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AFRICAN DEVELOPMENT FUND ADF/BD/IF/2012/37
14 February 2012
Prepared by: OSAN
OOrriiggiinnaall:: FFrreenncchh
Translated by: CLSD
Probable Date of Board Presentation
Not Applicable
FOR INFORMATION
MEMORANDUM
TTOO :: TTHHEE BBOOAARRDD OOFF DDIIRREECCTTOORRSS
FROM : Cecilia AKINTOMIDE
SSeeccrreettaarryy GGeenneerraall
SUBJECT : MULTINATIONAL (SENEGAL, GUINEA, GAMBIA AND GUINEA
BISSAU) : NATURAL RESOURCE DEVELOPMENT AND
MANAGEMENT PROJECT (PMVGRN-OMVG)
PROJECT COMPLETION REPORT*
Please find attached, the above-mentioned document.
Attch.
Cc.: The President
*Questions on this document should be referred to:
Mr. F. PERRAULT Regional Director ORWB Ext. 2036
Mr. A. BEILEH Acting Director OSAN Ext. 2037
Mr. KEN B. JOHM Division Manager OSAN.4 Ext. 2468
Mr. S. KITANE Rural Dev. and Environment Specialist SNFO/OSAN Ext. 6541 SCCD:C.H
PROJECT COMPLETION REPORT (PCR)
A. PROJECT DATA AND KEY DATES
I. BASIC INFORMATION
Project Number :
2100150006944
Project Name :
Natural Resource Development and
Management Project /PMVGRN-
OMVG
Country(ies): Senegal, Guinea, Gambia,
Guinea Bissau
ID Number of all Lending Instrument(s): ADF Loan Sector : Environment Environmental
Classification : II
Initial Commitment
Amount: UA 11.69
million
Amount Cancelled: UA 0
Amount Disbursed:
UA 11.34
Percentage
Disbursed: 97.01
Borrower :
Governments of Senegal, Guinea, Gambia, Guinea Bissau
Executing Agency(ies) [List the main Ministries, Project Implementation Units, Agencies and civil society
organizations responsible for implementing project activities.]
Supervision: Gambia River Basin Development Organization (OMVG), State forestry services, Micro-
finance Institutions, NGOs.
Co-financiers and other External Partners [List all other sources and amounts of financing, technical
assistance or other resources used in this project] IDB: UA 3.42 million, Counterpart contributions by
States: UA 2.1 million
II. KEY DATES
Project Concept Note Cleared by Ops. Com.
Non applicable
Appraisal Report Cleared
Non applicable
Board Approval
11/06/2001
Restructuring(s) Not applicable, unstructured project
III. RATINGS SUMMARY
CRITERIA SUB-CRITERIA NOTES
PROJECT OUTCOME
Achievement of Outputs 3.03
Achievement of Outcomes 2.08
Timeliness 2
OVERALL PROJECT OUTCOME 2.37
BANK PERFORMANCE
Design and Readiness 3.07
Supervision 2.5
OVERALL BANK PERFORMANCE 2.79
BORROWER PERFORMANCE
Design and Readiness 2.25
Implementation 1.8
OVERALL BPRROWER PERFORMANCE 2.03
Original Date Actual Date
Difference in months
EFFECTIVENESS January 2002 30 October 2003 22 months
MID-TERM REVIEW January 2005 Not conducted NA
CLOSING 31.12.2007 31 December 2010 36 months
2
IV. RESPONSIBLE BANK STAFF
B. PROJECT CONTEXT
Summarize the rationale for Bank assistance. State:
-what development challenge the project concerns,
-the Borrower's overall strategy for addressing it,
-Bank activities in this country (ies) and sector over the past year and how they performed, and
-ongoing Bank and other externally financed activities that complement, overlap with or relate to this
project.
Please cite relevant sources. Comment on the strength and coherence of the rationale.
