-059

Approval date 24 September 2003

Signature date 22 March 2004

Effectiveness date 22 March 2004

First disbursement date 25 November 2005

Grant amount UA 4 250 000

Amount disbursed UA 4 231 380.53

Grant disbursement rate (%) 99.56%

Counterpart contribution amount UA 1 695 000

Counterpart contribution amount mobilized UA 3 722.26

Counterpart contribution mobilization rate 219.60%

Physical execution rate (%) 87% (as at 30 September 2011)

Last disbursement deadline December 2011

Executing agency

FAO through the Executive Secretariat of the Commission for Controlling the Desert Locust in the Western Region (CLCPRO)

TABLE 1.2:

PROJECT’s OVERALL FINANCIAL STATUS

UA 000

FINANCING SOURCE APPRAISAL COMPLETION %

ADF 4 250.00 4 231.38 99.56

COUNTERPART CONTRIBUTION 1 695.00 3 722.26 219.6

FAO/CLCPRO 1 166.00 1 065.33 91.37

LIBYA 278.00 352.20 126.69

TOTAL 7 389.00 9 371.17 126.83

II PROJECT COST AND FINANCING AT COMPLETION

TABLE 2.1:

SUMMARY OF ACTUAL COSTS BY COMPONENT AT COMPLETION

COMPONENTS USD 000 UA 000

Local curr. Foreign

ExchExch. Total Local curr. Foreign ExchExch. Total

CAPACITY BUILDING 4 515.60 5 092.06 9 607.65 3 180.01 3 585.97 6 765.98

SUPPORT MEASURES 828.69 934.48 1 763.18 583.59 658.09 1 241.68

PROJECT MANAGEMENT 90 999.92 102 616.93 193 616.85 640.85 722.66 1 363.51

BASIC COST 6 254.29 7 052.71 13 307.00 4 404.45 4 966.72 9 371.17

Physical contingencies (1) - - - - - -

Financial contingencies (2) - - - - - -

Total Project Cost 6 254.29 7 052.71 13 307.00 4 404.45 4 966.72 9 371.17

(1) & (2): At completion, physical and financial contingencies cancel each other out, since these are actual and non-estimated

22

values

TABLE 2.2:

SUMMARY OF ACTUAL COSTS BY EXPENDITURE CATEGORY AT COMPLETION

EXPENDITURE CATEGORIES 000 US$ 000 UA

Local curr. Foreign Exch. Total Local curr. Foreign Exch. Total

WORKS 500.34 564.22 1 064.56 352.36 397.34 749.69

GOODS 938.14 1 057.91 1 996.05 660.67 745.01 1 405.68

SERVICES 2 189.00 2 468.45 4 657.45 1 541.56 1 738.35 3 279.91

MISCELLANEOUS (Provisions) (3) 125.09 141.05 266.14 88.09 99.33 187.42

STAFF 1 375.94 1 551.60 2 927.54 968.98 1 092.68 2 061.66

OPERATING EXPENDITURE 1 125.77

1 269.49 2 395.26 792.80 894.01 1 686.81

BASIC COST 6 254.29 7 052.71 13 307.00 4 404.45 4 966.72 9 371.17

Physical contingencies - - - - - -

Financial contingencies -

- - - - -


(3): This category does not form part of the nomenclature of SAP expenditure categories. The EWS’s incidentals category corresponds to expenditure such as Credit Lines or Community Development Funds that are not eligible for this project. This is a financing package error at project appraisal

TABLE 2.3:

PROJECT FINANCING PLAN AT COMPLETION

FINANCING SOURCES USD 000 UA 000

Local curr. Foreign Exch. Total Local curr. Foreign Exch. Total

ADF GRANT 1 534.06 5 039.83 6 573.88 1 080.33 3 549.19 4 629.52

FAO/CLCPRO 1 512.76 1 512.77 - 1 065.33 1 065.33

LIBYA 500.12 500.12 - 352.20 352.20

MALI 2 743.83 2 743.83 1 932.28 - 1 932.28

MAURITANIA 1 318.24 1 318.24 928.34 - 928.34

NIGER 418.23 418.23 294.53 - 294.53

CHAD 239.93 239.93 168.97 - 168.97


TABLE 2.4:

SCHEDULE OF EXPENDITURE BY COMPONENT AT COMPLETION

UA 000

COMPONENTS PROJECT YEARS

TOTAL 2006 2007 2008 2009 2010 2011

CAPACITY BUILDING 212.90 1 507.19 1 465.32 1 389.57 760.63 997.22 6 332.83

SUPPORT MEASURES 51.75 366.36 356.21 337.79 184.90 242.42 1 539.43

PROJECT MANAGEMENT 50.39 356.73 346.82 328.89 180.03 236.03 1 498.89

TOTAL 315.04 2 230.31 2 168.34 2 056.25 1 125.57 1 475.66 9 371.17

23

TABLE 2.5:

SCHEDULE OF EXPENDITURE BY CATEGORY AT COMPLETION

UA 000

EXPENDITURE CATEGORIES PROJECT YEARS

TOTAL 2006 2007 2008 2009 2010 2011

A. WORKS - 187.42 224.91 337.36 - - 749.69

B. GOODS - 351.42 421.70 402.50 230.06 - 1 405.68

C. SERVICES 110.20 780.62 758.97 719.61 393.92 516.59 3 279.91

D. MISCELLANEOUS (provision) 6.30 44.61 43.37 41.12 22.51 29.52 187.42

F. STAFF 69.27 490.67 477.07 452.33 247.61 324.71 2 061.66

E. OPERATING EXPENDITURE 129.27 375.57 242.32 103.33 231.48 604.84 1 686.81

BASIC COST 315.04 2 230.31 2 168.34 2 056.25 1 125.57 1 475.66 9 371.18

Physical contingencies - - - - - - -

Financial contingencies - - - - - - -

TOTAL 315.04 2 230.31 2 168.34 2 056.25 1 125.57 1 475.66 9 371.17

III. MAP OF PROJECT AREA

Desert Locust Plague: A Risk for Food Security, Poverty and the Environment Geographical Area: 30 Countries

CLCPRO-PALPCP

MAURITANIA

MALI

NIGER

CHAD

PROJECT IN SUPPORT OF PREVENTIVE DESERT LOCUST CONTROL IN FOUR FRONTLINE COUNTRIES OF THE WESTERN REGION

(PALPCP-CLCPRO-RO)

16 million km2, 30 countries

24

ECONOMIC ANALYSIS ANNEX 1. Project Financial and Economic Performance 1.1 Financial analysis: Based on the above models and assumptions, the financial analysis showed: (i) a financial impact of CFAF 4186.20 billion or USD 837.24 million per year, from the 3rd year of the operation spread over 25 years, in conformity with operations of the same type. The project’s financial benefits over the operation period by far exceed the cost of investments made. The costs/benefits ratio of 1.21 indicates that the benefits exceed the investment cost. The internal rate of return (IRR) of 26.10 % is twice higher than the opportunity cost of capital estimated at 12 %. 1.2 Based on these results, the project’s financial performance is deemed satisfactory. Its financial impact results in increased income for the 2 million people affected through their agricultural (plant and animal) and timber forest production activities, including carbon sequestration and non-timber forest production. This is clearly seen in the country results. All countries benefit from the project fallouts. 1.3 Economic analysis: The tangible benefits are threefold. These are especially benefits linked to the economic value of forest (carbon credit), the value of land and the value of labour. They concern plant and animal agricultural production as well as timber and non-timber forest production, through carbon sequestration. The project’s economic rate of return (ERR) is estimated at 28.4 %. There is no basis of comparison because the project appraisal report does not contain any. Annual economic incomes are estimated at CFAF 3256.11 billion or USD 651.22 million over the 25-year period, with annual carbon credit value estimated, with the project, at CFAF 613 770 000 or USD 1 227 540, from the 3rd year of project implementation; carbon sequestration provides substantial economic incomes to the population. 1.4 Outputs of country models are quite consistent with the entire project’s outputs. It can be noted that IRRs vary between 20.7 and 58.7 %. These rates exceed by far the opportunity costs of capital, which also means that the countries could borrow to finance this project. The temporary and permanent jobs created and the significant increase in production and activities are encouraging. The project had an overall financial impact on the four frontline countries and an individual financial impact on each country. The summary of calculations in the financial and economic analysis can be consulted below. 2. Analysis of Impacts 2.1 Positive impacts: (Economic and social performances): Thanks to the mastery and proper implementation of the project, 4 upsurges were contained in Mauritania; in other frontline countries, no upsurge or invasion was reported from gregarization areas of CLCPRO member countries and the locust population was maintained sustainably below the gregarization threshold. 2.2 Impact on food security: From the Production-Inputs tables, there is a production increase of between 106 and 3003 % on very conservative assumptions. Increased plant and animal agricultural production as well as non-timber forest production will significantly contribute to improving the food security of the affected population and that of its livestock. 2.3 Impact on poverty reduction: Poverty affects nearly 70 % of the 2 million people living in the project area. With the project, the annual economic income stands at CFAF 3256.119 billion. These incomes originating from the area’s agricultural and forestry activities will increase on account of the introduction of new wealth-generating activities in the processing, trade and transport sectors. The main beneficiaries are women, youths, small farmers and breeders with no assets. Since there was no data base on the affected population’s income before project implementation, as a basis of comparison, it can unerringly be concluded that the preventive control project has contributed and will contribute to poverty reduction in the project area. Models simulated the increase in income at 1537 % between the pre-project and project situation. This indicates a significant contribution to poverty reduction. 2.4 Impact on gender: Women represent 52 % of the project area’s population or more than half of the affected population and represent about more than 70 % of the poor. Incomes generated by the project will benefit at least 52 % of the population at a ratio of about 60 % for women. They are present in all agricultural production activities and especially in non-timber forest production. Indeed, gathering, collection and processing of a good number of non-timber forest products are done solely by women in the case of certain products such as shea almonds and other fruits and species. Women’s additional incomes will come essentially from new processing, trade and handicraft activities. Women will mobilize more than 60 % of jobs created corresponding to 1 464 000 jobs, of which they will be unit heads.

