PROJECT COMPLETION REPORT (PCR) - afdb.org · PDF fileProject Title: Baguinéda Irrigation Scheme ... OVERALL PROJECT OUTCOME 2.91 BANK PERFORMANCE ... PROJECT COMPLETION REPORT

A. PROJECT DATA AND KEY DATES

I. BASIC INFORMATION

Project Number P-ML-AAC-005

Project Title: Baguinéda Irrigation Scheme Intensification Project

Country: Mali

Lending Instrument(s): Loan No. 2100150011093 Sector:

Rural Development

Environmental Classification: II

Original Commitment Amount: UA 14,920,000

Amount Cancelled: 0 Amount Disbursed: UA 14,929,624.36

% Disbursed: 100.06

Borrower: Republic of Mali

Executing Agency: Ministry of Agriculture, Baguinéda Irrigation Scheme Authority

Co-financers and Other External Partners:

1. ADF loan UA 14.92 million 2. Government UA 1.88 million 3. Beneficiaries UA 0.28 million

II. KEY DATES

Project Concept Note Cleared by Ops. Com.

Not applicable

Appraisal Report Cleared by Ops. Com:

Not applicable

Board Approval:

30 November 2005

Restructuring(s) Not applicable

Original Date Actual Date

Difference in months [between original date and

actual date]

EFFECTIVENESS

30/03/2006

01/06/2007 14

MID-TERM REVIEW 30/06/2008 12/01/2009 6

CLOSING 30/03/2011 31/12/2011 9

III. RATINGS SUMMARY

CRITERIA SUB-CRITERIA SCORE

PROJECT OUTCOME

Achievement of Outputs 2.31

Achievement of Outcomes 2.44

Timeliness 4.00

OVERALL PROJECT OUTCOME 2.91

BANK PERFORMANCE

Design and Readiness 3.29

Supervision 3.50

OVERALL BANK PERFORMANCE 3.395

BORROWER PERFORMANCE

Design and Readiness 3.00

Execution 3.00

OVERALL BORROWER PERFORMANCE 3.00

PROJECT COMPLETION REPORT (PCR)

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IV. RESPONSIBLE BANK STAFF

POSITIONS AT APPROVAL AT COMPLETION

Regional Director Mr Franck Joseph Marie PERRAULT

Sector Director Mr R. SPENCER Mr Abdirahman BEILEH

Division Manager Mr Elie DOTE Mr Dougou KEITA

Task Manager Mr M.A. KANE Mr Macky Amadou DIOUM

PCR Team Leader Mr Macky Amadou DIOUM

PCR Team Members Mr Amadou Baba SY (Consultant)

B. PROJECT CONTEXT (300 words)

The project falls within the framework of the Government’s five-year plan that provided for full water development and management over 50,000 ha for the 2003-2007 period. It seeks to raise incomes in order to help combat poverty in keeping with the objectives of the Poverty Reduction Strategy Framework (PRSF) and the Bank’s 2005/2007 intervention strategy in Mali. The project is consistent with the main guidelines of the national irrigation development strategy. It focuses mainly on strategic areas with a view to ensuring optimal and sustainable management of the facilities and intensification and diversification of production. In this regard, the project seeks to expand the cultivated surface area, safeguard off-season crops and enhance the productivity of the scheme.

In 2011, the ADB’s active portfolio in Mali was USD 564.464 million for 22 operations in five development sectors. The rural sector represents over half of the portfolio and includes major programmes that support implementation of the country’s national agricultural and food security policy. The Bank is the main sector donor and the lead agency for Mali's major agricultural projects. It has solid experience in water resource mobilisation in the country. Indeed, the Bank has considerable experience in supporting Mali in the area of irrigation. This was reinforced recently by the PDI-BS in which the Bank is the lead donor agency.

C. PROJECT OBJECTIVES AND LOGICAL FRAMEWORK

1. Project Objective

The sector objective of the project is to help boost food security and reduce poverty. The specific project objective is to increase agricultural production and income.

2. Description of Project Components

The project has three main components: (A): Infrastructure Improvement; (B) Production Development; and (C) Project Management.

Component A: Infrastructure Improvement: It seeks to increase the available capacity and flow rate, enhance the efficiency of the irrigation system, expand the irrigated surface area, and improve rural infrastructure in the Baguinéda Commune. All works under this component are financed with ADF resources.

Component B: Production Development: It seeks to increase and diversify (cereal and vegetable) production by expanding farmlands used for double cropping and raising the development rate from 0.95 (2,650 ha) to 1.5 (4,675 ha out of 3,075 ha developed after the project). These intensification activities will revive off-season cultivation of rice, vegetables and maize, with a surface area of 3,625 ha for rice, 350 ha for maize and 700 ha for vegetables (tomato, onion...). The main thrusts of this component related to capacity-building for farmers’ organisations as well as structuring and better organization of farmers to ensure that they have a sound understanding of their production tools. The project intends to implement a literacy and training programme; a land tenure security action programme; an Information, Education and Communication (IEC) programme; and a research & development programme.

Component C: Project Management: The project team will be integrated into the General Management of OPIB. It will comprise the project manager, a manager with a financial background and support staff. A cost accounting system with all the adapted tools will be established in order to ensure accounting for each activity. An administrative and financial management procedures manual will also be prepared. Three vehicles, 10 motorcycles and office equipment, supplies and furniture will be procured. Consultancy firms will be recruited to conduct annual audits of project accounts, mid-term reviews and the final project evaluation. A monitoring/evaluation expert will also be recruited to improve the monitoring and evaluation of project activities.

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3. Assessment of Project Objectives

PROJECT OBJECTIVES DIMENSIONS ASSESSMENT SCORE

RELEVANT (a) Relevant to the country's development priorities

The BIS is consistent with the overall objective of the five-year irrigation development plan to contribute to Mali’s food security and improve the living standards of the people through intensive development of the existing potential on the outlying areas of the Baguinéda main canal and capacity-building for farmers' organisations.

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ACHIEVABLE

(b) Objectives deemed achievable considering the contributions to the project and the envisaged timeframe

The 2 pillars of the project are infrastructure (water control) and improvement of productivity (production development). Mali has fairly functional technical services to achieve project targets within the prescribed time-limits. Capacity building for certain structures was useful.

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CONSISTENT

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

The project is quite consistent with the Bank Group's intervention strategy which seeks to contribute to economic growth in order to achieve food security and curb poverty. This strategy mainly focused on intensifying and diversifying agricultural production through water management.

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(d) Consistent with the Bank's corporate priorities

The objectives of the project are consistent with the Bank’s priorities with respect to the diversification, enhancement and development of agricultural production; human resource development; improvement of the precarious living conditions and hygiene of rural communities and combating the deterioration of the natural environment.

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4. Logical Framework of Project at Appraisal

Hierarchy of Objectives Measurable and Verifiable Indicators Means of Verification Assumptions/Risks

1. SECTOR OBJECTIVE Contribute to food security and poverty reduction

1.1 In 2010, the project meets 30% of Bamako’s demand in food products (against 10% before the project) and reduces rice imports by 5%; 1.2 Better social and economic conditions of the people of Baguinéda

Commune (i.e. 28.000 including 14.560 women). The percentage of people in the Commune living below the monetary poverty thresholds (CFAF 144.000 per person per annum) down from 75% to 35% at the end of the project (2010);

1.3 The percentage of the country’s poor down by 5.5 % per annum and the poverty level down to 46% in 2008, 42% in 2010 and 32% in 2015.

- National general and agricultural

statistics, EMEP; - Final project evaluation and

completion reports.

2. SPECIFIC PROJECT OBJECTIVE

Increase agricultural production and incomes

1.1 On project completion (2010), annual production is 15,850 tons (t) of

paddy rice in comparison with 8,450 tons pre-project; 8,750 t of tomato

against 1,060 t; 8,020 t of onion against 1,320 tons ; 1.470 t of maize

against 320 t; 1.2 At midterm (end 2008), the annual production is 13,140 t of paddy rice

against 8,450 t; 6,080 tons of tomato against 1,060 t; 6080 tons of onion against 1,340 t; and 1,110 tons of maize against 320t

1.3 On project completion (2010), the average income per farm unit up by

CFAF 360,270 (from CFAF 382,750 to CFAF 743,000).

- Project progress reports; -Annual and quarterly status reports of the project and OPIB; - Mid-term and final evaluation

reports; - Project completion report; - Status report on the monitoring of

the OPIB contract plan.

Normal climatic and hydrologic conditions

OUTPUTS 1. Irrigation infrastructure improved

In 2008: 1.1 An additional 2-passage polder at the level of the intake canal built; 1.2 Intake canal cleaned and regulation valves rehabilitated; 1.3 Internal slopes of the main canal head bay lined over 4960 m and those

of the tail bay lined over 5,565 m; 1.4 Ten (10) water lily traps correctly set; 1.5 464 ha of on-farm developments on the Tanima and Senkoro plots; 1.6 Development of three small schemes for 1,200 women (125 ha on the

left bank of the canal, 150 ha on the right bank and 50 ha from wells in the Niéniélé area).

- Project progress, supervision and

completion reports; works completion report

- Meeting reports of the Commission responsible for arbitrating on the off-season sharing of water from the canal between energy and irrigation purposes.

Water-sharing agreement implemented; flow rate of 9.5 m3/s ensured between January and July to enable off-season irrigation; OPIB strengthened and made more dynamic; Capacity of POs strengthened; Access of POs to financial

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2 Rural and social

infrastructure built 3. Production and

productivity increased and diversified

3.1 Farmers taught how to read and write and trained in rice and flower production techniques.

In 2008 2.1. 14 water points (wells or boreholes) built and the sanitation and latrine

installation programme implemented in 22 villages. In 2010 2.2 Pastoral infrastructure constructed (13 village sheds, 10 drinking

troughs and 22 inoculation centres) ; 2.3 22 multipurpose centres built and equipped for women; 2.4 Baguinéda village connected to the medium voltage electricity

network; 2.5 Social and health infrastructure (1 health centre, 5 maternity centres, 4

dispensaries) of the Commune equipped (medical equipment and drugs); health capacity for diagnosis, epidemiological identification and surveillance built (HIV/AIDS, malaria); and larvae deposits (river-blindness, bilharzias, malaria) treated.

2.6 Peer educators (120) of the main social groups in 22 villages trained to sensitise the population to AIDS prevention;

2.7 7500 treated mosquito nets distributed every year for three years; 2.8 20 km of feeder roads rehabilitated; 2.9 Windbreaks and 205 ha of plantations and village woodlots established. In 2010 3.1 5,500 farmers made literate and trained (including 2,500 women); the capacity of farmer organisations (22 men’s VAs and “tons”, 22 youth organisations and 22 women’s associations) for water management, produce development, supplies, marketing, etc. is strengthened; associations, cooperatives are better organised and legally recognized; and umbrella organisations are established for water users and market gardeners;

- Project progress, supervision and

completion reports; - Monitoring-evaluation reports. - Works completion report; - Summary records of meetings on

off-season sharing of canal water between energy production and irrigation (water management commission);

- NGO progress report on land tenure security and on the literacy and training programme;

- Information system on markets and prices.