250 words maximum. Any additional narrative about the project's origins and history, if needed, must be
placed in Annex 6: Project Narrative]
The Gambia River Basin Development Organization (OMVG) brings together Senegal, Gambia, Guinea and
Guinea Bissau. Its mission is to promote the rational management of shared river basins in order to durably
tackle the huge environmental and economic challenges facing the four member countries. After developing a
baseline case and analyzing the potentials and constraints of the project area, OMVG prepared a master plan of
the Kayanga-Geba and Kloliba-Kourubal river basins that was re-updated in 1999. The master plan defined a
programme up to 2015 covering the agriculture, water, energy, health, education and natural resource
management sectors. The Natural Resource Development Programme has been identified as a priority project. It
is also in line with the Bank’s intervention strategy in the member countries, especially for the “cooperation and
regional integration” pillar. This project is the first in the sector and project area. Bank activities in the sector
include the Regional Project for Sustainable Management of Endemic Livestock (PROGEBE) involving three
OMVG member countries: Senegal, Guinea and Gambia. The activities of PROGEBE are complementary to
those of PMVGRN-OMVG, since they undoubtedly consolidate its outputs.
C. PROJECT OBJECTIVES AND LOGICAL FRAMEWORK
1. State the Project Development Objective(s) (as set out in the appraisal report)
The sector goal of the project is to reduce poverty and sustainably improve the living conditions of the
populations. The project objective is to increase agro-forestry and pastoral production, streamline natural
resource exploitation, and improve social infrastructure in the project area.
2. Describe the major project components and indicate how each will contribute to achieving the
Project Development Objective(s).
Component A: Improvement of production, which seeks to: (i) improve plant production, (ii) implement
irrigation schemes (backwaters and plains); (iii) improve animal production; (iv) implement village and pastoral
water management schemes; (v) ensure forest management; and (vi) ensure environmental monitoring.
POSITIONS AT APPROVAL AT COMPLETION
Regional Director E.G. TAYLOR LEWIS
(OCDW) FRANK MARIE PERRAULT (ORWB)
Sector Director C.R. SPENCER
(OCAR) ABDIRAHMAN BEILEH (OSAN)
Task Manager M. A. KANE (OCDW.4) M. OULD CHEIKH AMED MOHAMED ALI
(OSAN.4)
PCR Team Leader M. SOULEYE KITANE Senior Rural Development
and Environment Specialist SNFO
PCR Team Members M. SAMBA DIAKHATE SARR, Disbursement
Assistant FFCO.3/SNFO)
3
Component B: Improvement of road infrastructure to open up production zones
Component C: Support actions, comprising: (i) revival of women’s activities; (ii) training; (iii) health; (iv)
supporting the establishment of a self-managed credit society system.
Component D : Studies and technical assistance, comprising the recruitment of a technical adviser to the
project manager for 30 months, monitoring/evaluation, mid-term review, cross-sectional surveys, plant
analysis, control and supervision of the rehabilitation and creation of water points and construction of rural
roads.
Component E: Project management
3. Provide a brief assessment (up to two sentences) of the project objectives along the following 3
dimensions. Insert a working score, using the scoring scale provided in Appendix 1.
PROJECT OBJECTIVES DIMENSIONS ASSESSMENT
WORKIN
G
SCORE
RELEVANT a) Relevant to the country’s
development priorities.
The project objectives are relevant since they
are consistent with the priority objectives
arising from the diagnosis and analysis of river
basin potentials and the Kayanga Geba and
Koliba/Korubal River Basins Development
Master Plan re-updated in 1999.
4
ACHIEVABLE
b) Objectives could in
principle be achieved with
the project inputs and in the
expected
timeframe
The project objectives were too ambitious
judging from the timeframe and inputs.
2
CONSISTENT
c) Consistent with the
Bank's country or regional
strategy.
The project objectives are consistent with the
guidelines of the Bank’s 1999- 2003 Medium-
Term Strategy, the OMVG Master Plan, and
the Country Strategy Papers (CSP) whose GRN
objectives are clearly defined.
4
d) Consistent with the
Bank's corporate priorities.
The project is consistent with the priorities
defined in the Bank’s 1999- 2003 Medium-
Term Strategy in which agriculture and
environmental protection and management are
key strategic areas.
4
4. Summarize the log. frame. If a log. frame does not exist, complete the table below, indicating the
overall project development objective, the major components of the project, the major activities of each
component and their expected outputs, outcomes, and indicators for measuring the achievement of
outcomes. Add additional rows for components, activities, outputs or outcomes if needed.