25

2.5 Impact on jobs linked to stability of the area’s natural conditions: Results from models indicate that the project will have a positive impact on jobs. The combined effects of preventive control on environmental preservation, climate regulation, carbon sequestration and production show significant increases of between 106 to 30003 %. This increase in economic activities cannot be achieved without strong demand for labour. Results from models indicate the creation of 2 464 068 temporary and permanent jobs over the 25-year period, representing an annual offer of about 98 563 jobs, 69 994 162 or 70 % of which will be created for women and youths. 2.6 Impact on contribution to reduction of the desertification rate, on carbon sequestration and on climate change: Results from models indicate the economic value of carbon sequestration. Indeed, from the 3rd year of project implementation, the impact on carbon sequestration contribution is reflected in increased timber and non-timber forest production, and the economic value of carbon credit increases to level off at CFAF 613 770 000 or USD 1 227 540, with the project. The economic value of carbon sequestration is nil without the project situation. 2.7 Impact on agricultural and institutional sector development: From the Production-Inputs tables, a production increase from 106 to 3003 % can be noted. As concerns dry cereals, the production surplus will be bought from farmers for storage. Setting up cereal banks at the community, regional and national levels is a strategy put in place by Sahelian countries to offset the cereal deficit especially during the lean period, that is between two harvests. Thus, during harvests, production surpluses are bought and stored in the various cereal banks. During lean periods, the stocks of cereal banks are sold on the market at a price fixed by the State. These activities are managed by food security commissions (CSA) in Mauritania and Mali. With the project, the activities of CSAs will be strengthened, , through an increase in their activities and proper stock management can reduce the State’s expenditure in terms of foreign exchange savings through self-sufficiency in traditional cereals such as sorghum, millet and maize. Building the agricultural and institutional sector capacity results in an information chain that ensures stock planning and management in countries with chronic shortages of certain cereals such as rice. Thus, CNLAs through their information systems contribute to feeding the early warning system (EWS), which assists CSAs in managing food shortage risks. 2.8 Negative impacts (External effects): Following massive pesticide use, with 13 million litres used during curative control in the 2003-2005 locust invasions, sites were contaminated. Indeed, sites are contaminated during storage, handling, transportation and dosage of products during treatment. Solar radiation and high temperatures accelerate the deterioration and decomposition of biodegradable pesticides. So far, according to data collected, we have 4 sites in Mauritania and 15 in Mali (confirmed by laboratory analysis results). The number of contaminated sites identified stands at 25. In Mali, 6 sites have been treated and decontaminated; 9 sites are still to be decontaminated. The decontamination technique used is the land-farming biological method. The average cost of decontaminating a site stands at CFAF 25 million.

26

PROJECT IN SUPPORT OF PREVENTIVE DESERT LOCUST CONTROL IN FOUR FRONTLINE COUNTRIES OF THE WESTERN REGION (PALPCP-CLCPRO-RO) - ECONOMIC ANALYSIS ANNEX

MULTINATIONAL Project in Support of Preventive Locust Control (PALPCP-CLCPRO) Project Summary

ECONOMIC BUDGET (AGGREGATED) (In FCFA '000)

Without Project

1 2 3 4 to 13 14 to 15 16 to 20 21 to 25

Main Production

Cereals

17,379,687.5 17,379,687.5 17,379,687.5 17,379,687.5 17,379,687.5 17,379,687.5 3,405,937.5

Market garden produce

36,181,125.0 36,181,125.0 36,181,125.0 36,181,125.0 36,181,125.0 - -

Various Forest products

10,500.0 10,500.0 10,500.0 10,500.0 10,500.0 10,500.0 10,500.0

Timber forest products

639,000.0 639,000.0 639,000.0 639,000.0 639,000.0 639,000.0 639,000.0

Leather

12,195,200.0 12,195,200.0 12,195,200.0 12,195,200.0 12,195,200.0 12,195,200.0 12,195,200.0

Animal proteins

288,925,600.0 284,485,600.0 284,485,600.0 284,485,600.0 284,485,600.0 284,485,600.0 284,485,600.0

Sub-total Main Production

355,331,112.5 350,891,112.5 350,891,112.5 350,891,112.5 350,891,112.5 314,709,987.5 300,736,237.5

By Products

Straw and fodder

1,455,275.0 1,455,275.0 1,455,275.0 1,455,275.0 1,455,275.0 1,455,275.0 227,062.5

Other animal products

13,653,000.0 13,653,000.0 13,653,000.0 13,653,000.0 13,653,000.0 13,653,000.0 13,653,000.0

Sub-total Byproducts

15,108,275.0 15,108,275.0 15,108,275.0 15,108,275.0 15,108,275.0 15,108,275.0 13,880,062.5

Gross Value Of Production

370,439,387.5 365,999,387.5 365,999,387.5 365,999,387.5 365,999,387.5 329,818,262.5 314,616,300.0

On-Farm Use

Cereals

4,572,000.0 4,572,000.0 4,572,000.0 4,572,000.0 4,572,000.0 4,572,000.0 -

Straw and fodder

1,455,275.0 1,455,275.0 1,455,275.0 1,455,275.0 1,455,275.0 1,455,275.0 227,062.5


53,820.0 53,820.0 53,820.0 53,820.0 53,820.0 39,157.5 7,460.6

Sub-Total On-Farm Use

6,081,095.0 6,081,095.0 6,081,095.0 6,081,095.0 6,081,095.0 6,066,432.5 234,523.1

Net Value Of Production

364,358,292.5 359,918,292.5 359,918,292.5 359,918,292.5 359,918,292.5 323,751,830.0 314,381,776.9

Other Benefits

Carbon credit

190,650.0 135,300.0 61,500.0 - - - -

INFLOWS

364,548,942.5 360,053,592.5 359,979,792.5 359,918,292.5 359,918,292.5 323,751,830.0 314,381,776.9

Production Cost

Investment

Purchased Inputs

Seeds

- - - - - - -

Seedlings

- - - - - - -

Other inputs

18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0

Young animals

89,475,250.0 971,250.0 971,250.0 971,250.0 89,475,250.0 89,475,250.0 89,475,250.0


1,716,000.0 1,716,000.0 1,716,000.0 1,716,000.0 1,716,000.0 1,248,500.0 237,875.0

Sub-Total Purchased Inputs

109,191,250.0 20,687,250.0 20,687,250.0 20,687,250.0 109,191,250.0 108,723,750.0 107,713,125.0

Labor

Labour

1,036,035.0 1,036,035.0 1,036,035.0 1,036,035.0 1,036,035.0 755,535.0 261,525.0

Sub-total Investment Costs

110,227,285.0 21,723,285.0 21,723,285.0 21,723,285.0 110,227,285.0 109,479,285.0 107,974,650.0

Operating

Purchased Inputs

Cereals

261,016,638.8 261,016,638.8 261,016,638.8 261,016,638.8 261,016,638.8 261,016,638.8 269,321,287.5

Other inputs

28,120,000.0 28,120,000.0 28,120,000.0 28,120,000.0 28,120,000.0 28,120,000.0 28,120,000.0


289,136,638.8 289,136,638.8 289,136,638.8 289,136,638.8 289,136,638.8 289,136,638.8 297,441,287.5

Labor

Labour

65,436,390.0 65,436,390.0 65,436,390.0 65,436,390.0 65,436,390.0 65,043,690.0 64,194,765.0

Sub-total Operating Costs

354,573,028.8 354,573,028.8 354,573,028.8 354,573,028.8 354,573,028.8 354,180,328.8 361,636,052.5

Sub-Total Production Cost

464,800,313.8 376,296,313.8 376,296,313.8 376,296,313.8 464,800,313.8 463,659,613.8 469,610,702.5

Other Costs

Other Costs

- - - - - - -

OUTFLOWS

464,800,313.8 376,296,313.8 376,296,313.8 376,296,313.8 464,800,313.8 463,659,613.8 469,610,702.5

Cash Flow

-100,251,371.3 -16,242,721.3 -16,316,521.3 -16,378,021.3 -104,882,021.3 -139,907,783.8 -155,228,925.6

_________________________________ IRR = 28.4%, NPV = 3,256,119,981.65

27


1 2 3 4 5 6 7 8 9 10

Main Production

Cereals

17,379,687.5 27,945,312.5 77,712,250.0 108,880,339.1 122,711,027.9 173,105,191.5 188,602,066.5 209,977,066.5 209,977,066.5 209,977,066.5