Idem

services (VA and women’s associations); Resurfacing works on the canal are implemented in the Off-season starting December. Water-sharing agreement implemented; flow rate of 9.5 m3/s ensured between January and July to enable off-season irrigation OPIB strengthened and made more dynamic; Capacity of FOs built; Access of FOs to financial services (VA and women’s associations).

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3.2 Actions for land tenure security implemented through a participatory approach

3.3 FO management and marketing capacity improved

3.4 Production intensified and diversified 4. Project management

3.2 Pre-registry and GIS of the tasks carried out; 1,930 resident farmers comply with the terms of reference (land management agreement) and are provided with a document that legitimises use and in the long run ownership; 3.3 Sale of market garden products and grain at remunerative prices thanks to better marketing;

3.4 Increase in the development rates from 0.95 (2.650 ha) in 2004 to 1.50 upon project completion 2010 (4.675 ha of mixed farming: 3.075 ha farmed during the rainy season, and 1600 ha in the off-season). In 2006 4.1 OPIB more dynamic and more functional. Staff, technical assistants,

consultants, NGOs, companies provide services according to contractual arrangements.

4.2 Adapted cost accounting and monitoring and evaluation systems established.

2. ACTIVITIES

2.1. Bidding and shopping documents prepared and competition launched;

2.2. Staff training contracts signed and implemented;

2.3. Contracts for designs and works inspection and supervision signed;

2.4. Contracts with NGOs responsible for implementing land tenure security activities, the

3. RESOURCES Expenditure Categories In UA thousand ADF GVT and beneficiaries Total Works 7.87 1.36 9.23 Goods 0.21 0.10 0.31 Services 5.18 0.00 5.18 Operating Cost 0.31 0.44 0.75

Contingencies 1.35 0.26 1.61 Total 14.92 2.16 17.08 Financing source In UA M. ADF 14.92

- Launch mission report; - Progress and supervision reports;

OPIB staff training plan; - Performance contracts; - Technical assistant's report on

water management; - BDs, contracts, progress and

supervision reports; - Monitoring and evaluation reports; - Progress and supervision reports,

crop season report, credit status,

OPIB strengthened and made more dynamic.

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literacy and training programme and the capacity-building programme for POs in the area of water management and marketing signed and implemented;

2.5. Works contracts signed and implemented;

2.6. Agreement protocols with IER, DNACPN and the Health Directorate, the Fisheries Directorate prepared, are signed and implemented;

2.7. Midterm review, final evaluation and account audits conducted regularly and without delay.

GVT and beneficiaries 2.16 Total 17.08

financial statements, midterm review and final evaluation reports, as well as annual account audit reports.

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5. Assessment of the Logical Framework

LOG. FRAME DIMENSIONS ASSESSMENT SCORE

LOGICAL (a) Presents a logical causal chain for achieving project development objectives

The logical framework, though prepared according to the former format, shows a logical causal chain for achieving project objectives.

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

The impact of certain project activities (production, surface area, incomes of beneficiaries, environmental and social impact) are not quantified and measured. The baseline situation was available at project commencement.

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THOROUGH (c) States the risks and key assumptions

The logical framework mentions the key assumptions for project success. Risks exogenous to project supervision (inflation, capacity of service providers, climate change) were significant.

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D. OUTPUTS AND OUTCOMES

1. Actual outcomes

MAJOR ACTIVITIES Working score

(1 to 4)

Share of Project Costs in percentage

(calculated at completion)

Weighted Score

Expected Outputs Actual Outputs

Component A: Infrastructure Improvement:

Rehabilitation of the intake canal: construction of an additional two-passage polder of 7.5m, installation of 2 new mobile water lily traps and rehabilitation of 8 existing ones, rehabilitation and cleaning of the valves (2008).

The following scheduled works were implemented 100% and accepted in July 2009 instead of 2008: (i) cleaning of the canal over 3 km and rehabilitation of 2 valves; (ii) construction of a two-passage polder of 7.5m; and (iii) setting of 10 water lily traps. Maintenance manuals could not be consulted.

3 0.039 0.117

Re-surfacing of the internal slopes of the main canal head bay over 4960 m between the Caiman Lake and the R1 regulator and those of the tail bay over 5,565 m between the R4 and R6 regulators; repairing of the secondary intake valves, drinking troughs, regulators, spillways and hydraulic fences that have leaks; and securing of the siphon tube of River Koba (2008).

The works completed 100% and accepted on 24 June 2010 were well done, albeit with some delay: re-surfacing of the main canal and rehabilitation and/or construction of related facilities.

3

0.308 0.924

Developing the tertiary 26.877 ml of tertiary systems 2 0.094 0.188

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networks and smoothing 464 ha in the Tanima and Senkoro plots; developing 325 ha of small farms (50 ha) in Nieniele (2008) for 1,200 women,

constructed in the Tanima and Senkoro plots; 367 ha out of the projected 464 have been developed, representing an implementation rate of 80%. The 325 ha of small farms projected for 1,200 women could not be developed for want of resources.

Construction of rural and social infrastructure comprising: (i) 14 water points, 22 latrines; (ii) pastoral infrastructure: 13 sheds, 10 drinking troughs, 22 inoculation centres; (iii) 22 multipurpose centres equipped for women; (iv) Baguinéda village connected to the medium-voltage electricity network; (v) social and health infrastructures: 1 health centre, 5 maternities and 4 dispensaries

Construction of: (i) 14 boreholes and 6 wells, 1 three-block demonstration toilet in 1 village out of 22; (ii) 0 sheds, 13 stores, 10 drinking troughs and 22 inoculation centres; (iii) 0 multipurpose centres out of 22 projected; (iv) the villages of Baguinéda Camp and Kobala Coro are connected to the medium-voltage electricity network; (v) 4 rural maternities out of 5 are rehabilitated, the health centre and 4 dispensaries were not constructed. However, medical equipment was provided to Siencoro, Kokoun, Kobala coura, and the Baguinéda and Mofa CSCOM. The implementation rate was approximately 80%.

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0.0837

0.2511

Creation of windbreaks and 205 ha of plantations and village woodlots and monitoring of ESMP implementation

217 ha of windbreaks created through planting of trees. The survival rate is very low. The ESMP was prepared but not fully implemented in many cases: (i) there are no environmental provisions in the BDs; (ii) certain borrow pits were not refilled or reclaimed, felling of trees was not accompanied by reforestation, traces of erosion are perceptible.

2 0.0168 0.0337

Rehabilitation of 20 km of feeder roads and re-surfacing of the dyke-road along the canal over a distance of 37 km

20 km of feeder roads connecting Tanima to Niéniélé were completed and accepted on 24 June 2011. A few months later, some degradation was noted in several areas due to the passage of tipper trucks. The 35 km dyke-road along the main canal was resurfaced.

3 0.031 0.093

Capacity-building, preparation of maintenance manuals and resource mobilisation for the repair

The various structures, equipment, and works on the canals and social infrastructure are conducted and the capacity of various

3

0.014

0.042

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and maintenance of facilities, canals, and rural and social equipment and infrastructure

stakeholders is strengthened. However, all the fees from users have not been collected and the resources generated by the State for maintenance of the main canal, the secondary canal and related infrastructure are insufficient. Ultimately, the sustainability of these investments could be problematic if appropriate measures are not taken.

Component B: Production Development

Literacy and training for 5,500 farmers, including 2,500 women and capacity building for 22 VAs and “tons” for men, 22 youth groups and 22 women’s associations

244 farmers, including 142 women are made literate (implementation rate of 4.43%); 204 officials and members of FOs, including 105 women trained in cooperative law. Given the difficulties encountered, the VAs were abandoned in favour of cooperatives.

2 0.0237 0.0474

Organisation, professionalization of POs and creation of cooperatives and umbrella organisations for water users and vegetable farmers, and developing agricultural products.

204 officials and members of POs, including 105 women, trained in administrative and financial management as well as good governance; 21 cooperatives and 1 umbrella organization legally constituted. 105 farmers, including 100 women, trained in agricultural produce processing techniques. Training should be accompanied by the procurement of equipment.

3 0.013 0.039

Research and adaptation of off-season rice varieties; vegetable, fruit, fodder crops; as well as organic and mineral fertilization

Varietal testing of rice conducted on 12 sites; 1 forage crop test conducted on 11 sites; 1 fertilisation test conducted on in-season and off-season rice.

2 0.0318 0.0636

Promotion of fish farming

Conduct of a diagnostic study, 30 fish farmers trained and retrained in fish farming techniques; 5 persons trained in artificial fingerling reproduction techniques (clarias); a fish farming guide prepared and translated into Bambara; one exchange visit organized by the Niger Authority and a fish farming rice test conducted. The lack of production and output statistics makes it

2 0.0201 0.0402

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difficult to assess the real impact of this activity.

120 peer educators of the main social groups in 22 villages trained to sensitize the population to HIV/AIDS and water-borne disease control

42 peer educators trained in 22 villages and 1 training session on acute malnutrition organised for service providers, enhanced health sensitization and training sessions organized on HIV/AIDS and water-borne disease control. The lack of health statistics makes it difficult to assess the impact of this activity. 2530 treated mosquito nets out of the projected 22500 were distributed; implementation rate was 33%.

2 0.022 0.044

Pre-registration and establishment of a GIS; 1,930 farmers complying with the terms of reference (land management agreement) are provided with a document that defines use and, in the long run, ownership.

Pre-registration conducted and a GIS established; 5 OPIB employees trained in GIS. The 1,930 farmers targeted have not yet been identified and consequently do not comply with terms of reference that are not yet available and cannot be provided with a document that defines use, in the short term, and ownership, in the long term.

2 0.0221

0.0442

Intensification: increase of development rates to 1.5 (4,675 ha of mixed farming: 3075 ha farmed during the rainy season and 1600 ha in the off-season) in 2010; increase of annual production by 15,850 tonnes (t) of paddy rice, 8750 t of tomato, 8020 t of onion, and 1,470 t of maize (in 2010) and an increase in average income per FU by CFAF 360,270 (from CFAF 382,750 to CFAF 743,000)

The development rate rose from 0.95 to 1.35 (4149.51 ha were sown in-season and 1485.76 ha sown off-season). Yields also increased: 5.07 t/ha for wet season irrigated rice, 4.98t/ha for off-season irrigated rice, 24 t/ha for tomato, 18.5 t/ha for onion and 3 t/ha for maize. The yields are 14,921.49T for paddy, 4,840.11T for tomato, 3,877.74 T for onion, 1,992.01T for maize with implementation rates of 94.41%, 55.32%, 48.35%, and 135.51% respectively. The average income per FU rose by CFAF 1,298,512 in 2010.