Remarks: Some log. frame indicators were reviewed based on successive supervision missions
recommendations and during the review of the list of goods and services
OBJECTIVES ACTIVITY OUTPUTS EXPECTED
OUTCOMES
INDICATORS TO
BE MEASURED
Sector goal
- Poverty
reduction
and
sustainable
improveme
nt of the
living
conditions
- Net incomes
increased at
the end of the
project
- Exchanges of
agricultural
products
increased
- 40% increase in net
incomes
- Increased
exchanges of
agricultural
products
- Level of net
revenue increase
at the end of the
project
- Rate of increase
of exchanges
4
of the
population
of the
project area
- Visible grain
per person
increased
- 20kg increase in
visible grain per
person
- Higher daily water
consumption per
person
- Kg increase in
visible grain
- Level of water
consumption/per
s./day
Project
objectives
- Increase in
agro-
forestry
and
pastoral
production
- Agro-forestry
and pastoral
production
increased
- Additional 21,000
tonnes of grain,
- 5,800 tonnes of
groundnuts,
- 3,800 tons of seed
cotton
- 655,000 litres of
milk produced.
- Herd size increases
by 1,250 cattle,
4,760 sheep/goats
and 121,000
poultry
- Additional agro-
forestry and
pastoral
production
obtained at the
end of the
project
- Improveme
nt of social
infrastructu
re in the
project
area.
- Access to
basic social
services
improved
- Access to drinking
water rises to 25
litres per day for
the population and
15 l/day for
livestock. Access
to health services
improved and
production zones
opened up
- Rate of access to
basic social
services and
satisfaction of
the water needs
of people and
livestock
COMPONENTS ACTIVITIES OUTPUTS EXPECTED
OUTCOMES
INDICATORS TO
BE MEASURED
- Improvement of production
Sub component
A1 Plant
production
- Supply of
animal-
drawn
cultivation
and
transportatio
n equipment
- Animal-
drawn
farming and
transportatio
n equipment
supplied to
3,100 farm
plantations
- Number of
mechanized
plantations increased
- Number of
mechanized
plantations
- Setting up of
seed
production
associations
- Seed
production
associations
set up
- Sufficient seeds
produced by farmers
- Quantity of
seeds produced
Sub component
A.2 Irrigation
schemes
- Development
of plains and
lowlands for
rice
cultivation
- 4,450 ha of
back waters
developed
- Grain production
rises on average by
500 kg/ha
- Level of
increase in
grain
production
- Installation
of stables
- 120 stables
and 8 parks
installed and
operational
- More organic
fertilizers available
- Quantity of
manure
produced
yearly
5
Sub component
A3 :
Improvement of
animal
production
- Veterinary
pharmacies
- 8 pharmacies
opened and
operating
- Veterinary products
in polarized villages
are more affordable
- Accessibility ratio
of veterinary
products in
polarized villages
- Installation
of animal
feed
production
units
- 130 units
installed
- Increase in the
quantity of animal
feed produced
locally
- Quantity of animal
feed produced
- Development
and
equipment of
markets
- 20 shelters,
20 loading
bays
constructed
- 4 cattle
scales
procured
- Complement
ary
development
of the
Diaobe
market
- Increase in sales - Number of
animals sold on
average per
market day
Sub component
A.4 Village
and pastoral
water
management
- Construction
of village
water
management
structures
- 41 boreholes
and 56 wells
rehabilitated
- 53 new
boreholes
and 41 wells
constructed
- Water supply to
households
increased to
25l/day/inhab.