36,181,125.0 63,587,250.0 109,724,250.0 196,272,576.8 279,414,028.5 311,539,007.6 324,352,460.3 324,352,460.3 324,352,460.3 324,352,460.3

Various forest products

10,500.0 21,000.0 23,843.8 48,351.1 89,844.8 143,333.8 210,326.4 265,803.2 302,610.1 314,080.6


639,000.0 1,278,000.0 1,514,062.5 2,742,285.8 4,948,267.4 7,425,769.4 9,479,123.3 10,503,697.9 10,833,475.5 10,902,298.5

Leather

12,195,200.0 20,105,600.0 23,566,400.0 42,575,215.0 57,429,615.0 64,718,084.8 67,605,864.6 67,605,864.6 67,605,864.6 67,605,864.6

Animal proteins

288,925,600.0 473,456,800.0 448,948,400.0 693,616,063.1 1,122,238,959.0 1,596,665,458.4 2,102,792,609.6 2,467,444,648.3 2,662,034,185.0 2,730,915,680.6


355,331,112.5 586,393,962.5 661,489,206.3 1,044,134,830.9 1,586,831,742.5 2,153,596,845.6 2,693,042,450.7 3,080,149,540.7 3,275,105,661.9 3,344,067,451.1

By Products

Straw and fodder

1,455,275.0 2,350,962.5 6,500,387.5 9,106,490.0 10,310,068.8 13,743,596.9 14,776,721.9 16,201,721.9 16,201,721.9 16,201,721.9


13,653,000.0 22,509,000.0 26,472,300.0 44,889,158.1 69,460,969.9 87,751,954.4 105,206,931.2 116,433,713.1 122,573,933.2 124,799,181.4

Sub-total By-products

15,108,275.0 24,859,962.5 32,972,687.5 53,995,648.1 79,771,038.6 101,495,551.3 119,983,653.2 132,635,435.1 138,775,655.2 141,000,903.4


370,439,387.5 611,253,925.0 694,461,893.8 1,098,130,479.0 1,666,602,781.2 2,255,092,396.9 2,813,026,103.8 3,212,784,975.8 3,413,881,317.1 3,485,068,354.5

On-Farm Use

Cereals

4,572,000.0 7,542,000.0 20,232,000.0 28,494,529.2 32,838,352.2 33,986,293.2 33,986,293.2 33,986,293.2 33,986,293.2 33,986,293.2

Straw and fodder

1,455,275.0 2,350,962.5 6,500,387.5 9,106,490.0 10,310,068.8 13,743,596.9 14,776,721.9 16,201,721.9 16,201,721.9 16,201,721.9


53,820.0 88,621.9 116,850.0 121,983.8 122,318.9 128,182.6 121,882.6 122,782.6 118,282.6 118,282.6


6,081,095.0 9,981,584.4 26,849,237.5 37,723,003.0 43,270,739.9 47,858,072.7 48,884,897.7 50,310,797.7 50,306,297.7 50,306,297.7


364,358,292.5 601,272,340.6 667,612,656.3 1,060,407,476.0 1,623,332,041.3 2,207,234,324.2 2,764,141,206.1 3,162,474,178.1 3,363,575,019.4 3,434,762,056.8

Other Benefits

Carbon credit

190,650.0 418,200.0 613,770.0 613,770.0 613,770.0 613,770.0 613,770.0 613,770.0 613,770.0 613,770.0

INFLOWS

364,548,942.5 601,690,540.6 668,226,426.3 1,061,021,246.0 1,623,945,811.3 2,207,848,094.2 2,764,754,976.1 3,163,087,948.1 3,364,188,789.4 3,435,375,826.8

Production Cost

Investment

Purchased Inputs

Seeds

- - - - - - - - - -

Seedlings

- - 540,000,000.0 686,250,000.0 681,484,500.0 220,234,500.0 82,587,600.0 - - -

Other inputs

18,000,000.0 36,000,000.0 46,875,000.0 39,941,150.0 25,838,200.0 20,294,100.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0

Young animals

89,475,250.0 90,105,250.0 116,338,625.0 140,876,911.9 157,692,460.9 61,586,019.8 37,640,234.6 9,726,396.8 9,726,396.8 9,726,396.8


1,716,000.0 2,825,625.0 4,994,000.0 4,223,703.6 4,264,657.1 4,981,328.6 4,211,328.6 4,321,328.6 3,771,328.6 3,771,328.6


109,191,250.0 128,930,875.0 708,207,625.0 871,291,765.5 869,279,818.0 307,095,948.3 142,439,163.1 32,047,725.3 31,497,725.3 31,497,725.3

Labor

Labour

1,036,035.0 716,265.0 716,265.0 716,265.0 716,265.0 716,265.0 716,265.0 716,265.0 716,265.0 716,265.0


110,227,285.0 129,647,140.0 708,923,890.0 872,008,030.5 869,996,083.0 307,812,213.3 143,155,428.1 32,763,990.3 32,213,990.3 32,213,990.3

Operating

Purchased Inputs

Cereals

261,016,638.8 430,448,253.8 483,735,352.5 842,640,207.1 1,181,684,092.3 1,331,260,412.0 1,401,943,949.6 1,399,378,949.6 1,399,378,949.6 1,399,378,949.6

Other inputs

28,120,000.0 46,360,000.0 54,340,000.0 102,093,724.0 133,783,724.0 150,634,016.0 156,274,211.0 156,274,211.0 156,274,211.0 156,274,211.0


289,136,638.8 476,808,253.8 538,075,352.5 944,733,931.1 1,315,467,816.3 1,481,894,428.0 1,558,218,160.6 1,555,653,160.6 1,555,653,160.6 1,555,653,160.6

Labor

Labour

65,436,390.0 108,139,275.0 132,451,035.0 234,759,420.7 309,290,784.7 347,186,225.8 361,246,890.7 361,708,890.7 361,708,890.7 361,708,890.7


354,573,028.8 584,947,528.8 670,526,387.5 1,179,493,351.7 1,624,758,601.0 1,829,080,653.9 1,919,465,051.4 1,917,362,051.4 1,917,362,051.4 1,917,362,051.4


464,800,313.8 714,594,668.8 1,379,450,277.5 2,051,501,382.2 2,494,754,684.0 2,136,892,867.2 2,062,620,479.5 1,950,126,041.7 1,949,576,041.7 1,949,576,041.7

Other Costs

Other Costs

238,993.8 1,691,944.4 1,644,933.1 1,559,900.0 853,873.2 1,119,463.9 1,119,463.9 1,119,463.9 1,119,463.9 1,119,463.9

OUTFLOWS

465,039,307.5 716,286,613.1 1,381,095,210.6 2,053,061,282.2 2,495,608,557.2 2,138,012,331.1 2,063,739,943.4 1,951,245,505.6 1,950,695,505.6 1,950,695,505.6

Cash Flow

-100,490,365.0

-114,596,072.5 -712,868,784.3 -992,040,036.3 -871,662,745.9 69,835,763.1 701,015,032.7 1,211,842,442.5 1,413,493,283.8 1,484,680,321.2

_________________________________

IRR = 28.4%, NPV = 3,256,119,981.65

28


With Project

11 to 12 13 14 15 16 17 18 19 20 21

Main Production

Cereals

209,977,066.5 209,977,066.5 209,977,066.5 209,977,066.5 209,977,066.5 209,977,066.5 209,977,066.5 209,977,066.5 209,977,066.5 201,065,191.5


324,352,460.3 324,352,460.3 324,352,460.3 324,352,460.3 296,946,335.3 260,765,210.3 94,338,710.3 37,050,133.5 - -


317,521.8 317,521.8 317,521.8 317,521.8 317,521.8 317,521.8 317,521.8 317,521.8 317,521.8 317,521.8


10,902,298.5 10,902,298.5 10,902,298.5 10,902,298.5 10,902,298.5 10,902,298.5 10,902,298.5 10,902,298.5 10,902,298.5 10,902,298.5

Leather

67,605,864.6 67,605,864.6 67,605,864.6 67,605,864.6 67,605,864.6 67,605,864.6 67,605,864.6 67,605,864.6 67,605,864.6 67,605,864.6

Animal proteins

2,746,076,524.8 2,746,076,524.8 2,746,076,524.8 2,746,076,524.8 2,746,076,524.8 2,746,076,524.8 2,746,076,524.8 2,746,076,524.8 2,746,076,524.8 2,746,076,524.8


3,359,231,736.5 3,359,231,736.5 3,359,231,736.5 3,359,231,736.5 3,331,825,611.5 3,295,644,486.5 3,129,217,986.5 3,071,929,409.7 3,034,879,276.2 3,025,967,401.2

By Products

Straw and fodder

16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 15,416,284.4


125,289,878.4 125,289,878.4 125,289,878.4 125,289,878.4 125,289,878.4 125,289,878.4 125,289,878.4 125,289,878.4 125,289,878.4 125,289,878.4


141,491,600.3 141,491,600.3 141,491,600.3 141,491,600.3 141,491,600.3 141,491,600.3 141,491,600.3 141,491,600.3 141,491,600.3 140,706,162.8