3 0.094 0.282

Component C: Project Management

Organise the coordination and management of project activities

The Coordinator and the six experts recruited were posted at project commencement. The financial and accounting procedures manual and the monitoring and evaluation manual were prepared and approved with considerable delay. Steering

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0.0507 0.101

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Committee meetings were regular. The work plan and annual budgets were approved at the level of this structure. On the whole, project activities were well managed and audits were regularly approved by the Bank within the prescribed timeframe.

Capacity-building and strengthening of OPIB and POs.

365 employees trained in various themes during several sessions

3 0.010 0.030

Signing and monitoring of agreements and contracts established with operators.

The 6 agreements signed with national directorates (IER, DNP, DANCPN, DNS, AGETIER, EDM) were not satisfactorily implemented; they were only partially executed and certain major activities could not be carried out.

2 0.0176 0.0352

OVERALL OUTPUT SCORE [Score is calculated as the sum of weighted scores] 2.31

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2. Achievement of Outcomes/Recorded Effects

OUTCOMES Working

score Expected Actual

Component A: Infrastructure Improvement

Improving the functioning of the infrastructure, the discharge and flow of water in the various canals (intake canal, main canal, secondary and tertiary canals) and in the irrigation areas.

Thanks to the infrastructure constructed, the intake canal flow rate rose from 110 m3/s to 137.5 m3/s making it possible to satisfy the demands of the SOTUBA 5.7 MW electric power station (120 m3/s) and the Baguinéda scheme (10m3/s in the off season). The functioning of the 37 km-long main canal improved significantly. However, deteriorations noted along the secondary canals, farm-to-market roads, and tertiary canals undermine the efficiency sought: massive water loss through infiltration, proliferation of aquatic plants and weeds, flooding during heavy rains, and difficulties in irrigating certain plots.

3

Improvement in the living standards, working conditions and productivity of farmers thanks to the irrigation schemes, socio-economic infrastructure and the equipment installed by the project.

Irrigation schemes in the Tanima and Senkoro plains; community socio-economic infrastructure: boreholes, wells, latrines, health centres, maternities, dispensary equipment; connection of Baguinéda village to the medium voltage electricity network; livestock infrastructure: sheds, drinking troughs, 22 inoculation centres helped to improve the living conditions and raise the incomes of beneficiaries by developing their activities. However, the 22 multipurpose

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centres equipped for women were not built.

Improvement of livestock watering conditions and animal health

Through the drinking troughs and livestock centres constructed, the project will improve livestock watering conditions and animal health in the project area. Improvements could be made to the inoculation centres to ensure their smooth functioning.

3

Traffic movements facilitated; inputs, equipment and produce transported and marketed; and post-harvest losses and attendant costs reduced.

Thanks to the project, the 20 km farm-to-market road was rehabilitated, the 37 km dyke-road was re-surfaced, the 2 km road linking Soundougouba 1 and 2 as well as stores were constructed thus helping to improve traffic conditions and reduce post-harvest losses resulting from storage. However, the farm-to-market roads skirting the secondary canals were not rehabilitated. Improvements are needed for the stores (ventilation system, provision of sack storage pallets and platform scales) and special attention should be paid to the rehabilitated roads which are already severely degraded in many areas. Marketing aspects were unfortunately not covered by the project.

2

Deforestation effects are mitigated, the project environment is protected; its negative effects are mitigated and its positive impact is enhanced.

Since there is no mechanism for monitoring, protection and maintenance of tree plantations, the outcomes are not visible on the ground. Nevertheless, the DNACPN built a prototype 3-latrine block and trained 15 bricklayers in the construction of 3-block latrines, analysed the quality of ground and surface water, measured the erosion gradient and the sedimentation coefficient and conducted an IEC campaign on hygiene, sanitation and the environment.

2

The sustainability of investments ensured through capacity-building for various stakeholders and provision of the resources needed for equipment repair, maintenance and renewal.

Full or partial capacity-building for OPIB and FO staff and beneficiaries; some training courses are still to be organized with Government funding. The service charge is set by the BD of OPIB and paid by farmers and OPIB deems the collection rate satisfactory. Currently, the annual financial contributions from the Government barely cover recurrent costs.

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Component B: Production Development

Farmers are trained, structured and organised into groups and other types of associations. Solid ties are established between the various links of the chain of stakeholders operating in the rice and vegetable sectors.

All the training courses planned were not conducted and the set targets were not achieved. Nevertheless, the groups formed to manage socio-economic community infrastructure are almost operational. With respect to the organisations, the 27 newly-created cooperatives and umbrella organisation for water users do not yet function satisfactorily. The various crop sectors are still being structured.

2

The intensification rate for the scheme was improved; increased output and income from agricultural produce

The intensification rate rose from 0.95 to 1.35 in terms of yield/ha (4.7 t/ha); yields and income increased; sown surface area was 89% while paddy, tomato, onion and maize yields were 94.41%, 55.32%, 48.35%, and 135.51% respectively; and lastly, income generated represented 174.76% (CFAF 1,298,512 compared to the projected CFAF 743,000) of set targets at project completion.

3

Production and yields are increased more through intensive cropping using complementary technologies rather than through the expansion of cultivated areas

Increased production stems more from the expansion of cultivated surface area than from intensive farming although intensive agriculture does make a real contribution in certain cases. The project’s rate of recovery in kind, from such

2

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to raise output.

inputs, is average. Farmers’ self-supply of agricultural inputs and implements through credits is low and needs to be encouraged.

Expansion of cultivated surface area and improvement of labour productivity through mechanization of farming techniques.

The cultivated surface area has been expanded although the numerical targets have not been attained. Meanwhile, failure to make use of certain new plots and farmers’ non-use of production and post-harvest equipment made it difficult to improve labour productivity and meet the target set for the additional cultivated areas.

2

Production value-added improved through processing equipment

The lack of training and experimentation on the use of packaging and processing equipment for agricultural produce made it difficult to sensitise farmers to equip themselves through medium-term credits. On the whole, production value-added improved during the project period.

2

Increasing income through reduction of post-harvest losses and improvement of marketing conditions for inputs and equipment and the sale of agricultural produce at remunerative prices (the agricultural produce market is controlled).

Rehabilitation of the feeder road, the dyke-road and the construction of stores helped to reduce post-harvest losses and improve marketing conditions. The absence of markets, sales areas or stalls is a handicap to the marketing of produce. These shortcomings notwithstanding, incomes increased.

3

Labour productivity increased thanks to improvement in the health of rural communities and the significant involvement of women.

The health conditions of beneficiaries were improved through the health infrastructure and equipment provided by the project and this is reflected in the improved health of the communities and especially women who were provided maternities. There is a slight improvement in productivity.

3

Pre-registration conducted, GIS established and title deeds issued to 1,930 farmers. The management decree was reviewed and harmonized with the new instruments in force.

Although the first two tasks have been implemented, the 3rd and 4th tasks have not yet been executed. On-going actions relate to: (i) validation of the roll for payment of the service charge; (ii) supply of the software for managing the service charge and training of DAF employees, (iii) training of the staff in updating the service charge payment roll, (iv) review of land management texts.

2

Negative effects resulting from farmland expansion and farming techniques (fertility loss, deforestation and soil erosion), opening of feeder roads and intensification (using chemicals) are controlled.

Important actions were undertaken such as: (i) environmental capacity-building for OPIB, (ii) monitoring of eutrophication of the canal by a committee composed of DNACPN, OPIB, the slaughterhouse and certain technical services, (iii) reforestation of approximately 217 ha, (iv) updating of the ESMP through a diagnostic study of DNACPN, (v) preparation of a technical document on the rehabilitation of borrow pits and monitoring of such sites, and (vi) preparation of an environmental management manual for the scheme. However, the absence of environmental provisions in the BDs made it difficult for contractors to take all the measures prescribed during conduct of the works.

2

Food crisis

The food crisis was brought under control To stave off the food crisis, specific activities were 3

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through supply of factors of production

implemented such as the procurement and distribution of inputs – mainly seeds, agricultural implements, fertilizer and herbicides – to the farmers operating in the Baguinéda scheme. These activities boosted production; however, the share attributable to these activities could not be clearly determined.

Component C: Project Management

Supervision and efficient control of the project’s physical and financial activities.

On the whole, supervision and control of the project’s physical and financial activities were well conducted, although the procedures manual and the computerized monitoring and evaluation system were unavailable at project commencement and an unduly long time period was devoted to their preparation and approval. The Steering Committee and the external monitoring and evaluation mechanism were established and functioned well.

3

Efficient involvement of beneficiaries in the execution of project activities by operators.

Despite failure to execute all the tasks set out in the partnership agreement and the partial execution of social mobilisation actions, some beneficiaries were better involved than others in the execution of project activities. However, they made no contributions in cash or kind to the execution of works and maintenance of community infrastructure.

2

Programming and efficient implementation of project activities

The annual work programme and its related budget prepared by the BIS are approved by the Steering Committee. Compliance with this schedule has often been deficient.

3

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

2.66

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Additional outcomes: In Mali, projects with the same objectives are being implemented. Unfortunately, no synergy or harmonisation of activities has been developed between these projects and the BIS. The contribution of such projects to achieving the project's objectives is currently difficult to determine without an analysis of the supervision and/or project completion mission reports of their donors.

Risks to sustained achievement of outcomes: The satisfactory results obtained with regard to (a) quality of infrastructure constructed; (b) intensification: increase in cultivated surface area, production and yields; and (c) increase in farmers' incomes, remain fragile and their sustainability could be undermined. Their viability and sustainability depend on: (i) the implementation of activities and training thus far not executed due to insufficient financial resources in order to maintain project consistency, consolidate gains and amplify its results, although the loan was closed on 31/12/2011; (ii) recourse to credits for the procurement of inputs as well as agricultural production and post-harvest equipment (storage, conservation, processing) and the development of new technologies to carry on with intensive farming already initiated; (iii) the quest for an alternative solution to make water available for off-season cultivation despite the construction of the 2nd power station and the quest for a plan to ensure the efficient management of shared water resources; (vi) revenue collection (service charge and Government contributions) to finance repair and maintenance costs for irrigation structures, roads, dyke-roads, equipment and the infrastructure constructed. Given the keen interest in the Baguinéda scheme and the sharp increase in production, measures should be taken in the short term to improve produce marketing in the Bamako market. Furthermore, a reflection should be initiated, in the medium-term, to determine clear marketing guidelines at the national level.