- Number of
l/inhab./day
supplied
- Construction
of pastoral
water
management
structures
- 65 wells and
bore holes,
19 temporary
pools, 16
access ramps
to
waterways, 4
dams
constructed
and 132
water points
equipped
- Water supply to
livestock raised to
15l/day/animal
- Number of
litres of
water/animal/d
ay achieved at
the end of the
project
Sub component
A.5 Forest
management
- Support to
national
forestry
services
- Offices for
national
forestry
services
constructed ;
resources
provided and
staff trained
- Management
capacity of forestry
services
strengthened
- Number of
management
plans designed
and
implemented
- Forest
management
- 16,000 ha of
forests
managed,
13,000 of
them on 165
- Production reaches 20
m3/ha of charcoal, 10
m3/ha of sawn lumber
and 6 m3/ha of
dressed timber
- Forest area
managed
- Volume
produced per
ha
6
village lands
and 3,000 in
State forests
and per
product type
Sub component
A.6
Environmental
monitoring
- Environment
al
assessment
and
implementati
on of
mitigation
measures
- Environment
al assessment
conducted
and impact
mitigation
and
improvement
measures
implemented
- The project’s
potential
environmental
impact identified
and minimized
- Occurrence of
environmental
risks
- Component B: Improvement of road infrastructure
- Construction and rehabilitation
of rural roads (km)
- 129 km of
rural roads
constructed
- Production area
opened up
- Number of
localities
served by rural
roads
- Component C: Support Actions
Sub component
C1: Revival of
women’s
activities
- Support
for women’s
associations
- 80 women’s
associations
are
operational
- Work now lighter
and women’s
activities promoted
- Rate of
reduction of
women’s
working time
- - Training of
women in
management,
family and
infant health
- 8,000
women
trained in
management,
family and
infant health
- Health status of
families improved
- Level of
decrease of the
infant mortality
rate
Sub component
C2 : Training
- Training of
project staff
in land
management
- 14 senior
staff and 36
local
advisers
trained
- Land management
plans formulated
- Number of
plans
formulated
- Training of
farmers in
agricultural
technologies
- 12,000
farmers
trained in
agricultural
technologies,
animal
draught
cultivation
and seed
production.
- Output increases to
500Kg /ha
- Output
increased
- Training of
stockbreeder
s and stockbreeders’ associations
- 5,170
stockbreeder
s trained and
130
stockbreeders’
associations
installed and
trained in
animal
health,
feeding, herd
- Milk production
rises from 0.6 l to
0.85 litre/cow/day.
- Cattle offtake rate
rises from 12 to 14%
- Quantity of
milk per animal
per day
- Cattle offtake
rate
7
management
and
marketing
Sub component
C3: Health
- Training of
family
helpers,
traditional
healers
- 125 family
helpers and
340
traditional
healers
trained
- Maternal and infant
mortality rate drops
by 10%
- Rate of
decrease of
maternal and
infant mortality
- Rehabilitatio
n and
construction
of health
posts and
centres
- 22 health
posts and
centres
rehabilitated
and/or
constructed
- Equipment
of health
posts
- 22 health
posts and
centres
equipped
Sub component
C4 :
Establishment
of a credit
scheme
- Establishment
of a credit
scheme
- 1 credit
scheme
established
and
operational
- Farmers’ access to
credit improved
- Percentage of
farmers (men
and women)
having access
to credit
- Component D: Studies and Technical Assistance
- Studies and
works
supervision
(consultancy
firms)
- Consultancy
firm and
control office
recruited and
monitored
- All preliminary and
final designs
prepared and works
controlled according
to best practices
- Quality of
works
- Setting up of
a
monitoring/e
valuation
system
- A functional
monitoring/e
valuation
system put in
place
- Project data
managed in a formal
system
- Availability of
data on project
outputs
- Component E: Project Management
Establishment
of a functional
coordination
unit
- Project office - Functional
office
- An appropriate
working
environment exists
- Quality of
service
rendered by
staff
- Logistics and
equipment
- Means of
movement
procured
- Staff mobility
improved
- Rate of
presence on the
ground
- Operation - Operating
resources
available
- The project’s
operational capacity
is strengthened
- Level of
operation of the
project
- Staff - Required
staff in place
- Technical work
done and
administrative and
financial
management put in
place
- Quality of the
project’s
technical
services and
administrative
and financial
management
8
Auditing of
project accounts
- Auditing of
accounts
- Project
accounts
regularly
audited
- Financial
management
compliant with Bank
rules
- Number of
financial years
satisfactorily
audited
- 5. For each dimension of the log. frame, provide a brief assessment (up to two sentences) of the
extent to which the log. frame achieved the following. Insert a working score, using the scoring scale
provided in Appendix 1. If no log. frame exists, score this section as a 1 (one).
LOG. FRAME DIMENSIONS ASSESSMENT WORKING
SCORE
LOGICAL
- a) Presents a logical causal
chain for achieving the project
development objectives.
- The project’s development
objectives are clearly defined
and activities for achieving
them well structured.
4
MEASURABLE
- b) Expresses objectives and
outcomes in a way that is
measurable and quantifiable.