3,500,723,336.8 3,500,723,336.8 3,500,723,336.8 3,500,723,336.8 3,473,317,211.8 3,437,136,086.8 3,270,709,586.8 3,213,421,010.0 3,176,370,876.5 3,166,673,564.0

On-Farm Use

Cereals

33,986,293.2 33,986,293.2 33,986,293.2 33,986,293.2 33,986,293.2 33,986,293.2 33,986,293.2 33,986,293.2 33,986,293.2 31,016,293.2

Straw and fodder

16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 16,201,721.9 15,416,284.4


118,282.6 118,282.6 118,282.6 118,282.6 107,285.7 92,623.2 88,785.1 84,930.9 84,930.9 64,748.4


50,306,297.7 50,306,297.7 50,306,297.7 50,306,297.7 50,295,300.8 50,280,638.3 50,276,800.2 50,272,946.0 50,272,946.0 46,497,326.0


3,450,417,039.1 3,450,417,039.1 3,450,417,039.1 3,450,417,039.1 3,423,021,911.0 3,386,855,448.5 3,220,432,786.6 3,163,148,064.0 3,126,097,930.5 3,120,176,238.0

Other Benefits

Carbon credit

613,770.0 613,770.0 613,770.0 613,770.0 613,770.0 613,770.0 613,770.0 613,770.0 613,770.0 613,770.0

INFLOWS

3,451,030,809.1 3,451,030,809.1 3,451,030,809.1 3,451,030,809.1 3,423,635,681.0 3,387,469,218.5 3,221,046,556.6 3,163,761,834.0 3,126,711,700.5 3,120,790,008.0

Production Cost

Investment

Purchased Inputs

Seeds

- - - - - - - - - -

Seedlings

- - - - - - - - - -

Other inputs

18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0

Young animals

9,726,396.8 98,230,396.8 179,348,396.8 218,131,117.6 120,149,431.4 95,335,371.8 67,134,396.8 67,134,396.8 67,134,396.8 67,134,396.8


3,771,328.6 3,771,328.6 3,771,328.6 3,771,328.6 3,420,703.6 2,953,203.6 2,830,828.6 2,707,941.5 2,707,941.5 2,064,441.5


31,497,725.3 120,001,725.3 201,119,725.3 239,902,446.1 141,570,134.9 116,288,575.3 87,965,225.3 87,842,338.3 87,842,338.3 87,198,838.3

Labour

Labour

716,265.0 716,265.0 716,265.0 716,265.0 505,890.0 505,890.0 505,890.0 505,890.0 505,890.0 188,100.0


32,213,990.3 120,717,990.3 201,835,990.3 240,618,711.1 142,076,024.9 116,794,465.3 88,471,115.3 88,348,228.3 88,348,228.3 87,386,938.3

Operating

Purchased Inputs

Cereals

1,399,378,949.6 1,399,378,949.6 1,399,378,949.6 1,399,378,949.6 1,399,378,949.6 1,399,378,949.6 1,399,378,949.6 1,399,378,949.6 1,399,378,949.6 1,404,708,884.6

Other inputs

156,274,211.0 156,274,211.0 156,274,211.0 156,274,211.0 156,274,211.0 156,274,211.0 156,274,211.0 156,274,211.0 156,274,211.0 156,274,211.0


1,555,653,160.6 1,555,653,160.6 1,555,653,160.6 1,555,653,160.6 1,555,653,160.6 1,555,653,160.6 1,555,653,160.6 1,555,653,160.6 1,555,653,160.6 1,560,983,095.6

Labour

Labour

361,708,890.7 362,212,890.7 362,853,390.7 363,489,442.9 363,400,470.1 363,246,851.9 362,540,771.9 362,412,312.1 362,279,373.7 361,763,610.0


1,917,362,051.4 1,917,866,051.4 1,918,506,551.4 1,919,142,603.6 1,919,053,630.8 1,918,900,012.5 1,918,193,932.5 1,918,065,472.8 1,917,932,534.4 1,922,746,705.6


1,949,576,041.7 2,038,584,041.7 2,120,342,541.7 2,159,761,314.7 2,061,129,655.7 2,035,694,477.8 2,006,665,047.8 2,006,413,701.0 2,006,280,762.6 2,010,133,643.9

Other Costs

Other Costs

1,119,463.9 1,119,463.9 1,119,463.9 1,119,463.9 1,119,463.9 1,119,463.9 1,119,463.9 1,119,463.9 1,119,463.9 1,119,463.9

OUTFLOWS

1,950,695,505.6 2,039,703,505.6 2,121,462,005.6 2,160,880,778.6 2,062,249,119.6 2,036,813,941.7 2,007,784,511.7 2,007,533,164.9 2,007,400,226.5 2,011,253,107.8

Cash Flow

1,500,335,303.5 1,411,327,303.5 1,329,568,803.5 1,290,150,030.5 1,361,386,561.4 1,350,655,276.7 1,213,262,044.8 1,156,228,669.1 1,119,311,474.0 1,109,536,900.2

_________________________________

IRR = 28.4%, NPV = 3,256,119,981.65

29

ECONOMIC BUDGET (AGGREGATED)

Percentage

(In FCFA '000)

Present Future Without Future With Change

22 23 24 25 1 21 25 %

Main Production

Cereals

187,091,441.5 136,362,191.5 119,464,543.9 105,672,205.7 17,379,687.5 3,405,937.5 105,672,205.7 3,003.0


- - - - 36,181,125.0 - - -


317,521.8 317,521.8 317,521.8 317,521.8 10,500.0 10,500.0 317,521.8 2,924.0


10,902,298.5 10,902,298.5 10,902,298.5 10,902,298.5 639,000.0 639,000.0 10,902,298.5 1,606.0

Leather

67,605,864.6 67,605,864.6 67,605,864.6 67,605,864.6 12,195,200.0 12,195,200.0 67,605,864.6 454.0

Animal proteins

2,746,076,524.8 2,746,076,524.8 2,746,076,524.8 2,746,076,524.8 288,925,600.0 284,485,600.0 2,746,076,524.8 865.0


3,011,993,651.2 2,961,264,401.2 2,944,366,753.6 2,930,574,415.4 355,331,112.5 300,736,237.5 2,930,574,415.4 874.0

By Products

Straw and fodder

14,188,071.9 9,736,046.9 8,250,857.2 7,044,813.7 1,455,275.0 227,062.5 7,044,813.7 3,003.0


125,289,878.4 125,289,878.4 125,289,878.4 125,289,878.4 13,653,000.0 13,653,000.0 125,289,878.4 818.0


139,477,950.3 135,025,925.3 133,540,735.6 132,334,692.1 15,108,275.0 13,880,062.5 132,334,692.1 853.0


3,151,471,601.5 3,096,290,326.5 3,077,907,489.2 3,062,909,107.5 370,439,387.5 314,616,300.0 3,062,909,107.5 874.0

On-Farm Use

Cereals

26,444,293.2 9,929,293.2 4,366,764.0 - 4,572,000.0 - - -

Straw and fodder

14,188,071.9 9,736,046.9 8,250,857.2 7,044,813.7 1,455,275.0 227,062.5 7,044,813.7 3,003.0


33,051.5 24,426.5 15,352.5 15,352.5 53,820.0 7,460.6 15,352.5 106.0


40,665,416.7 19,689,766.7 12,632,973.7 7,060,166.2 6,081,095.0 234,523.1 7,060,166.2 2,910.0


3,110,806,184.9 3,076,600,559.9 3,065,274,515.5 3,055,848,941.3 364,358,292.5 314,381,776.9 3,055,848,941.3 872.0

Other Benefits

Carbon credit

613,770.0 613,770.0 613,770.0 613,770.0 190,650.0 - 613,770.0 222.0

INFLOWS

3,111,419,954.9 3,077,214,329.9 3,065,888,285.5 3,056,462,711.3 364,548,942.5 314,381,776.9 3,056,462,711.3 872.0

Production Cost

Investment

Purchased Inputs

Seeds

- - - - - - - -

Seedlings

- - - - - - - -

Other inputs

18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 18,000,000.0 -

Young animals

67,134,396.8 64,414,896.8 63,643,146.8 59,781,411.6 89,475,250.0 89,475,250.0 59,781,411.6 -33.0


1,053,816.5 778,816.5 489,500.3 489,500.3 1,716,000.0 237,875.0 489,500.3 106.0


86,188,213.3 83,193,713.3 82,132,647.0 78,270,911.9 109,191,250.0 107,713,125.0 78,270,911.9 -27.0

Labour

Labour

188,100.0 188,100.0 188,100.0 188,100.0 1,036,035.0 261,525.0 188,100.0 -28.0


86,376,313.3 83,381,813.3 82,320,747.0 78,459,011.9 110,227,285.0 107,974,650.0 78,459,011.9 -27.0

Operating

Purchased Inputs

Cereals

1,413,013,533.4 1,443,429,483.4 1,453,615,181.9 1,461,764,585.3 261,016,638.8 269,321,287.5 1,461,764,585.3 443.0

Other inputs

156,274,211.0 156,274,211.0 156,274,211.0 156,274,211.0 28,120,000.0 28,120,000.0 156,274,211.0 456.0