17

E. PROJECT DESIGN AND READINESS FOR IMPLEMENTATION (250 words)

OPIB is the executing agency of the project while the Ministry of Agriculture ensures administrative supervision. During implementation, the mechanism provided for at appraisal was complied with and it functioned correctly. The duties entrusted to the associate contractor (AGETIER) were not satisfactorily implemented. The mission expressed reservations about the efficiency of this mechanism. Furthermore, the duties assigned to the farmers/OPIB joint committees were not fully executed. The credit restructuring and revival measures envisaged under the project were not executed and the agricultural credit revival action plan was not implemented. The VAs became too heavily indebted and were replaced with new structures, namely cooperatives. Furthermore, certain production activities were not implemented for want of financial resources (approximately 700 ha left undeveloped and unfarmed). Despite this result, the cultivated surface area was increased to 4,149.51 ha in-season and 1,485.76 ha off-season. The cultivated surface area per crop was as follows: rice: 2,849 ha compared to 3,625 ha projected; maize: 350 ha compared to 350 ha projected; vegetables (tomato, onion…): 950.51 ha (tomato: 216.88 ha, onion: 199.69 ha) compared to 700 ha projected, representing a total of 4,149.51 (implementation rate: 1.35). Yields also increased from 3.7 to 5.07 t/ha for wet season irrigated rice, 2.5 to 4.98t/ha for off-season irrigated rice, 11 to 24 t/ha for tomato, 11 to 18.5 t/ha for onion and 2.4 to 3 t/ha for maize. Production also increased. The same applies to incomes. The FU income obtained is CFAF 1,061,760 compared to CFAF 743,000. To ward off the food crisis, the project provided farmers with 30 rototillers, 808 tons of fertilizer and training on how to operate and manage the rototillers.

PROJECT DESIGN AND READINESS FOR IMPLEMENTATION DIMENSIONS

ASSESSMENT Working score

REALISM

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

Analysis of the institutional framework from the appraisal report shows that OPIB needed capacity-building. Hence, the necessary means were identified and put at its disposal to support its activities.

3

RISK ASSESSMENT AND MITIGATION

(b) Project design includes adequate risk analysis

The assumptions/risks of the logical framework turned out to be accurate during project implementation and mitigative measures were taken.

3

USE OF COUNTRY SYSTEMS

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

The procedures applied for the procurement of

goods, services and works are those of the

Government and the Bank. The procedures

manual that should govern administrative,

financial and accounting operations as well as

the monitoring and evaluation system were not

available at project commencement. The

procedures used are those of OPIB.

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 are clearly defined.

The responsibilities of the various stakeholders and beneficiaries were clearly defined at appraisal. The Borrower took this into account, although there were difficulties in implementing partnership agreements with specialized national structures.

4 3

PROCUREMENT READINESS

(e) Necessary implementation documents (e.g.

The Bank financed the necessary studies. At appraisal, the studies had been completed and approved and the essential documents required

4 3

18

specifications, design, procurement documents) are ready at appraisal.

(PD and BDs) for implementation were ready. However, the works control and management mechanism (AGETIER) established by the Borrower for procurements did not function well.

MONITORING READINESS

(f) Monitoring indicators and monitoring plan are adopted.

The project has no monitoring and evaluation manual, but has an operational database that is regularly updated and a table featuring results indicators, established based on the project’s logical framework. These indicators are regularly updated. Steering Committee meetings hold regularly. Annual external monitoring and evaluation is executed by joint missions of all the ministries involved. The Bank’s supervision missions were regular.

3 3

BASELINE DATA

(g) Baseline data collection has been completed or is underway.

Baseline data were available at project commencement and a study of the baseline situation was available at project commencement.

3 3

F. IMPLEMENTATION (300 words)

Main Characteristics of Project Implementation:

Project activities started on 13 August 2007. Agreements with specialised national structures were not satisfactorily implemented. Works under the “Infrastructure Improvement” component were not fully executed and the physical implementation rate was 80%. Indeed, the contracts under Lot 1 “Rehabilitation Works on the Main Baguinéda Canal” and Lot 2: “Development of the Tanima and Sienkoro Plains” were cancelled when the contractor’s lack of capacity was established. This situation led to: (i) an increase in the cost of works; (ii) the non-refund in time of start-up amounts paid to the contractor; (iii) the drying up of the canal for 3 years that caused a deficit for beneficiaries; and (iv) insufficient available resources did not make it possible to: (a) develop and improve 325 ha of market gardening plots for 1200 women; (b) build 22 multipurpose centres for women and accommodation for the chief medical officer; and (c) develop the 464 ha of the Tanina and Siencoro plains (only 379 ha were developed). As concerns socio-economic infrastructure: (i) the 14 boreholes and 6 large-diameter wells planned were built; (ii) a 3-block latrine was built in one village and not in 22; (iii) the 13 stores, 10 drinking troughs and 22 inoculation centres were fully constructed; (iv) the Baguinéda and Kobala villages were connected to the medium-voltage electricity network; (v) as concerns social and health infrastructure, 4 maternities and the Baguinéda health centre were equipped; and lastly (vi) 20 km of road were rehabilitated. The 9 ADB supervision missions and the mid-term review helped to improve project performance. Despite the interesting results obtained, the abovementioned difficulties undermined project performance and reduced its economic internal rate of return from 23.25% at appraisal to 20.93% at completion.

Role of the Other Partners:

Harmonisation: The role played by these partners in the attainment of project's objectives is currently difficult to determine without an analysis of the supervision and/or project completion mission reports of these donors.

PROJECT IMPLEMENTATION DIMENSIONS

ASSESSMENT Working

score

TIMELINESS (a) Extent of project adherence to the

Difference in months between original closing date and actual

The project was closed according to schedule.

4

19

original closing date. If the number on the right is: below 12, "4" is scored between 12 and 24, “3” is scored between 24 and 36, “2” is scored above 36, “1” is scored.

closing date or date of 98% disbursement.

0 months

BANK PERFORMANCE

(b) Bank complied with:

Environmental Safeguards

The Bank classified the project under category II. However, the monitoring of implementation of ESMP activities was not regular throughout the project.

3

Fiduciary Requirements

Certain supervision missions reviewed the financial management of the project although there were delays in the satisfaction of certain recommendations. The Bank honoured its commitments.

4

Programme Covenants

The Bank respected its commitments as stipulated in the loan agreement.

4

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

The Bank was able to monitor the BIS through its 9 supervision missions. Most of the comments were relevant and the recommendations made were applicable. Very often the composition of the mission matched existing issues.

3

(d) Bank provided quality management oversight.

The audit reports, submitted annually by the Borrowers, were validated by the Bank and their recommendations scrupulously followed although the Bank delayed in approving these reports.

3


(e) Borrower complied with:

Environmental Safeguards

The ESMP was implemented and the measures applied. 4

Fiduciary Requirements

Counterpart funds were regularly disbursed, though somehow belatedly. For development works in the plains, certain payments are still outstanding for works that have been completed and officially accepted; and advances paid to a contractor (GOLD 2000) whose contract was cancelled are being recovered.

2

Programme Covenants

On the whole, the Borrower honoured most of the commitments set out in the loan agreement.

3

(f) Borrower was responsive to Bank supervision findings and recommendations.

On the whole, the Borrower heeded the recommendations of the supervision missions.

3

20

(g) Borrower collected and used monitoring information for decision making.

Most of the recommendations made by the supervision mission, the external monitoring mission and most of the suggestions made by the various committees were taken into account.

3

G. COMPLETION (150 words)

1. Is the PCR delivered on a timely basis, in compliance with Bank policy?

Date project reached 98% disbursement rate (or closing date,

if applicable)

Date PCR was sent to [email protected]

Difference in months

WORKING SCORE (auto-generated)

If the difference is 6 months or less, a 4 is scored. If the

difference is over 6 months, a 1 is scored.

31 December 2011 NA 0 4

The BIS did not prepare any completion report. A few days to the close of the project and by the time the mission visited, most of the experts recruited by the project had already quit their services. With part of the staff absent, the mission worked with OPIB permanent staff who had also been heavily involved in project implementation (director general/project manager, monitoring and evaluation officer, development officer, financial officer and the procurements officer). OPID staff was very much available and fully assisted mission members during office work and field visits. Discussions with POs, beneficiaries and partners on the ground led to a better understanding of the realities and the results obtained. The discussions revealed the community’s manifest interest and keen attention to the operation of the scheme. The PCR is the result of a participatory exercise, involving all stakeholders and drawing on lessons learnt from frank discussions held with various stakeholders.

List of Peers: Mouldi TARHOUNI, Chief Irrigation Engineer, OSAN.2; Lamine KANE, Principal Agricultural Economist, OSAN.2; Naye Rita BA, Gender Expert, OSAN.2; Mamadou KANE (OSAN1), Rural Infrastructure Expert, OSAN.1

H. LESSONS DRAWN FROM THE EVALUATION (300 words)

Key lessons: At completion, BIS implementation reveals a certain number of design, implementation and monitoring lessons including the following: (i) At the institutional level, the institutional mechanism adopted at appraisal turned out to be efficient on the whole and let to the establishment of fruitful partnership with the various stakeholders and successful execution of the main project activities; (ii) The partnership agreements with specialised national structures (DNACPN, DNS, DNP, IER) were not satisfactorily implemented because of difficulties in raising funds. The activities not implemented under these agreements were clearly identified and will be implemented with Government funding as part of OPIB’s routine activities; (iii) The project achieved satisfactory results in terms of intensification of production and increased incomes for farmers.

Recommendations for the Government:

(i) Necessary measures should be taken to ensure that the defaulting contractor pays the balance due from the advances it received for the contract on developments, agreement activities and training that it failed to execute; (ii) Necessary measures should be taken to ensure that planned activities which are not covered by ADF resources are funded by other development partners; (iii) Effort should be made to ensure the smooth operation of the main canal, related structures and the irrigation areas; (iv) The good results obtained should be consolidated and the value chain for rice and vegetable products taken into account; (v) A consultation should be organized at the national level based on the results of the Upper Niger Basin Water Resource Management Optimisation Study financed by the Bank’s Water Facility.

21

I. PROJECT RATINGS SUMMARY

CRITERIA SUB-CRITERIA Working

score

PROJECT OUTCOME

Achievement of outputs 2.31

Achievement of outcomes 2.66

Timeliness 4.00

OVERALL PROJECT OUTCOME SCORE 2.99

BANK PERFORMANCE

Design and Readiness

Project Objectives were relevant to country development priorities. 4

Project Objectives could in principle be achieved with the project inputs and in the expected time frame.