- Objectives and outcomes were
clearly expressed, with a
specific indicator for each
outcome to be achieved.
4
THOROUGH - c) States the risks and key
assumptions.
- Since the risk analysis and
assumptions did not
sufficiently consider the socio-
political situation and
economies of the countries, the
countries’ counterpart
contributions were revised
downward. Yet, some
countries like Guinea Bissau
still owe contribution arrears.
3
9
D. OUTPUTS AND OUTCOMES
I. ACHIEVEMENT OF OUTPUTS
In the table below, assess the achievement of actual vs. expected outputs for each major activity. Import the
expected outputs from the log. frame in Section C. Score the extent to which the expected outputs were
achieved. Weight the scores by the activities' approximate share of project costs. Weighted scores will be
auto-calculated by the computer. The overall output score must be calculated as the sum of the weighted
scores. Override the calculated score, if desired, and provide justification.
MAJOR ACTIVITIES
Working Score
Share of Project
Costs (in XOF)
in percentage
(as stated in
Appraisal Report)
Weighted Score
(auto-generated) Expected Outputs Actual Outputs
Component A: Support for agro-sylvo-pastoral production
Sub component A1 : Plant Production
- Supply of
animal-
draught
farming and
transportatio
n equipment
to 3,100
farmers
- 1,395 farmers
equipped
2 0.0706 0.1412
- Establishment
of seed
production
groups
- 133 seed
production
groups
established
3 0 .0021 0.0063
Sub component A.2 : Irrigation Schemes
- 4,450 ha of
lowlands
developed
- 332 ha
developed 1 0.0823 0.0823
Sub component A3: Improvement of Animal Production
- 120 manure
barns
installed and
operational
- 294 barns
installed 4 0.0016 0.0064
- 12
pharmacies
installed and
operational
12 pharmacies
installed but not
operational 2 0.0041 0.0082
- 130 animal
feed
manufacturin
g units
installed
0 units installed
0 0.0029 0
- 20 shelters,
20 loading
bays
constructed
- Procurement
of 4 cattle
scales
- 20 shelters, 20
loading bays
constructed
- 4 cattle scales
procured
4 0.0015 0.006
10
- Complement
ary
development
of Diaobé
market
- Diaobe market
complementaril
y developed
Sub component A.4 : Village and pastoral water management
- Rehabilitatio
n of 41
boreholes
and 56 wells
- Construction
of 53 new
boreholes
and 41 wells
41 boreholes and 56
wells rehabilitated
55 new boreholes and
41 wells sunk 4 0.1189 0.4756
- Construction
of 65 wells
and
boreholes,19
temporary
pools, 16
access ramps
to
watercourses
and 5 dams,
and
equipment of
132 water
points
66 wells and
boreholes, 13
temporary pools, 6
access ramps to
watercourses and 4
dams constructed and
132 water points
equipped 3 0.149 0.447
Sub component A.5 : Forest Management
- Construction of
offices for the
forestry
services in the
countries,
provision of
equipment and
resources and
training of staff
- 4 offices
constructed,
means of
transportation
and equipment
supplied and
training sessions
organized
4 0.0534 0.2136
- Management of
16,000 ha of
forest, 13,000
of them on 165
village lands
and 3,000 in
State forests
- 0 ha managed
0 0.0206 0
Sub component A.6 Environmental monitoring
- Conduct of
environmental
assessment and
implementation
of impact
mitigation and
improvement
measures
- Environmental
assessment
conducted but
safeguards only
partially
implemented
2 0.0021 0.0042
11
Component B: Improvement of road infrastructure
- Construction of
129 km of rural
roads
- 78 km of rural
roads
constructed
3 0.1099 0.5097
Component C: Support Actions
Sub component C1: Revival of Women’s Activities
- Creation and
operation of 36
women’s
associations
40 women’s
associations created
and operational
4 0.0081 0.0324
- Training of
8,000 women in
management,
family and
infant health
8,000 women trained
in management,
family and infant
health
4 0.0211 0.0844
Sub component C2 : Training
- Training of 14
local senior
staff and
councillors
- 14 local senior
staff and 36
councillors
trained
4 0.0053 0.0212
- Training of