1,569,287,744.4 1,599,703,694.4 1,609,889,392.9 1,618,038,796.3 289,136,638.8 297,441,287.5 1,618,038,796.3 444.0

Labour

Labour

361,076,685.0 359,939,295.0 359,594,639.7 359,334,116.7 65,436,390.0 64,194,765.0 359,334,116.7 460.0


1,930,364,429.4 1,959,642,989.4 1,969,484,032.6 1,977,372,913.0 354,573,028.8 361,636,052.5 1,977,372,913.0 447.0


2,016,740,742.6 2,043,024,802.6 2,051,804,779.6 2,055,831,924.9 464,800,313.8 469,610,702.5 2,055,831,924.9 338.0

Other Costs

Other Costs

1,119,463.9 1,119,463.9 1,119,463.9 1,119,463.9 - - 1,119,463.9 -

OUTFLOWS

2,017,860,206.6 2,044,144,266.6 2,052,924,243.5 2,056,951,388.8 464,800,313.8 469,610,702.5 2,056,951,388.8 338.0

Cash Flow

1,093,559,748.3 1,033,070,063.3 1,012,964,041.9 999,511,322.4

-100,251,371.3

-155,228,925.6 999,511,322.4 744.0

_________________________________

IRR = 28.4%, NPV = 3,256,119,981.65

30

MULTINATIONAL: Preventive Locust Control Support Project (PALPCP-CLCPRO)

Project Summary

PRODUCTION AND INPUTS (Aggregated) (In Units)

Without Project

Unit 1 2 to 13 14 to 15 16 to 20 21 to 25 1 2

Main Production

Cereals

kg 84,530,000 84,530,000 84,530,000 84,530,000 15,137,500 84,530,000 136,130,000


kg 191,350,000 191,350,000 191,350,000 - - 191,350,000 333,700,000


kg 420,000 420,000 420,000 420,000 420,000 420,000 840,000


kg 852,000 852,000 852,000 852,000 852,000 852,000 1,704,000

Leather

unit 6,660,000 6,660,000 6,660,000 6,660,000 6,660,000 6,660,000 10,980,000

Animal proteins

kg 298,590,000 294,890,000 294,890,000 294,890,000 294,890,000 298,590,000 489,870,000

By Products

Straw and fodder

kg 145,527,500 145,527,500 145,527,500 145,527,500 22,706,250 145,527,500 235,096,250


unit 910,200,000 910,200,000 910,200,000 910,200,000 910,200,000 910,200,000 1,500,600,000

On-Farm Use

Cereals

kg 25,400,000 25,400,000 25,400,000 25,400,000 - 25,400,000 41,900,000

Straw and fodder

kg 145,527,500 145,527,500 145,527,500 145,527,500 22,706,250 145,527,500 235,096,250


unit 3,588,000 3,588,000 3,588,000 2,610,500 497,375 3,588,000 5,908,125

Sales

Cereals

kg 59,130,000 59,130,000 59,130,000 59,130,000 15,137,500 59,130,000 94,230,000


kg 191,350,000 191,350,000 191,350,000 - - 191,350,000 333,700,000


kg 420,000 420,000 420,000 420,000 420,000 420,000 840,000


kg 852,000 852,000 852,000 852,000 852,000 852,000 1,704,000

Leather

unit 6,660,000 6,660,000 6,660,000 6,660,000 6,660,000 6,660,000 10,980,000

Animal proteins

kg 298,590,000 294,890,000 294,890,000 294,890,000 294,890,000 298,590,000 489,870,000


unit 906,612,000 906,612,000 906,612,000 907,589,500 909,702,625 906,612,000 1,494,691,875

Investment

Purchased Inputs

Seeds

kg - - - - - - -

Seedlings

unit - - - - - - -

Other inputs

CFAF 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000 36,000,000,000

Young animals

unit 34,410,000 27,750,000 34,410,000 34,410,000 34,410,000 34,410,000 52,410,000


unit 312,000 312,000 312,000 227,000 43,250 312,000 513,750

Labour

Labour

day 1,569,750 1,569,750 1,569,750 1,144,750 396,250 1,569,750 2,655,000

Operating

Purchased Inputs

Cereals

kg 1,450,092,437.5 1,450,092,437.5 1,450,092,437.5 1,450,092,437.5 1,496,229,375 1,450,092,437.5 2,391,379,187.5

Other inputs

CFAF 28,120,000,000 28,120,000,000 28,120,000,000 28,120,000,000 28,120,000,000 28,120,000,000 46,360,000,000

Labour

Labour

day 99,990,000 99,990,000 99,990,000 99,395,000 98,108,750 99,990,000 165,278,250

31


Unit 3 4 5 6 7 8 9 10

Main Production

Cereals

kg 377,990,000 530,176,638 598,909,929 824,832,655 893,707,655 988,707,655 988,707,655 988,707,655


kg 574,900,000 1,002,879,830 1,395,384,660 1,548,573,505 1,608,080,530 1,608,080,530 1,608,080,530 1,608,080,530


kg 953,750 1,934,043.5 3,593,793.5 5,733,351 8,413,054.8 10,632,126 12,104,402.5 12,563,224


kg 2,018,750 3,656,381.1 6,597,689.8 9,901,025.9 12,638,831 14,004,930.5 14,444,634 14,536,398

Leather

unit 12,870,000 25,075,882 32,085,882 36,112,254 37,240,293 37,240,293 37,240,293 37,240,293

Animal proteins

kg 461,385,000 714,809,043 1,154,935,549 1,647,445,655.9 2,172,261,977.1 2,551,349,450.4 2,753,674,276.6 2,825,282,266

By Products

Straw and fodder

kg 650,038,750 910,649,000.25 1,031,006,875.75 1,374,359,693.75 1,477,672,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75


unit 1,764,820,000 2,992,610,540 4,630,731,324 5,850,130,292 7,013,795,416 7,762,247,543 8,171,595,549 8,319,945,429

On-Farm Use

Cereals

kg 112,400,000 158,302,940 182,435,290 188,812,740 188,812,740 188,812,740 188,812,740 188,812,740

Straw and fodder

kg 650,038,750 910,649,000.25 1,031,006,875.75 1,374,359,693.75 1,477,672,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75


unit 7,790,000 8,132,255.15 8,154,593.45 8,545,505.15 8,125,505.15 8,185,505.15 7,885,505.15 7,885,505.15

Sales

Cereals

kg 265,590,000 371,873,698 416,474,639 636,019,915 704,894,915 799,894,915 799,894,915 799,894,915


kg 574,900,000 1,002,879,830 1,395,384,660 1,548,573,505 1,608,080,530 1,608,080,530 1,608,080,530 1,608,080,530


kg 953,750 1,934,043.5 3,593,793.5 5,733,351 8,413,054.8 10,632,126 12,104,402.5 12,563,224


kg 2,018,750 3,656,381.1 6,597,689.8 9,901,025.9 12,638,831 14,004,930.5 14,444,634 14,536,398

Leather

unit 12,870,000 25,075,882 32,085,882 36,112,254 37,240,293 37,240,293 37,240,293 37,240,293

Animal proteins

kg 461,385,000 714,809,043 1,154,935,549 1,647,445,655.9 2,172,261,977.1 2,551,349,450.4 2,753,674,276.6 2,825,282,266


unit 1,757,030,000 2,984,478,284.85 4,622,576,730.55 5,841,584,786.85 7,005,669,910.85 7,754,062,037.85 8,163,710,043.85 8,312,059,923.85

Investment

Purchased Inputs

Seeds

kg - - - - - - - -

Seedlings

unit 600,000,000 762,500,000 757,205,000 244,705,000 91,764,000 - - -

Other inputs

CFAF 46,875,000,000 39,941,150,000 25,838,200,000 20,294,100,000 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000

Young animals

unit 86,225,000 132,187,057 200,162,742 248,911,662 270,821,169 277,897,050 277,897,050 277,897,050


unit 908,000 767,946.1 775,392.2 905,696.1 765,696.1 785,696.1 685,696.1 685,696.1

Labour

Labour

day 8,179,750 9,016,127.25 9,512,764 7,353,591.75 5,394,518.75 4,429,067.05 3,450,273.55 3,294,274.15

Operating

Purchased Inputs

Cereals

kg 2,687,418,625 4,681,334,483.6375 6,564,911,623.9 7,395,891,178.0125 7,788,577,498.0125 7,774,327,498.0125 7,774,327,498.0125 7,774,327,498.0125

Other inputs

CFAF 54,340,000,000 102,093,724,000 133,783,724,000 150,634,016,000 156,274,211,000 156,274,211,000 156,274,211,000 156,274,211,000

Labour

Labour

day 202,390,750 358,656,954 472,467,816.7 530,326,602.5 551,791,627.7 552,491,627.7 552,491,627.7 552,491,627.7

32

PRODUCTION AND INPUTS (Aggregated)

(In Units)