3

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

4

Project Objectives were consistent with the Bank’s corporate priorities 4

The log frame presents a logical causal chain for achieving the project development objectives. 2

The log frame expresses objectives and outcomes in a way that is measurable and quantifiable. 3

The log frame states the risks and key assumptions. 3

Project complexity was matched with country capacity and political commitment. 3

Project design includes adequate risk analysis. 3

Project procurement, financial management, monitoring and/or other processes were based on those already in use by government and/or other partners 3

Responsibilities for project implementation were clearly defined. 4

Necessary implementation documents (e.g. specifications, design, procurement documents) are ready at appraisal. 4

Monitoring indicators and monitoring plan are adopted. 3

Baseline data was available or were collected during design. 3

PROJECT DESIGN AND READINESS SUB-SCORE 3.29

Environmental Safeguards 3

Fiduciary Requirements 4

Programme Covenants 4

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

3

Bank provided quality management oversight. 3

PCR was delivered on a timely basis 4

SUPERVISION SUB-SCORE 3.5

OVERALL BANK PERFORMANCE SCORE 3.39


Responsibilities for project implementation are clearly defined. 3

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

3

Monitoring indicators and monitoring plan are approved. 3

Baseline data was available or were collected during design. 3

PROJECT DESIGN AND READINESS SCORE 3

Implementation

Borrower complied with:

Environmental Safeguards 4

Fiduciary Requirements 2

22

Programme Covenants 3

Borrower was responsive to Bank supervision findings and recommendations. 3

Borrower collected and used of monitoring information for decision-making. 3

IMPLEMENTATION SUB-SCORE 3.0

OVERALL BORROWER PERFORMANCE SCORE 3.0

J. PROCESSING

STEP SIGNATURE AND COMMENTS DATE

Sector Manager Clearance

Regional Director Clearance

Sector Director Approval

23

APPENDIX 1

Scoring scale and correspondence

SCORE EXPLANATION

4 Very Good Fully achieved with no shortcomings

3 Good Mostly achieved despite a few shortcomings

2 Fair Project partially completed. Shortcomings and achievements are roughly balanced.

1 Poor Very limited achievements with extensive shortcomings

NA Non Applicable

N.B: The formulas round up or down for decimal points. For the calculations, only whole numbers are retained.

24

LIST OF ANNEXES Mandatory information 1. Project costs and financing:

Co-financers and Other External Partners: 1. ADF loan : UA 14.92 million 2. Government : UA 1.88 million 3. Beneficiaries : UA 0.28 million

a. Project costs by component:

Components Appraisal Completion

L.C Foreign

exchange L.C Foreign exchange

A. Infrastructure Improvement: 3.00 7.55 4.45 8.02

B. Production Development 2.06 1.53 1.26 0.72

C. Project Management 0.92 0.42 2.00 0.63

Baseline cost 5.98 9.50 7.71 9.37

Physical contingencies (5%) 0.13 0.35 0.00 0.00

Price escalation (3%) 0.47 0.65 0.00 0.00

Total 6.58 10.50 7.71 9.37

b. Project Costs by Category:

Categories Appraisal After revision Completion

L.C F.E. L.C F.E. L.C F.E.

Works 2.40 6.83 2.90 6.62 3.20 6.86

Goods 0.20 0.11 0.43 0.12 0.37 0.09

Services 2.94 2.24 2.97 1.69 2.96 1.68

Operating Cost 0.44 0.31 0.90 0.35 1.02 0.43

Food crisis 0 0 0.61 0 0.47 0

Baseline cost 5.98 9.50 7.80 8.78 7.80 9.03

Unallocated 0.60 1.00 0.30 0.19 0.00 0.00

Total 6.58 10.50 8.10 8.97 8.02 9.06

C. Project Costs by Financing Source

Financing source

Appraisal Completion

L.C Foreign exchange L.C Foreign exchange

ADB (ADF) 4.42 10.50 5.75 9.17

Government 1.88 0 1.88 0

Beneficiaries 0.28 0 0.28 0

Total 6.58 10.50 7.91 9.17

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.

25

ADB Supervision Missions

No. Period Composition of the

Mission Purpose of

Mission Recommendations Made

Implementation of recommendations

1. 18 February to 6 March 2007

Mr A. GOMBE- Agronomist, Mr A. DIAW- Financial Analyst, Mr. L. ENNAHLI – Procurements Expert, Mr A. Cisse – Social Development Expert, Ms K. SOW – Gender Expert

Launching 1. Forward to the Bank proof of the fulfilment of conditions precedent to first disbursement:

(i) Provide the Fund with proof of establishment of the Project Steering Committee;

(ii) Provide the Fund with the flow-sharing agreement signed between the EDM-SA, farmers’ organizations and OPIB, to provide a minimum flow of 9.5m3/s from January to end of July at the reservoir’s minimal 31.620 m level;

(iii) Provide the Fund with the works management and control

agreement signed with AGETIER for the implementation of works; 2. Forward the 2007 work programme and budget to the Bank

not later than 31 March 2007; 3. Transmit the first request for disbursement of working capital

to the Bank as soon as the loan becomes effective and satisfy the conditions precedent to its first disbursement.

4. Regularly forward annual audit reports to the Bank not later

than six months following the closure of each accounting year as well as the quarterly project progress report.

5. Forward consultation documents to the Bank as well as the

list of suppliers to be consulted for the procurement of office furniture and IT equipment not later than 31 March 2007;

6. Forward to the Bank the invitation to bid and the terms of

reference for the establishment of an accounting management system, not later than 30 April 2007;

7. Forward to the Bank the bid invitation and the terms of

Executed in time Executed in time Executed in time Executed in time Executed in time Executed in time Executed in time Executed in time Executed in time Executed in time Executed in time

26


Mission Purpose of



reference for works execution and control studies, not later than 31 March 2007;

8. Forward to the Bank the bid invitation and the terms of

reference for technical assistance, not later than 25 April 2007;

9. Forward to the Bank, the draft agreements to be signed with

(i) the Rural Economics Institute; (ii) the Directorate of Fishing; and (iii) the Directorate of Health, not later than 15 April 2007;

10. Recruit a procurements expert on a competitive basis and

forward the CVs of the first three meritorious candidates for approval, not later than end-June 2007.

Executed in time Executed in time

11. 26 April to 13 May 2007

Mr Macky Amadou DIOUM – Agro-Economist, Mr. L. ENNAHLI – Procurements Expert,

Supervision 1. Forward to the Bank for approval the draft contracts of recruited staff whose CVs have been approved;

2. Forward the 2007 programme of activities and budget to the

Bank for approval;

3. Speed up finalization of the Order to establish the Steering Committee and the Agreement with ARGETIER with a view to fulfilling conditions precedent to first disbursement.

Executed in time Executed in time Executed in time

12. 6 to 25 April 2008 Mr Macky Amadou DIOUM – Agro-Economist, Mr Mouldi TAHROUNI – Agricultural Engineer

Supervision 1. Establish a precise status of disbursements, commitments and projected expenditure with a view to submitting a revised draft list of goods and services to the Bank, not later than 31 May 2008;

2. Take all necessary measures to ensure the effective and

timely mobilisation of Government counterpart funds for 2008 to ensure financing of scheduled procurements;

Executed in time

Executed in time

27


Mission Purpose of



3. Closely monitor the works in order to assess the performance

of contractors on a quarterly basis.

Executed in time

13. 25 January to 12 February 2009

Mr Mamadou Abdoul KANE – Chief Water Resources Engineer, Mr Macky Amadou DIOUM – Agro-Economist, Mr Driss KHIATI Irrigation Engineer

Supervision 1. Require the contractor, Gold 2000, to produce concrete and efficient measures to offset its time overrun in the implementation of the works entrusted to it, not later than 25 February 2009;

2. Submit the draft consultancy documents for training of

farmers to the Bank, not later than 31 March 2009; 3. Propose forms of compensation and alternative activities to

the communities, not later than 28 February 2009, due to disruption of three off-season crop years because of resurfacing works on the main canal.

Executed in time Executed in time Executed in time

5. 6 to 17 August 2009 Mr Mamadou Abdoul KANE – Chief Water Resources Engineer, Mr Macky Amadou DIOUM – Agro-Economist,

Supervision 1. Prepare and submit to the Bank, not later than 31 August 2009, a supplemental contract for protection of the banks at the level of the dual-passage valves of the Aigrettes dam;

2. Submit an alternative proposal for the design of water

hyacinth traps, not later than 15 September 2009; 3. Initiate a discussion with all stakeholders to find a lasting

solution to the problem of noxious aquatic weeds and forward a summary statement of results obtained, not later than 30 September 2009. The envisaged solution should include: v

(i) mechanical removal from the water body; (ii) recycling of the removed plants; (iii) biocontrol involving research; (iv) partnership with the multinational project for management of

noxious aquatic plants.

Executed in time Executed in time Executed in time Executed in time Executed in time Executed in time Executed in time

28


Mission Purpose of



4. Prepare and submit to the Bank an amendment to the contract of the major projects engineering consultant with a view to reallocating the cancelled lots 1 and 2, not later than 31 August 2009;

5. Provide a status of the credit agreement with BNDA and

resolve the problem of outstanding farmers' debts owed to BNDA before commencement of the next crop season (June 2010);

6. Prepare and submit to the Bank a contract amendment on

additional piping for the boreholes constructed, not later than 31 August 2009;

7. Take all measures to recover the caution payments for

cancelled contracts, not later than 15 September 2009.

Not executed within the time limit.

27 February to 13 March 2010

Mr Macky Amadou DIOUM – Agro-Economist

1. Require the project irrigation officer to be more rigorous in monitoring and supervising the services of the engineering consultant, AGETIER, and of the contractors to improve project site organization and infrastructure quality;

2. Recruit a grassroots financial operator, not later than 30 June

2010, to set up a sustainable credit system in the area at the start of the next crop season to ensure optimal management of the revolving fund established to ward off the food crisis;

3. Require the contractor responsible for resurfacing works on

the main canal to take concrete and efficient measures through a schedule offsetting the time overrun incurred, to ensure the completion of works before the start of the next rainy season;

Executed in time Executed in time Executed in time Executed in time

29


Mission Purpose of



4. Replace the mission heads of the control office and the contracting authority's representative (AGETIER) in order to ensure quality surveillance and control of works;

5. Sensitize the communities for maintenance of the boreholes

constructed by setting up management committees; 6. Take measures in conjunction with the engineering consultant

and the contractor to ensure that borrow pits are rehabilitated before the contractor withdraws and require the contractor to secure project sites through systematic watering of the roads used and the installation of road signs;

7. Take all necessary measures to recover the caution

payments for contracts cancelled prior to the signature of development contracts for the Tanima Sienkoro plains;

8. Establish a precise status of disbursements, commitments

and projected expenditure with a view to submitting a revised draft list of goods and services to the Bank, not later than 30 April 2010; this will ensure the inclusion of data on rehabilitation works in the Tanima-Sienkoro plains (Lot 2) and certain operating costs.