12,000 farmers
in farming
techniques,
animal draught
cultivation, and
seed
production ;
Training of
5,170
stockbreeders ;
Establishment
and training of
77
stockbreeders’
groups in
animal health,
feeding, herd
management,
marketing
- 14,046 farmers
trained in
farming
techniques,
animal draught
cultivation, seed
production ;
8,315
stockbreeders
trained and 77
stockbreeders’
groups
established and
trained in
animal health,
feeding, herd
management
and marketing
4 0.0126 0.504
Sub component C3:
Health
- Training of 125
family workers
and traditional
healers
- 159 family
workers and
traditional
healers trained
4 0.0224 0.0896
- Rehabilitation
and/or
construction of
22 health posts
and centre
- 22 health posts
and centre
rehabilitated
and/or
constructed
4 0.0315 0.126
- Equipment of
22 health posts
and centre
- 0 health post
and centre
equipped
0 0.0116 0
12
Sub component C4 :
Setting up of a credit
scheme
- Setting up and
operation of 1
credit scheme
- 1 credit scheme
on average set
up and
operational
2 0.0177 0.0354
Component D: Studies and Technical Assistance
- Recruitment of
1 technical
assistance staff
- 1 technical
assistance staff
recruited but did
not complete his
service
1 0.0170 0.017
- Recruitment of
design and
control offices
- Design and
control offices
recruited and
their services
performed
3 0.0262 0.0786
- Setting up of an
operational
monitoring/eval
uation system
- A monitoring/
evaluation system
put in place, but
not operational
1 0.0090 0.0090
Component E : Project Management
- Operational
premises
- Premises
operational 4 0.0052 0.0208
- Procurement of
means of
transportation
- Means of
transportation
procured
4 0.0239 0.0956
- Availability of
resources for
operation
- Resources
available for
operation
4 0.0365 0.146
- Putting in place
of required staff
- Required staff
installed 4 0.0724 0.2896
- Regular
auditing of
project accounts
- Project accounts
audited except
for FY 2010
3 0.0105 0.0315
OVERALL OUTPUT SCORE [Score is calculated as the sum of weighted scores] 3.0264
x
Check here to override the calculated
score
Provide justification for overriding the calculated score
13
II. ACHIEVEMENT OF OUTCOMES
1. Using available monitoring data, assess the achievement of expected outcomes. Import the expected
outcomes from the log. frame in Section C. Score the extent to which the expected outcomes were achieved.
The overall outcome score must be calculated as an average of the working scores. Override the calculated
score, if desired, and provide justification.
OUTCOMES Working
Score Expected Actual
1. Achievement of project
outcomes
- Net incomes increase by 40% - Exchanges of agricultural products rise by at
least 10% 1
- Increase in sale of agricultural
products
- Sale of agricultural products increase by 10% 2
- Increase of visible grain per person of
20kg
- Visible grain per person rises by 10 kg 2
- Additional 21,000 tonnes of cereals,
- 5,800 tonnes of groundnuts, 3,800
tonnes of seed cotton
- 655,000 litres of milk produced.
- Increase in herd size by 1,250 cattle,
4,760 sheep/goats and 121,000
chickens
- Additional 6,285 tonnes of cereals,
- 4,361 tonnes of groundnuts, 146 tonnes of
seed cotton
- 58,129 litres of milk produced.
- Herd size increases by 1,030 cattle, 3,123
sheep/goats and 11,677chickens
2
2. Components Outputs
2.1 “ Improvement of agro-sylvo-pastoral production” Component
2.1.1 Improvement of production
- Increase in mechanized
plantations
- Number of equipped households rises from
10 to 25% 2
- Insufficient production of seeds - 0 tonne of seeds produced 0
- Increased availability of organic
fertilizer
- 1,372 tons of organic fertilizer produced in
manure barns 2
- Accessibility of veterinary
products in polarized villages
- Level of accessibility of veterinary products
is nil 0
- Increase in the quantity of animal
feed produced locally - 0 kg of feed produced locally 0
2.1.2 Village and pastoral water
management
- Water supply to households
increased to 25l/day/inhab.