With Project

Unit 11 to 12 13 14 15 16 17 18 19

Main Production

Cereals

kg 988,707,655 988,707,655 988,707,655 988,707,655 988,707,655 988,707,655 988,707,655 988,707,655


kg 1,608,080,530 1,608,080,530 1,608,080,530 1,608,080,530 1,465,730,530 1,274,380,530 461,530,530 185,175,700


kg 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870


kg 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398

Leather

unit 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293

Animal proteins

kg 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812

By Products

Straw and fodder

kg 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75


unit 8,352,658,560 8,352,658,560 8,352,658,560 8,352,658,560 8,352,658,560 8,352,658,560 8,352,658,560 8,352,658,560

On-Farm Use

Cereals

kg 188,812,740 188,812,740 188,812,740 188,812,740 188,812,740 188,812,740 188,812,740 188,812,740

Straw and fodder

kg 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75 1,620,172,193.75


unit 7,885,505.15 7,885,505.15 7,885,505.15 7,885,505.15 7,152,380.15 6,174,880.15 5,919,005.15 5,662,059.5

Sales

Cereals

kg 799,894,915 799,894,915 799,894,915 799,894,915 799,894,915 799,894,915 799,894,915 799,894,915


kg 1,608,080,530 1,608,080,530 1,608,080,530 1,608,080,530 1,465,730,530 1,274,380,530 461,530,530 185,175,700


kg 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870


kg 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398

Leather

unit 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293

Animal proteins

kg 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812


unit 8,344,773,054.85 8,344,773,054.85 8,344,773,054.85 8,344,773,054.85 8,345,506,179.85 8,346,483,679.85 8,346,739,554.85 8,346,996,500.5

Investment

Purchased Inputs

Seeds

kg - - - - - - - -

Seedlings

unit - - - - - - - -

Other inputs

CFAF 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000

Young animals

unit 277,897,050 284,557,050 294,467,050 291,072,932 286,243,422 283,345,089 282,217,050 282,217,050


unit 685,696.1 685,696.1 685,696.1 685,696.1 621,946.1 536,946.1 514,696.1 492,353

Labour

Labour

day 3,239,215.75 3,239,215.75 3,239,215.75 3,239,215.75 2,920,465.75 2,495,465.75 2,384,215.75 2,272,500.25

Operating

Purchased Inputs

Cereals

kg 7,774,327,498.0125 7,774,327,498.0125 7,774,327,498.0125 7,774,327,498.0125 7,774,327,498.0125 7,774,327,498.0125 7,774,327,498.0125 7,774,327,498.0125

Other inputs

CFAF 156,274,211,000 156,274,211,000 156,274,211,000 156,274,211,000 156,274,211,000 156,274,211,000 156,274,211,000 156,274,211,000

Labour

Labour

day 552,491,627.7 553,331,627.7 554,399,127.7 555,459,214.7 555,355,551.7 555,159,021.3 554,120,396.3 553,956,736.85

33


Unit 20 21 22 23 24 25

Main Production

Cereals

kg 988,707,655 944,457,655 875,065,155 622,435,155 538,256,034.5 469,654,247.5


kg - - - - - -


kg 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870


kg 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398

Leather

unit 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293

Animal proteins

kg 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812

By Products

Straw and fodder

kg 1,620,172,193.75 1,541,628,443.75 1,418,807,193.75 973,604,693.75 825,085,719.75 704,481,371.25


unit 8,352,658,560 8,352,658,560 8,352,658,560 8,352,658,560 8,352,658,560 8,352,658,560

On-Farm Use

Cereals

kg 188,812,740 172,312,740 146,912,740 55,162,740 24,259,800 -

Straw and fodder

kg 1,620,172,193.75 1,541,628,443.75 1,418,807,193.75 973,604,693.75 825,085,719.75 704,481,371.25


unit 5,662,059.5 4,316,559.5 2,203,434.5 1,628,434.5 1,023,500.575 1,023,500.575

Sales

Cereals

kg 799,894,915 772,144,915 728,152,415 567,272,415 513,996,234.5 469,654,247.5


kg - - - - - -


kg 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870 12,700,870


kg 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398 14,536,398

Leather

unit 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293 37,240,293

Animal proteins

kg 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812 2,841,074,812


unit 8,346,996,500.5 8,348,342,000.5 8,350,455,125.5 8,351,030,125.5 8,351,635,059.425 8,351,635,059.425

Investment

Purchased Inputs

Seeds

kg - - - - - -

Seedlings

unit - - - - - -

Other inputs

CFAF 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000 18,000,000,000

Young animals

unit 282,217,050 282,217,050 282,217,050 204,517,050 182,467,050 72,131,760


unit 492,353 375,353 191,603 141,603 89,000.05 89,000.05

Labour

Labour

day 2,272,500.25 1,791,000.25 1,042,500.25 837,500.25 625,000.25 625,000.25

Operating

Purchased Inputs

Cereals

kg 7,774,327,498.0125 7,803,938,248.0125 7,850,075,185.5125 8,019,052,685.5125 8,075,639,899.25 8,120,914,362.875

Other inputs

CFAF 156,274,211,000 156,274,211,000 156,274,211,000 156,274,211,000 156,274,211,000 156,274,211,000

Labour

Labour

day 553,765,325.7 552,987,619.5 551,971,369.5 550,279,244.5 549,788,016.1 549,403,294.95

34

PRODUCTION AND INPUTS (Aggregated)

Percentage

(In Units)

Present Future Without Future With Change

Unit 1 21 25 %

Main Production

Cereals

kg 84,530,000 15,137,500 469,654,247.5 3,003


kg 191,350,000 - - -


kg 420,000 420,000 12,700,870 2,924


kg 852,000 852,000 14,536,398 1,606

Leather

unit 6,660,000 6,660,000 37,240,293 459

Animal proteins

kg 298,590,000 294,890,000 2,841,074,812 863

By Products

Straw and fodder

kg 145,527,500 22,706,250 704,481,371.25 3,003


unit 910,200,000 910,200,000 8,352,658,560 818

On-Farm Use

Cereals

kg 25,400,000 - - -

Straw and fodder

kg 145,527,500 22,706,250 704,481,371.25 3,003


unit 3,588,000 497,375 1,023,500.575 106

Sales

Cereals

kg 59,130,000 15,137,500 469,654,247.5 3,003


kg 191,350,000 - - -


kg 420,000 420,000 12,700,870 2,924


kg 852,000 852,000 14,536,398 1,606

Leather

unit 6,660,000 6,660,000 37,240,293 459

Animal proteins

kg 298,590,000 294,890,000 2,841,074,812 863


unit 906,612,000 909,702,625 8,351,635,059.425 818

Investment

Purchased Inputs

Seeds

kg - - - -

Seedlings

unit - - - -

Other inputs

CFAF 18,000,000,000 18,000,000,000 18,000,000,000 -

Young animals

unit 34,410,000 34,410,000 72,131,760 110


unit 312,000 43,250 89,000.05 106

Labour

Labour

day 1,569,750 396,250 625,000.25 58

Operating

Purchased Inputs

Cereals

kg 1,450,092,437.5 1,496,229,375 8,120,914,362.875 443

Other inputs

CFAF 28,120,000,000 28,120,000,000 156,274,211,000 456

Labour

Labour

day 99,990,000 98,108,750 549,403,294.95 460

35

MULTINATIONAL: Project in Support of Preventive Locust Control

(PALPCP-CLCPRO) Project Summary LABOUR BUDGET

(In Units)