8. 27 September to 12 October 2010

Mr Mouldi TAHROUNI – Agricultural Engineer Mr Eklou ATTIOGBEVI SOMADO – Principal Agronomist Mr Fridolin ONDOBO – Financial Management Expert

Supervision 1. Prepare and submit draft amendments to the agreements (DNACPN, DNP, IER and DNS) to the Bank, not later than 30 November 2010. Given the implementation delays suffered by these services, there is need to update these agreements, relying on available diagnostic studies, in order to retain concrete activities that contribute efficiently to the achievement of project objectives;

2. Institute a training programme not later than 31 December

Executed in time

30


Mission Purpose of



2010, in consultation with all stakeholders, for the committees managing water points and other communal infrastructure (stores, inoculation centres, etc.) to guarantee real ownership of such infrastructure by beneficiaries and ensure its sustainability;

3. Jointly produce an explanatory statement with AGETIER on

the updated status of the collection of non-reimbursed caution payments for cancelled major project contracts and forward this statement to the Bank not later than 30 November 2010;

4. Immediately reimburse non-eligible financial costs amounting

to CFAF 336,301 and the balance of start-up advances for cancelled contracts;

5. Immediately apply the procedures manual taking into account

the comments made by the Bank; 6. Correct the shortcomings noted in the internal control

mechanism by the mission; 7. Submit a proposal to the Bank, not later than 30 October

2010, on: (i) correction of shortcomings related to configuration of accounting and monitoring and evaluation software; (ii) training of the administrative and financial officer, the accountant and the monitoring and evaluation officer on the operation of the re-configured software;

8. Re-prepare the accounting entries for FY2007-2009 and enter

the accounts for FY2010; 9. Regularly update budget data within the accounting system;

Executed in time Executed in time Executed in time Executed Executed in time Executed in time Executed in time Executed in time

31


Mission Purpose of



10. Immediately implement the recommendations of the last financial supervision mission;

12. Review the classification of expenditure by category and

submit, if need be, a revision proposal for the list of goods and services to the Bank, not later than 30 November 2010;

13. On account of the financing gap in ADF funds caused by the

underestimation of certain development works, the project will establish contracts for residual works to be financed entirely with Government counterpart funds. Such works are: (i) Rehabilitation of the Tanima Sienkoro plains (Lot 2); (ii) construction of 20 multipurpose centres; and (iii) development of 325 ha of small schemes for women and youths.

Executed in time

9. 20 March to 2 April 2011

Mr Macky Amadou DIOUM – Agro-Economist Mr Mamadou Abdoul KANE – Chief Water Resources Engineer, Mr Hatem FELLAH – Agronomist Mr Fridolin ONDOBO – Financial Management Expert

Supervision 1. Readjust certain budget heads especially those relating to agreements and training in order to reallocate resources that cannot be disbursed before the close of the project for payment of the start-up advance to the contractor responsible for Lot 2;

2. Readjust the activities of the various agreements to ensure

that the date of final disbursement is respected; . 3. Propose alternatives to SOTUBA II; 4. Expedite the issuance of title deeds to farmers operating

within the scheme to ensure land tenure security.


20 October to 4 November 2011

Mr Macky Amadou DIOUM – Agro-Economist Mr Mohamed OULD

Supervision 1. Take the requisite measures to refund to the Bank the resources disbursed as start-up advances paid to the contractor GOLD 2000, not later than 31 December 2011;

Executed in time

32


Mission Purpose of



Cheikh Ahmed – Irrigation Engineer

2. Readjust certain budget heads especially those relating to

agreements and training in order to reallocate resources that cannot be disbursed before the close of the project for payment of the start-up advance to the contractor responsible for Lot 2;

3. Readjust the activities of the various agreements to ensure

that the date of final disbursement is respected; 4. Expedite the issuance of title deeds to farmers operating

within the scheme to ensure land tenure security.

Executed in time

Executed in time

Executed in time

10. 19 December 2011 to 4 January 2012

Mr Macky Amadou DIOUM – Agro-Economist, Mr Amadou Baba SY – Consultant

Drafting of the project completion report

1. Envisage the financing of all activities not covered by ADF resources and relating to: (i) development and improvement of 325 ha of market gardens for women (CFAF 615,086,339); (ii) construction of 22 multipurpose centres and accommodation for the chief medical officer (CFAF 564,853,610); (iii) development of the 464 ha of the Tanina and Siencoro plains; only 379 ha were effectively developed and outstanding settlements stand at a gross amount of CFAF 753,495,740.

2. Forward the 2011 audit report to the Bank, not later than 30 June 2012;

4. Ensure capacity-building, structuring and organization of

farmers’ organisations in order to ensure sustainability and the effective ownership of the infrastructure constructed and provided equipment by the beneficiary communities;

5. Take the rice value chain into account by taking into account

Executed in time

33


Mission Purpose of



all segments of the sector and by promoting the effective professionalization of farmers;

6. Establish a sustainable mechanism for marketing the produce

from Baguinéda;

6. Ensure that community stores are equipped with pallets to guarantee excellent produce conservation and improve the ventilation system.

34

3. Financial and Economic Analysis

Financial analysis:

2007 Operating Statement

PRE-PROJECT SITUATION Wet season irrigated rice

Off-season irrigated rice Tomato Onion Maize

Output (t/ha) 3.7 2.5 11 11 2.4

Unit price (CFAF/t) 110 000 110 000 145,000 175 000 95 000

Output value (CFAF) 314 625 212 584 1,595,000 1,925,000 176 252

Inputs (CFAF) 63 200 63 200 183,000 152 500 85 200

Other charges (CFAF) 131 415 85 767 133,250 446,500 37,500

Total expenditure (CFAF) 194 615 148 967 376,250 657,500 122,700

Total income (CFAF) 120 010 63 618 856739 1267500 53 552

Labour (m/d) 70 70 476 324 88

Income/day’s labour (CFAF/d) 1 805 778 2,613 3,912 1,295

POST-PROJECT SITUATION Wet season irrigated rice


Output (t/ha) 5.13 3.89 29.89 21.01 1.73

Unit price (CFAF/t) 125 000 125 000 70000 161 000 125000

Output value (CFAF) 641 651 485 849 2 092 483 3 382 246 215 660

Inputs (CFAF) 123432 115935 194830 304085 36000

Other charges (CFAF) 300 292 220 765 450 939 646 418 127 440

Total expenditure (CFAF) 423 724 336 700 645 769 950 503 163 440

Total income (CFAF) 217 927 149 149 1 446 714 2 431 743 52 220

Labour (m/d) 70 70 476 324 88

Income/day’s labour (CFAF/d) 3 113 2 131 3 039 7 505 593

*including fee (CFAF 35,000 ha/an)

PROJECT BENEFIT Wet season irrigated rice


Additional output (t/ha) 1.43 1.39 18.89 10.01 -0.67

Total additional income (CFAF) 97 917 85 531 589 975 1 164 243 -1 332


PRE-PROJECT SITUATION

Wet season irrigated rice


Output (t/ha) 3.7 2.5 11 11 24

Unit price (CFAF/t) 110 000 110 000 145,000 175 000 95 000


Inputs (CFAF) 63 200 63 200 183,000 152 500 85 200




Labour (m/d) 70 70 476 324 88


35

POST-PROJECT SITUATION



Output (t/ha) 4.34

26.95 18.59 2.59

Unit price (CFAF/t) 125 000

147140 138 570 128000

Output value (CFAF) 542 266

3 965 264 2 576 614 331 982

Inputs (CFAF) 132624

261496 304167 88373

Other charges (CFAF) 274 436 0 447 736 643 218 103 372

Total expenditure (CFAF) 407 060

709 233 947 385 191 746

Total income (CFAF) 135 207

3 256 032 1 629 229 140 237

Labour (m/d) 70

476 324 88

Income/day’s labour (CFAF/d) 1 932

6 840 5 028 1 594




Additional output (t/ha) 0.64

15.95 7.59 0.19

Total additional income (CFAF) 15 197

2 399 293 361 729 86 685


PRE-PROJECT SITUATION Wet season irrigated rice


Output (t/ha) 3.7 2.5 11 11 2.4

Unit price (CFAF/t) 110 000 110 000 145,000 175 000 95 000


Inputs (CFAF) 63 200 63 200 183,000 152 500 85 200




Labour (m/d) 70 70 476 324 88


POST-PROJECT SITUATION



Output (t/ha) 5.03

20.01 17.24 2.16


124290 191 040 165700


2 487 410 3 293 860 357 866


247086 359544 59187

Other charges (CFAF) 270 338 0 561 569 641 975 110 365


808 655 1 001 519 169 552


1 678 755 2 292 341 188 314

Labour (m/d) 70

476 324 88


3 527 7 075 2 140



Tomato Onion Maize


9.01 6.24 -0.24

Total additional income (CFAF) 115 876

822 016 1 024 841 134 762

36

Operating Statement 2010




Output (t/ha) 3.7 2.5 11 11 2.4

Unit price (CFAF/t) 110 000 110 000 145,000 175 000 95 000


Inputs (CFAF) 63 200 63 200 183,000 152 500 85 200




Labour (m/d) 70 70 476 324 88




Output (t/ha) 3.85

19.36 16.92 3.04


124290 191 040 157920


2 405 709 3 232 594 480 228


251296 82527 36781

Other charges (CFAF) 245 374

613 098 941 575 84 235


864 394 1 024 102 121 017


1 541 315 2 208 492 359 212

Labour (m/d) 70

476 324 88


3 238 6 816 4 082





8.36 5.92 0.64

Total additional income (CFAF) -8 430

684 576 940 992 305 660





Output (t/ha) 3.7 2.5 11 11 2.4

Unit price (CFAF/t) 110 000 110 000 145,000 175 000 95 000


Inputs (CFAF) 63 200 63 200 183,000 152 500 85 200




Labour (m/d) 70 70 476 324 88




Output (t/ha) 5.07 4.98 22.32 19.42 2.01

Unit price (CFAF/t) 153 500 153 500 162140 287 140 166430

Output value (CFAF) 778 663 764 986 3 618 478 5 575 917 334 772

Inputs (CFAF) 138564 106926 251296 377246 61096

Other charges (CFAF) 267 931 196 539 616 298 650 056 86 969

37

Total expenditure (CFAF) 406 495 303 465 867 594 1 027 302 148 065

Total income (CFAF) 372 167 461 520 2 750 884 4 548 615 186 707

Labour (m/d) 70 70 476 324 88

Income/day’s labour (CFAF/d) 5 317 6 593 5 779 14 039 2 122




Additional output (t/ha) 1.37 2.48 11.32 8.42 -0.39

Total additional income (CFAF) 252 157 397 902 1 894 145 3 281 115 133 155

Economic Analysis (ERT):

Year

Investment and operating costs Additional income

Net profit

Discounted

Agricultural Others

Total

profits

Initial investment

Maintenance and operating costs

Total Left bank Right bank

Stockbreeding

Fisheries

Other employment

T=10%

2007 164.26 148.124 312.38 380.98 0 0 0 380.98 68.59 62.35657

2008 1 894.36 156.807 2 051.16 311.79 5 3 10 329.79 - 1 721.37 -1422.621

2009 1 888.37 167.002 2 055.37 579.77 7 4 12 602.77 - 1 452.60 -1091.363

2010 4 370.51 108.502 4 479.01 361.04 10 5 20 396.04 - 4 082.96 -2788.719

2011 1 038.00 79.321 1 117.32 1983.99 10 5 20 2018.99 901.67 559.86575

2012

79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 1094.8918

2013 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 995.35622

2014 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 904.86929

2015 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 822.60845

2016 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 747.82586

2017 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 679.84169

2018 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 618.0379

2019 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 561.85264

2020 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 510.77513

2021 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 464.34102

2022 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 422.1282

2023 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 383.75291

2024 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 348.86628

2025 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 317.15117

2026 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 288.31924

2027 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 262.1084

2028 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 238.28037

2029 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 216.61851

2030 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 196.92592

2031 79.321 79.32 1983.99 10 5 20 2018.99 1 939.67 179.02357

ERR 20.93% 5573.0947

NPV 5 573.09

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4. Last procurement plan on ADF resources: See attached document.