Without Project

Unit 1 to 15 16 to 20 21 to 25 1 2 3

Labour Requirements

January p/d

Jan day 8,047,500 8,047,500 8,047,500 8,047,500 13,267,500 16,106,250

February p/d

Feb day 8,227,500 8,227,500 8,227,500 8,227,500 13,627,500 16,575,000

March p/d

Mar day 8,047,500 8,047,500 8,047,500 8,047,500 13,267,500 17,906,250

April p/d

Apr day 9,437,250 9,012,250 8,263,750 9,437,250 15,562,500 20,157,250

May p/d

May day 8,851,500 8,681,500 8,314,000 8,851,500 14,655,000 18,236,000

June p/d

Jun day 9,607,500 9,182,500 8,263,750 9,607,500 15,836,250 20,646,250

July p/d

Jul day 8,047,500 8,047,500 8,047,500 8,047,500 13,267,500 16,106,250

August p/d

Aug day 8,047,500 8,047,500 8,047,500 8,047,500 13,267,500 16,106,250

September p/d

Sep day 8,047,500 8,047,500 8,047,500 8,047,500 13,267,500 18,206,250

October p/d

Oct day 8,335,500 8,335,500 8,335,500 8,335,500 13,843,500 16,952,250

November p/d

Nov day 8,527,500 8,527,500 8,527,500 8,527,500 14,227,500 16,956,250

December p/d

Dec day 8,335,500 8,335,500 8,335,500 8,335,500 13,843,500 16,616,250

Sub-Total Labour Requirements

101,559,750 100,539,750 98,505,000 101,559,750 167,933,250 210,570,500

Family Labour Available

January p/d

Jan day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

February p/d

Feb day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

March p/d

Mar day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

April p/d

Apr day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

May p/d

May day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

June p/d

Jun day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

July p/d

Jul day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

August p/d

Aug day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

September p/d

Sep day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

October p/d

Oct day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

November p/d

Nov day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

December p/d

Dec day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

Sub-Total Family Labour Available

17,640,000 17,640,000 17,640,000 17,640,000 28,800,000 33,420,000

Hired Labour

January p/d

Jan day 6,577,500 6,577,500 6,577,500 6,577,500 10,867,500 13,321,250

February p/d

Feb day 6,757,500 6,757,500 6,757,500 6,757,500 11,227,500 13,790,000

March p/d

Mar day 6,577,500 6,577,500 6,577,500 6,577,500 10,867,500 15,121,250

April p/d

Apr day 7,967,250 7,542,250 6,793,750 7,967,250 13,162,500 17,372,250

May p/d

May day 7,381,500 7,211,500 6,844,000 7,381,500 12,255,000 15,451,000

June p/d

Jun day 8,137,500 7,712,500 6,793,750 8,137,500 13,436,250 17,861,250

July p/d

Jul day 6,577,500 6,577,500 6,577,500 6,577,500 10,867,500 13,321,250

August p/d

Aug day 6,577,500 6,577,500 6,577,500 6,577,500 10,867,500 13,321,250

September p/d

Sep day 6,577,500 6,577,500 6,577,500 6,577,500 10,867,500 15,421,250

October p/d

Oct day 6,865,500 6,865,500 6,865,500 6,865,500 11,443,500 14,167,250

November p/d

Nov day 7,057,500 7,057,500 7,057,500 7,057,500 11,827,500 14,171,250

December p/d

Dec day 6,865,500 6,865,500 6,865,500 6,865,500 11,443,500 13,831,250

Sub-Total Hired Labour

83,919,750 82,899,750 80,865,000 83,919,750 139,133,250 177,150,500

Family Labour Use

January p/d

Jan day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

February p/d

Feb day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

March p/d

Mar day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

April p/d

Apr day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

May p/d

May day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

June p/d

Jun day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

July p/d

Jul day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

August p/d

Aug day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

September p/d

Sep day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

October p/d

Oct day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

November p/d

Nov day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

December p/d

Dec day 1,470,000 1,470,000 1,470,000 1,470,000 2,400,000 2,785,000

Sub-Total Family Labour Use

17,640,000 17,640,000 17,640,000 17,640,000 28,800,000 33,420,000

36

LABOUR BUDGET

(In Units)

Unit 4 5 6 7 8 9 10

Labour Requirements

January p/d

Jan day 28,854,190.75 38,238,014.25 42,894,386.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

February p/d

Feb day 29,589,602.25 39,091,396.25 43,802,062.05 45,554,571.45 45,554,571.45 45,554,571.45 45,554,571.45

March p/d

Mar day 31,141,690.75 40,509,629.25 43,628,501.25 44,913,011.25 44,637,719.25 44,637,719.25 44,637,719.25

April p/d

Apr day 32,279,656.5 41,695,195.75 47,053,602 48,096,935 48,196,935 47,696,935 47,696,935

May p/d

May day 32,095,244.45 42,256,141.75 47,902,694.3 49,529,820.8 49,260,835.1 48,782,041.6 48,626,042.2

June p/d

Jun day 34,938,921.25 44,903,725.25 50,822,695 52,934,778 53,434,778 53,434,778 53,434,778

July p/d

Jul day 28,854,190.75 38,238,014.25 42,894,386.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

August p/d

Aug day 28,854,190.75 38,238,014.25 42,894,386.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

September p/d

Sep day 31,522,940.75 40,888,231.75 43,750,853.75 44,958,893.25 44,637,719.25 44,637,719.25 44,637,719.25

October p/d

Oct day 30,143,249.15 39,702,778.25 44,436,385.05 46,188,894.45 46,188,894.45 46,188,894.45 46,188,894.45

November p/d

Nov day 29,946,954.75 39,391,396.25 44,102,062.05 45,854,571.45 45,854,571.45 45,854,571.45 45,854,571.45

December p/d

Dec day 29,452,249.15 38,828,043.45 43,498,180.05 45,241,513.05 45,241,513.05 45,241,513.05 45,241,513.05


367,673,081.25 481,980,580.7 537,680,194.25 557,186,146.45 556,920,694.75 555,941,901.25 555,785,901.85


January p/d

Jan day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

February p/d

Feb day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

March p/d

Mar day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

April p/d

Apr day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

May p/d

May day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

June p/d

Jun day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

July p/d

Jul day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

August p/d

Aug day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

September p/d

Sep day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

October p/d

Oct day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

November p/d

Nov day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

December p/d

Dec day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981


38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772

Hired Labour

January p/d

Jan day 25,648,209.75 35,032,033.25 39,688,405.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

February p/d

Feb day 26,383,621.25 35,885,415.25 40,596,081.05 42,348,590.45 42,348,590.45 42,348,590.45 42,348,590.45

March p/d

Mar day 27,935,709.75 37,303,648.25 40,422,520.25 41,707,030.25 41,431,738.25 41,431,738.25 41,431,738.25

April p/d

Apr day 29,073,675.5 38,489,214.75 43,847,621 44,890,954 44,990,954 44,490,954 44,490,954

May p/d

May day 28,889,263.45 39,050,160.75 44,696,713.3 46,323,839.8 46,054,854.1 45,576,060.6 45,420,061.2

June p/d

Jun day 31,732,940.25 41,697,744.25 47,616,714 49,728,797 50,228,797 50,228,797 50,228,797

July p/d

Jul day 25,648,209.75 35,032,033.25 39,688,405.25 41,431,738.25 41,431,738.25

41,431,738.25 41,431,738.25

August p/d

Aug day 25,648,209.75 35,032,033.25 39,688,405.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

September p/d

Sep day 28,316,959.75 37,682,250.75 40,544,872.75 41,752,912.25 41,431,738.25 41,431,738.25 41,431,738.25

October p/d

Oct day 26,937,268.15 36,496,797.25 41,230,404.05 42,982,913.45 42,982,913.45 42,982,913.45 42,982,913.45

November p/d

Nov day 26,740,973.75 36,185,415.25 40,896,081.05 42,648,590.45 42,648,590.45

42,648,590.45 42,648,590.45

December p/d

Dec day 26,246,268.15 35,622,062.45 40,292,199.05 42,035,532.05 42,035,532.05 42,035,532.05 42,035,532.05


329,201,309.25 443,508,808.7 499,208,422.25 518,714,374.45 518,448,922.75 517,470,129.25 517,314,129.85

Family Labour Use

2464143.473

January p/d

Jan day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

February p/d

Feb day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

March p/d

Mar day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

April p/d

Apr day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

May p/d

May day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

June p/d

Jun day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

July p/d

Jul day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

August p/d

Aug day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

September p/d

Sep day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

October p/d

Oct day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

November p/d

Nov day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

December p/d

Dec day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981


38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772

37

LABOUR BUDGET

(In Units)

With Project

Unit 11 to 12 13 14 15 16 17 18

Labour Requirements

January p/d

Jan day 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

February p/d

Feb day 45,554,571.45 45,554,571.45 45,554,571.45 45,554,571.45 45,554,571.45 45,554,571.45 45,554,571.45

March p/d

Mar day 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

April p/d

Apr day 47,696,935 47,696,935 47,696,935 47,696,935 47,378,185 46,953,185 46,841,935

May p/d

May day 48,570,983.8 48,570,983.8 48,570,983.8 48,570,983.8 48,443,483.8 48,273,483.8 47,769,233.8

June p/d

Jun day 53,434,778 53,434,778 53,434,778 53,434,778 53,116,028 52,691,028 51,813,528

July p/d

Jul day 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

August p/d

Aug day 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

September p/d

Sep day 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

October p/d

Oct day 46,188,894.45 46,188,894.45 46,188,894.45 46,188,894.45 46,188,894.45 46,188,894.45 46,188,894.45

November p/d

Nov day 45,854,571.45 46,574,571.45 47,489,571.45 48,398,217.45 48,691,863.45 49,011,980.25 49,278,855.25

December p/d

Dec day 45,241,513.05 45,361,513.05 45,514,013.05 45,665,454.05 45,714,395.05 45,792,747.85 45,868,997.85


555,730,843.45 556,570,843.45 557,638,343.45 558,698,430.45 558,276,017.45 557,654,487.05 556,504,612.05


January p/d

Jan day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

February p/d

Feb day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

March p/d

Mar day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

April p/d

Apr day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

May p/d

May day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

June p/d

Jun day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

July p/d

Jul day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

August p/d

Aug day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

September p/d

Sep day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

October p/d

Oct day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

November p/d

Nov day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

December p/d

Dec day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981


38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772

Hired Labour

January p/d

Jan day 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

February p/d

Feb day 42,348,590.45 42,348,590.45 42,348,590.45 42,348,590.45 42,348,590.45 42,348,590.45 42,348,590.45

March p/d

Mar day 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

April p/d

Apr day 44,490,954 44,490,954 44,490,954 44,490,954 44,172,204 43,747,204 43,635,954

May p/d

May day 45,365,002.8 45,365,002.8 45,365,002.8 45,365,002.8 45,237,502.8 45,067,502.8 44,563,252.8

June p/d

Jun day 50,228,797 50,228,797 50,228,797 50,228,797 49,910,047 49,485,047 48,607,547