5. List of supporting documents:

- Appraisal report; - Baseline situation reports; - Technical and socio-economic reports and studies; - Bidding documents for the procurement of goods, services and works; - Quarterly and annual reports prepared by the project; - Reports and minutes of National Steering Committee and OPIB Board meetings; - Supervision reports and aide-mémoires of supervision missions; - Financial supervision reports; - Reports on operators’ missions; - Mid-term review reports; - 2011 quarterly reports.

Optional Information

6. Project Narrative.

Basic Data

The loan of UA 14.92 million was appraised in March 2005 and approved by the Bank Group’s Board of Directors on 30 November 2005. Effective on 1 June 2007, the project started on 13 August 2007, date of first disbursement, and was to be executed in 5 years. Scheduled to close on 31/12/2011, the project was indeed executed over a 5-year period without any extension.

Project objectives

The project’s sector objective is to contribute to food security and reduce poverty. Its specific objectives are to increase agricultural production and income.

Physical Implementation Status of the Project

Results Analysis The specific objectives (increasing agricultural production and incomes) have been grouped under the following three components:

(I) The Infrastructure Improvement Component comprises the following works: (i) building an additional 2-passage polder at the top of the intake canal; (ii) cleaning the intake canal and repairing the regulator valves of the Aigrettes threshold dam in order to increase the canal’s flow; (iii) recalibrating and resurfacing with concrete the internal slopes of the canal over a distance of 10.5 km; extending the scheme by developing the tertiary systems and smoothing 464 net ha of the Tanima and Senkoro plots, and developing 325 ha of small schemes for the benefit of women’s associations; (v) improving the rural and social infrastructure of the Baguinéda Commune.

(II) The Production Development Component comprises: (i) capacity-building (farmers, OPIB and Commune staff); (ii) diversification, intensifying production and increasing farmers’ incomes; (iii) implementing agreements; (iv) land tenure security action programme; (v) information, education and communication programme; and (vi) environmental monitoring.

(III) The Project Management Component comprises: planning, monitoring and evaluation, communication, coordination of actions and management of the human, material and financial resources of the project.

Infrastructure Improvement Component

Operational Performance

This component was not fully executed and its physical implementation rate is 80%. Indeed, the contracts under Lot 1 “Rehabilitation Works on the Main Baguinéda Canal” and Lot 2: "Development of the Tanima and Sienkoro Plains” scheduled to be executed in 2008 and previously awarded to the contractor GOLD 2000 on 18 March 2008 for an implementation timeframe of 14 (fourteen) months for Lot 1 and 6 (six) months for Lot 2 were cancelled on 6 April 2009 for Lot 1 and 1 June 2009 for Lot 2, when it was noticed that the enterprise was incapable of providing the financial and technical means stated in its contract. After cancellation of this contract, a new BD was prepared and the results of the

39

process led to award of the corresponding contracts to the EGK/EAD group of enterprises on 27 October 2009 for an implementation timeframe of 6 months for works on the main canal and on 27 May 2010 for an implementation timeframe of 6 months for development of the Tanima and Sienkoro plains. Works on the 2 lots were completed and accepted on 24 June 2010 for Lot 1 and on 4 July 2010 for Lot 2, a few months to the date of project closure which is 31/12/2011.

This situation led to: (i) a CFAF 1,683,869,235 increase in the cost of works from CFAF 4,331,716,659 to CFAF 6,015,585,895; (ii) the non-refund in time of a start-up advance of CFAF 866,343,332 paid to GOLD 2000; (iii) the drying up of the canal for 3 instead of the scheduled 2 years, thus creating a deficit of approximately CFAF 3 billion for beneficiaries; and (iv) the inadequacy of available resources did not make it possible to (a) develop and improve 325 ha of market gardens for women (CFAF 615,086,339 including taxes); (b) build 22 multipurpose centres for women and accommodation for the chief medical officer (CFAF 564.853.610 including taxes); and (c) develop the entire 464 ha of the Tanina and Siencoro plains as scheduled (only 379 ha were developed). Outstanding settlements amount to CFAF 753,495,740. The 85 ha had been developed on the country’s special investment budget prior to project commencement. The total amount for unexecuted works is approximately CFAF 2 billion, or approximately 18% of total ADF financing agreed upon at project appraisal. Works for Lot 3: Rehabilitation of the Aigrettes dam and actions scheduled under this contract were executed and accepted in July 2009 whereas they should have been completed in 2008. As concerns socio-economic infrastructure: (i) the scheduled 14 productive boreholes and 6 large-diameter wells were built (but not in 2008); (ii) the latrine programme scheduled to be executed in 2008 in 22 villages has been implemented in only one village (a 3-block latrine); (iii) the scheduled 13 stores, 10 drinking troughs and 22 inoculation centres were fully constructed although most of them have to be improved upon (ventilation system of the stores, drinking troughs and centres need to be improved); (iv) the villages of Baguinéda and Kobala were connected to the medium-voltage electricity network; (v) as concerns social and health infrastructure, 4 maternities and the Baguinéda health centre were equipped; and lastly (vi) 20 km of road were rehabilitated and improvements made on the dyke-road along the main canal over a distance of 37 km. A cursory review of the BDs of some abovementioned works shows that the project's ESMP was not respected. Indeed, BDs make absolutely no mention of special provisions governing environmental measures that must be rigorously respected by the contractors during works execution in the field. The consequences are visible on the ground. For instance, no mitigation measures were taken to address the crater-like gaping holes in borrow sites. Similarly, the trees felled along road rights-of-way have not been replaced. Traces of erosion perceptible in these areas and the absence of trees show that there were shortcomings in construction site organization.

Functioning and Sustainability of Investments Management of Shared Water Resources: Thanks to the additional 2-passage polder constructed by the project, the flow-rate of the intake canal rose from 110 m3/s to 137.5 m3/s. This canal provides water to the SOTUBA electric power station that has an installed capacity of 5.7 MW, representing approximately 120 m3/s and the Baguinéda irrigation scheme whose off-season water needs are currently estimated at approximately 10 m3/s. However, it should be noted that although this balance was maintained all through the duration of the project, the water-sharing agreement between the two users has not functioned satisfactorily. Indeed, OPIB was not involved in the design and preparation of the feasibility studies for the new power station. It should also be noted that there is no mutual consultation on the functioning and maintenance of the shared infrastructure. The installation project for the second electric power station with an installed capacity of 5 MW, within a time limit of approximately 2 years was confirmed to the mission by officials of the SOTUBA power station. With the construction of this second power station, the Baguinéda scheme will no longer receive water during the off-season. Hence, alternative solutions should be immediately considered. Management and Functioning of the Main Canal: The functioning of the 37-km long main canal improved substantially, thanks to the infrastructure and equipment constructed as well as the activities executed under the project. Indeed, on the canal, apart from the cleaning, recalibration and internal slope resurfacing activities, there are 57 secondary intake valves, 8 spillways, 7 regulators, 2 water hyacinth traps, 38 valves, 18 drinking troughs, and 22 siphons. The multiplicity

40

and diversity of this equipment requires increased maintenance and surveillance of their functioning to guarantee their efficiency. To ensure the smooth functioning of this canal, the following measures have to be envisaged: (i) ensuring the strict application of the maintenance and operational manual for the infrastructure provided under ATGE; (ii) preparing a local agreement between local administrative authorities and beneficiaries of the 22 villages concerned for concerted management of the canal and related infrastructure; (iii) prohibiting any direct connections to the canal and banning the construction of shelters along the dyke-road to prevent rift zones; (iv) banning all activities inside the canal. Management and Functioning of Irrigation Schemes: The Baguinéda scheme has a potential of 4500 ha of irrigable lands, of which 3000 ha have been developed. The crops cultivated in-season are rice (2500 ha), maize (500 ha), and those cultivated off-season are garden vegetables (950 ha), rice (400 ha) and maize (150 ha). On average, farm sizes are 0.83 ha for rice, 1.30 ha for maize and 0.15 ha for garden vegetables. According to the terms of reference, plot holders have to: (i) farm the entire allocated surface area annually; (ii) maintain the tertiary systems; (iii) apply the technical advice provided through farmer guidance; and (iv) pay the service charge of CFAF 32000/ha. In return, OPIB has to provide water and advisory support to all farmers and maintain the main and secondary canals. Although this mechanism is operational, improvements are needed to ensure better water resource management. With regard to the rational utilisation of water resources, irrigating plots at the beginning of the off-season to facilitate tilling is a practice that should be banned since this can be done immediately after harvest when the soil still contains enough humidity for this operation. Improvements are needed in the maintenance of tertiary canals, ring dykes and dikelets within the plots. Certain consolidation works are needed after each crop year. Capacity-building on the mainstreaming of environmental measures is also necessary. Besides, the illicit connection of motor-pumps to the main canal by individuals who do not pay the service charge should also be banned with defaulters liable to penalties. Connection permits approved and controlled by OPIB could be granted under conditions defined in a protocol to be jointly signed by OPIB and the private farmer. Functioning of the Dyke-road and Feeder Roads: On the dyke-road and the rehabilitated 20 km feeder road linking Tanima to Niéniélé and accepted on 4 July 2011, some severe degradation was noted in several areas due to the highly frequent passage of tipper trucks transporting sand and other construction material mined from quarries situated at the end of the feeder road for various construction projects in Baguinéda and Bamako. Measures have to be taken institute a formal ban or require these users to contribute to the repair of the degradation. Under these conditions, this road’s maintenance costs may exceed OPIB’s financial capacity. Consequently, there is need to consider placing this road under the supervisory authority of the Ministry in charge of roads. Production Development Component Capacity-building (farmers, OPIB and Commune staff): The following results were obtained under this activity: (i) 244 farmers underwent literacy courses including 142 women, compared to 5500 targeted including 2500 women; (ii) 204 PO officials and members, including 105 women are trained in cooperative law in replacement of AV members; (iii) 204 PO officials and members including 105 women are trained in administrative and financial management as well as in good governance; 21 legally recognised cooperatives are created, and 1 (one) umbrella organisation of 21 cooperatives is established; (iv) 105 farmers, including 100 women, were trained in the processing of agricultural produce to enhance their value; (v) to promote fish-farming, 1 (one) diagnostic study was conducted, 30 fish farmers provided with training and further training in fish-farming techniques, 5 agents trained in artificial reproduction techniques for fingerlings (clarias); (vi) to assist women’s groups to improve nutrition, as well as women's and children's health, 12 healthcare providers were trained in the detection of malnourished cases, 17 culinary demonstration sessions were organised and demonstration equipment supplied in 17 villages, and 592 women trained in the detection of malnourished cases. Analysis of this activity shows some shortcomings. However, these capacity-building activities will continue after the project closes on 31 December 2011. Implementation of Agreements: In general, partnership agreements with national directorates were not satisfactorily implemented. Indeed, activities started timidly. This situation stems essentially from the financing method used. Restricting the activities of national directorates, that have no own resources and are therefore incapable of pre-financing an activity, to direct payments undermines the rationale of resorting to agreements with these structures that will take over after project completion. All activities under the 4 agreements (DNACPN, DNS, DNP, and IER) were only partially implemented. For instance, the DNACPN built a prototype 3-block latrine and trained 15 bricklayers in the construction of 3-block latrines, analysed the quality of ground and surface water, measured the erosion gradient and the sedimentation coefficient and conducted an IEC campaign on hygiene and sanitation. The DNS conducted a

41

diagnostic study, finalised the rehabilitation of 4 rural maternities, trained 42 peer educators (out of the 120 targeted) and 79 village relay officers (on STD/AIDS and diseases in the area), and distributed 2,530 treated mosquito nets (compared to 7,500 per year over 3 years). Under its agreement, DNP conducted a diagnostic study, carried out demonstration tests on a 1500 m² rice/fish pond, prepared a fish farming guide, trained employees and farmers in fish farming techniques and supplied fingerlings to farmers. Thanks to its convention, the IER finalised a diagnostic study, established a timber yard, conducted varietal and fertilization tests on rainy season rice and trained 18 individuals in crop sector analysis as part of production diversification. These agreements will continue with Government financing. The related amendments have already been signed following Bank approval. Intensification of Production and Increase of Farmers’ Incomes: Intensifying production (cereal and vegetable) entails expanding farmlands used for double cropping by raising the development rate from 0.95 (2,650 ha) to 1.5 (4,675 ha out of 3,075 ha developed after the project). In terms of results, the sown surface areas are 4,149.51 ha in season and 1,485.76 ha off-season. Per crop, rice: 2,849 ha compared 3,625 ha projected; maize: 350 ha compared to 350 ha projected; vegetables (tomato, onion…): 950.51 ha (tomato: 216.88 ha, onion: 199.69 ha) compared to 700 ha projected. With respect to diversification, it should be noted that 91.94 ha of niébé and xxx ha of banana have been developed. As regards production, the following results were obtained: (i) 14921.49 tons of paddy rice compared to 15850 tonnes projected in 2010, (ii) 1992.01 tons of maize compared to 1470 tons projected, (iii) 4840.11 tons of tomato compared to 8750 tons projected, (iv) 3,877.74 tons of onion compared to 8,020 tons projected. Additional income per crop and per hectare is as follows: in-season rice: CFAF 188,918 compared to CFAF 979,225; off-season rice: CFAF 167,232 compared to CFAF 37,660; garden vegetables: Tomato: CFAF 292,549 FCFA compared to CFAF 1,457,170; Onion: CFAF 292,549 compared to CFAF 1,467,500; maize: CFAF 251,629 compared to CFAF 127,750. The FU income obtained is CFAF 1,061,760 compared to CFAF 743,000. Such intensification is the result of several factors: (i) availability of water at all seasons, (ii) extension and development of farms, (iii) availability of inputs and equipment such as rototillers, (iv) more guidance to farmers by increasing the number of sectors (from 2 to 4), and (v) farmer training in production techniques. A road map has also been prepared for combatting diseases and insect pests that attack rice. To ward off the food crisis, the project provided farmers with 30 rototillers, 808 tons of fertilizer and training on the operation and management of these rototillers. The project did not clearly assess the contribution of this activity to the results obtained during the crop years under consideration. Land Tenure Security Action Programme: Apart from preparing pre-registration and GIS, the objective is to issue title deeds to 1,930 farmers and to revise and harmonise the management decree in accordance with the new instruments in force. Although the first two tasks have been implemented, the 3rd and 4th tasks have not yet been executed. On-going actions relate to: (i) validation of the roll for payment of the service charge; (ii) supply of the service charge management software and training of DAF employees, (iii) training of the staff to update the service charge payment roll, (iv) review of land management instruments. Environmental Monitoring: Significant actions were undertaken such as: (i) organization of, and participation at the 1st session of the Project Site Coordination and Monitoring Committee (CCSC), (ii) environmental capacity-building for OPIB (organisation of 4 training series in environmental management), (iii) monitoring eutrophication of the canal by a committee composed of DNACPN, OPIB, the slaughterhouse and certain technical services, (iv) reforestation of approximately 217 ha, (v) update of the ESMP through a diagnostic study of DNACPN, (vi) preparation of a technical document on the rehabilitation of borrow pits and monitoring of such sites, (vii) preparation and dissemination of environmental specifications 1 and 2, (viii) preparation of an environmental management manual for the scheme However, the absence of environmental provisions in the BDs made it difficult for contractors to apply all the prescribed measures during implementation of the works. Failure to refill or rehabilitate the borrow site of the Tanima-Niéniélé road is a glaring example. Project Management Component The institutional arrangement provided for in the appraisal report was respected. The project was implemented by OPIB whose Director General served as Project Coordinator. He was assisted by a staff composed of a monitoring and evaluation expert, an environmentalist, a development expert, a gender expert, a farmer organisation expert and a project manager. A performance contract was signed between the Coordinator and each project expert. Coherent Organisation: Institutional analysis has shown that the BIS steering and coordination structures match institutional needs and are consistent with ex ante evaluation criteria. The Project’s internal organisation and staff are consistent with the recruitment and organization norms provided for in the loan agreement and positively took operational realities into account by making certain adjustments. The posting of an employee to each sector appeared

42

to be a judicious adaptation likely to further boost project activities. The involvement of local and communal administrative authorities, especially through the steering committee, also attests to the adherence of local stakeholders to the participatory approach adopted. Monitoring and Evaluation: The project has no monitoring and evaluation manual but has a regularly updated relational database. Following the logical framework established for the project, there is a master-plan and results indicators that are regularly updated with the support of other project experts, OPIB division heads and other technical officials involved. This mechanism makes it possible to report on project performance in terms of physical achievements, additional production and progress in the achievement of logical framework objectives. Besides, the project organises coordination and planning meetings in which recommendations are made for the project, partners and farmers. Steering Committee meetings are held regularly to evaluate, programme and validate progress reports and the AWPB. As concerns external monitoring and evaluation which is a task performed by the Rural Development Planning and Monitoring and Evaluation Unit in conjunction with other technical departments, field missions and meetings are organized annually and reports are prepared and recommendations made for OPIB. Furthermore, the final appraisal envisaged by BIS is neither necessary nor justified inasmuch as the project will be finally closed on 31/12/2011. Besides, the related resources should be allocated to the financing of on-going activities. Communication: There is no communication strategy defined by the project. However, to lend greater visibility to its activities and capitalize on its various achievements, the project embarked on communication actions: national radio and television programmes, production of documentaries, organization of open-house days, website, design of posters and banners on project activities. 3. Project’s Financial Implementation Status

Total ADF disbursements as of 30 November 2011 were UA 14.92 million (total disbursement rate of 96.4%). Counterpart fund disbursements, for the same period, were CFAF 3,428,000,000, representing 88%. Beneficiary contributions amounted to CFAF 210,000,000 and only 2% were disbursed. Routine management is delegated to the Baguinéda Irrigation Scheme Authority which enjoys administrative and financial management autonomy. The project’s financial execution was done through 2 (two) special accounts: (i) a special ADF loan account opened at Banque de Développement du Mali (BDM SA) into which the Bank transferred the loan resources needed to execute project activities, and (ii) a special account receiving national counterpart funds and opened at Banque Nationale de Développement Agricole (BNDA). It should be noted that these special accounts do not generate interest income. The financial management of OPIB is satisfactory on the whole. Indeed, an assessment of the fiduciary network led the mission to highlight the key mechanisms currently in place. These essentially include: (i) the production of financial statements (TER) using integrated management software; (ii) existence of appropriate data entry regimes in the accounts; (iii) mastery of the principles of commitment accounting and cash-based accounting. The total disbursement rate was 96.4%. The undisbursed 3.6% represents advances to the special project accounts that have not yet been justified. The financial mission reviewed documents relating to approximately CFAF 286 000 000 that have to be submitted to the Bank for approval to confirm their eligibility. The implementation status by category in the FUs is summed up in the table below:

Categories Amount Allocated Amount Disbursed Disbursement Rate

Goods 250 000 273 277.07 109.31%

Works 9 230 000 10 027 134.33 108.63%

Services 3 880 000 2 572 946.73 66.31%

Operating Cost 1 040 000 1 039 997.06 99.99%

Unallocated 50 000 0.00 0%

Food crisis 470 000 469 934.33 99.98%

Total 14 920 000 14 383 289.54 96.40%

Project account audits for 2007, 2008, 2009, and 2010 were regularly conducted, submitted on time, approved by the Bank and the recommendations implemented. The project received a total of 6 working capital allocations of which 5 have been justified 100%. One (1) working capital allocation was partially justified.

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Main Factors that Affected Project Implementation:

The incapacity of the contractor, GOLD 2000 to honour its contractual obligations and the resultant cancellation of the contract that created a project cost overrun due to reallocation of the contract;

Failure to finance the entire contract of 464 ha already executed; the balance owed to the contractor is approximately 700 million (see aide-mémoire);

The difficulty for State services to pre-finance activities under agreements that led to implementation delays;

Insufficient resources to develop 325 ha, build 22 multipurpose centres and an accommodation for the chief medical officer of Baguinéda which delayed works right from commencement up to project completion (ADF).

Technical Factors that Affected Project Design: Failure to resurface secondary canals: water loss, proliferation of aquatic plants and weeds on the internal

slopes that generated limited results in terms of network efficiency;

Secondary canals and feeder roads: the feeder roads running parallel to the secondary canals and used for transporting produce are in very poor state;

Absence of a dewatering station: hence, floods occur during heavy rains because excess water cannot be drained off;

Failure to rehabilitate tertiary systems (losses through infiltration, proliferation of plants and difficulties irrigating certain plots);

During the execution of project works, the main canal dried up for three successive off-season crop years, and this led to a production loss of approximately CFAF 3 billion. The result was a substantial reduction in farmers’ incomes during the period under consideration;

No procedures manual for maintenance of the tertiary canals and the main canal;

The participatory and consensual approach was not followed;

The socio-economic infrastructure management committees are not operational; their role has been limited to safeguarding the infrastructure;

The process of ensuring the ownership of infrastructure and activities was not completed; The retroceded facilities and infrastructure were not physically identified with plaques in accordance with Bank

provisions and retrocession conditions were not stipulated.

Documents

PROJECT COMPLETION REPORT (PCR) - afdb.org · PDF fileProject Title: Baguinéda Irrigation Scheme ... OVERALL PROJECT OUTCOME 2.91 BANK PERFORMANCE ... PROJECT COMPLETION REPORT