July p/d

Jul day 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

August p/d

Aug day 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

September p/d

Sep day 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

October p/d

Oct day 42,982,913.45 42,982,913.45 42,982,913.45 42,982,913.45 42,982,913.45 42,982,913.45 42,982,913.45

November p/d

Nov day 42,648,590.45 43,368,590.45 44,283,590.45 45,192,236.45 45,485,882.45 45,805,999.25 46,072,874.25

December p/d

Dec day 42,035,532.05 42,155,532.05 42,308,032.05 42,459,473.05 42,508,414.05 42,586,766.85 42,663,016.85


517,259,071.45 518,099,071.45 519,166,571.45 520,226,658.45 519,804,245.45 519,182,715.05 518,032,840.05

Family Labour Use

January p/d

Jan day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

February p/d

Feb day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

March p/d

Mar day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

April p/d

Apr day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

May p/d

May day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

June p/d

Jun day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

July p/d

Jul day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

August p/d

Aug day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

September p/d

Sep day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

October p/d

Oct day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

November p/d

Nov day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

December p/d

Dec day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981


38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772

38

LABOUR BUDGET

(In Units)

Unit 19 20 21 22 23 24 25

Labour Requirements

January p/d

Jan day 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

February p/d

Feb day 45,554,571.45 45,554,571.45 45,554,571.45 45,554,571.45 45,554,571.45 45,554,571.45 45,554,571.45

March p/d

Mar day 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

April p/d

Apr day 46,730,219.5 46,730,219.5 46,248,719.5 45,500,219.5 45,295,219.5 45,082,719.5 45,082,719.5

May p/d

May day 47,594,047.6 47,480,974.45 47,246,974.45 46,879,474.45 46,297,974.45 46,060,268.55 45,918,886.15

June p/d

Jun day 51,484,312.5 51,295,857.25 50,710,857.25 49,792,107.25 48,338,357.25 47,744,092.5 47,390,636.5

July p/d

Jul day 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

August p/d

Aug day 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

September p/d

Sep day 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25 44,637,719.25

October p/d

Oct day 46,188,894.45 46,188,894.45 46,188,894.45 46,188,894.45 46,188,894.45 46,188,894.45 46,188,894.45

November p/d

Nov day 49,543,877 49,629,523.75 49,661,641.15 49,871,641.15 50,138,516.15 50,403,537.9 50,489,184.65

December p/d

Dec day 45,944,718.35 45,969,188.85 45,978,365.25 46,038,365.25 46,114,615.25 46,190,335.75 46,214,806.25


556,229,237.1 556,037,825.95 554,778,619.75 553,013,869.75 551,116,744.75 550,413,016.35 550,028,295.2


January p/d

Jan day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

February p/d

Feb day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

March p/d

Mar day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

April p/d

Apr day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

May p/d

May day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

June p/d

Jun day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

July p/d

Jul day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

August p/d

Aug day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

September p/d

Sep day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

October p/d

Oct day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

November p/d

Nov day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

December p/d

Dec day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981


38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772

Hired Labour

January p/d

Jan day 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

February p/d

Feb day 42,348,590.45 42,348,590.45 42,348,590.45 42,348,590.45 42,348,590.45 42,348,590.45 42,348,590.45

March p/d

Mar day 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

April p/d

Apr day 43,524,238.5 43,524,238.5 43,042,738.5 42,294,238.5 42,089,238.5 41,876,738.5 41,876,738.5

May p/d

May day 44,388,066.6 44,274,993.45 44,040,993.45 43,673,493.45 43,091,993.45 42,854,287.55 42,712,905.15

June p/d

Jun day 48,278,331.5 48,089,876.25 47,504,876.25 46,586,126.25 45,132,376.25 44,538,111.5 44,184,655.5

July p/d

Jul day 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

August p/d

Aug day 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

September p/d

Sep day 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25 41,431,738.25

October p/d

Oct day 42,982,913.45 42,982,913.45 42,982,913.45 42,982,913.45 42,982,913.45 42,982,913.45 42,982,913.45

November p/d

Nov day 46,337,896 46,423,542.75 46,455,660.15 46,665,660.15 46,932,535.15 47,197,556.9 47,283,203.65

December p/d

Dec day 42,738,737.35 42,763,207.85 42,772,384.25 42,832,384.25 42,908,634.25 42,984,354.75 43,008,825.25


517,757,465.1 517,566,053.95 516,306,847.75 514,542,097.75 512,644,972.75 511,941,244.35 511,556,523.2

Family Labour Use

January p/d

Jan day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

February p/d

Feb day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

March p/d

Mar day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

April p/d

Apr day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

May p/d

May day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

June p/d

Jun day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

July p/d

Jul day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

August p/d

Aug day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

September p/d

Sep day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

October p/d

Oct day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

November p/d

Nov day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981

December p/d

Dec day 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981 3,205,981


38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772 38,471,772

39

LABOUR BUDGET

Future

Percentage

(In Units)

Present Without Future With Change

Unit 1 21 25 %

Labour Requirements

January p/d

Jan day 8,047,500 8,047,500 44,637,719.25 455

February p/d

Feb day 8,227,500 8,227,500 45,554,571.45 454

March p/d

Mar day 8,047,500 8,047,500 44,637,719.25 455

April p/d

Apr day 9,437,250 8,263,750 45,082,719.5 446

May p/d

May day 8,851,500 8,314,000 45,918,886.15 452

June p/d

Jun day 9,607,500 8,263,750 47,390,636.5 473

July p/d

Jul day 8,047,500 8,047,500 44,637,719.25 455

August p/d

Aug day 8,047,500 8,047,500 44,637,719.25 455

September p/d

Sep day 8,047,500 8,047,500 44,637,719.25 455

October p/d

Oct day 8,335,500 8,335,500 46,188,894.45 454

November p/d

Nov day 8,527,500 8,527,500 50,489,184.65 492

December p/d

Dec day 8,335,500 8,335,500 46,214,806.25 454


101,559,750 98,505,000 550,028,295.2 458


January p/d

Jan day 1,470,000 1,470,000 3,205,981 118

February p/d

Feb day 1,470,000 1,470,000 3,205,981 118

March p/d

Mar day 1,470,000 1,470,000 3,205,981 118

April p/d

Avr day 1,470,000 1,470,000 3,205,981 118

May p/d

May day 1,470,000 1,470,000 3,205,981 118

June p/d

June day 1,470,000 1,470,000 3,205,981 118

July p/d

Juil day 1,470,000 1,470,000 3,205,981 118

August p/d

August day 1,470,000 1,470,000 3,205,981 118

September p/d

Sep day 1,470,000 1,470,000 3,205,981 118

October p/d

Oct day 1,470,000 1,470,000 3,205,981 118

November p/d

Nov day 1,470,000 1,470,000 3,205,981 118

December p/d

Dec day 1,470,000 1,470,000 3,205,981 118


17,640,000 17,640,000 38,471,772 118

Hired Labour

January p/d

Jan day 6,577,500 6,577,500 41,431,738.25 530

February p/d

Feb day 6,757,500 6,757,500 42,348,590.45 527

March p/d

Mar day 6,577,500 6,577,500 41,431,738.25 530

April p/d

Apr day 7,967,250 6,793,750 41,876,738.5 516

May p/d

May day 7,381,500 6,844,000 42,712,905.15 524

June p/d

Jun day 8,137,500 6,793,750 44,184,655.5 550

July p/d

Jul day 6,577,500 6,577,500 41,431,738.25 530

August p/d

Aug day 6,577,500 6,577,500 41,431,738.25 530

September p/d

Sep day 6,577,500 6,577,500 41,431,738.25 530

October p/d

Oct day 6,865,500 6,865,500 42,982,913.45 526

November p/d

Nov day 7,057,500 7,057,500 47,283,203.65 570

December p/d

Dec day 6,865,500 6,865,500 43,008,825.25 526


83,919,750 80,865,000 511,556,523.2 533

Family Labour Use

January p/d

Jan day 1,470,000 1,470,000 3,205,981 118

February p/d

Feb day 1,470,000 1,470,000 3,205,981 118

March p/d

Mar day 1,470,000 1,470,000 3,205,981 118

April p/d

Apr day 1,470,000 1,470,000 3,205,981 118

May p/d

May day 1,470,000 1,470,000 3,205,981 118

June p/d

June day 1,470,000 1,470,000 3,205,981 118

July p/d

Jul day 1,470,000 1,470,000 3,205,981 118

August p/d

Aug day 1,470,000 1,470,000 3,205,981 118

September p/d

Sep day 1,470,000 1,470,000 3,205,981 118

October p/d

Oct day 1,470,000 1,470,000 3,205,981 118

November p/d

Nov day 1,470,000 1,470,000 3,205,981 118

December p/d

Dec day 1,470,000 1,470,000 3,205,981 118


17,640,000 17,640,000 38,471,772 118

40

MULTINATIONAL Project in Support of Preventive Locust Control (PALPCP-CLCPRO)

Project Summary

SUMMARY ECONOMIC EFFICIENCY MEASURES

(In FCFA '000)

Switching values at 12%

Incremental inflows

Incremental outflows

Investment costs

Operating costs

Other Costs

Total outflows

Net Present Value = 2,316,056,864,305.03

Internal rate of return = 23.29%

Benefits cost ratio = 1.21