- Water supply for affected households rises to
over 25l/day/inhab. 4
- Water supply to cattle rises to
15l/day/animal
- Water supply for cattle rises to over
15l/day/animal 4
2.1.3 Forest management
- Production level of 20 m3/ha of
coal, 10 m3/ha of sawn lumber
and 6 m3/ha of dressed timber
achieved
- Addition forestry production from developed
forests is nil 0
2.1.4 Environmental monitoring
- The project’s potential
environmental impact identified
and partly mitigated
- Environmental impact minimized 2
14
2.2 Road infrastructure
- Production zone opened up - At least 30 villages in the OMVG area are
accessible because of rural roads 2
2.3 Support actions
2.3.1 Revival of women’s activities
- Lightening of workload and
promotion of women’s activities
- The time village women benefiting from
workload-lightening equipment devote to
household chores reduces by 60%
4
- Improvement of the health status
of families - Infant mortality rate drops
2.3.2 Training
2.3.2.1 Training of technicians
- Land management plans
developed
- 46 land management plans developed and
needs prioritized 4
2.3.2.2 Training of agricultural producers
- Increase of grain yields by 500
kg/ha on average - Grain yields rose by 100 kg/ha/year 1
2.3.2.3 Training of stockbreeders
- Milk production rises from 0.6 l
to 0.85 l/cow daily. - Milk production rises by 0.78 l/cow daily 2
- Livestock offtake rate rises from
12 to 14% - Livestock offtake rate rises by 16% 4
2.3.2.4 Health training
- Maternal and infant mortality
rate drops by 10%
- Maternal and infant mortality rate drops by
7.6% 2
2.3.3 Credit dimension
- Level of farmers’ access to credit
improved - 36% of farmers have access to credit 1
2.4 Technical Assistance
- PD and FD prepared and works
supervised to standard. - Works quality is relatively good 3
- Project data generated in the
formal system
- Data on project outputs and outcomes
dispersed in different media 1
2.5 Project management
- An appropriate working
framework exists - Working framework is appropriate 4
- Quality of financial management
of the project
- Financial management of the project is
relatively good 3
X
Check here to over-ride the calculated
score
Provide justification for overriding the calculated score
Word format used
Insert the new score or re-enter the calculated score 2.08
2. Additional outcomes. Comment on the project's additional outcomes not captured in the log. frame,
including cross-cutting issues (e.g. gender).
The construction of ramps to enable cattle have access to watercourses has greatly reduced the rate of
animals dying by drowning. According to the people interviewed, these types of structures helped to prevent
drowning and fatal accidents involving over 20% of livestock. Women benefiting from multi-purpose
platforms and rice threshers saved 60% of their time which they devoted to other income-generating
activities and to improving the health of their families. Village water points helped women to save time and
better organize themselves for other activities such as tending their stock of small ruminants and market
gardening to increase their incomes. Honey production (27,600 litres/year) fetches additional income of
15
nearly CFAF 42 million for 23 farmer associations supported by the project. Moreover, farmer/graziers
succeed in production thanks to manure dumps of over 1,300 tonnes used to improve soil quality and
consequently, agricultural production.
3. Risks to sustained achievement of outcomes. State the factors that affect, or could affect, the long-
run or sustained achievement of project outcomes. Indicate if any new activity or institutional change is
recommended to help sustain outcomes. The analysis should draw upon the sensitivity analysis in Annex 3,
where appropriate.
The project’s sustainability depends mostly on the commitment of OMVG and States to continue
consolidating project outputs. Although no efforts are channeled to infrastructure management, efforts
should be made to better organize communities to manage project infrastructure. The project established
management committees for some infrastructure, but it is not operational yet. For that to happen, the
infrastructure needs first to be transferred to the States through their devolved structures, and management
committees established where there are none. Existing committees should also be revitalized and their
members trained to ensure adequate maintenance of infrastructure and facilities. Infrastructure such as
veterinary pharmacies and health stations could not be operational if not provided with medication.
Therefore, OMVG should start discussions with the States and beneficiaries for them to equip this
infrastructure and make it operational. The plan for veterinary pharmacies is to involve private veterinary
surgeons and/or dynamic stockbreeders’ associations. The sustainable use of runoff harnessing infrastructure
such as dams, ponds and access ramps may be compromised if measures are not taken to ensure regular
surveillance and maintenance. Furthermore, the management committees of these structures should
undertake to more closely supervise these structures to ensure their sustainability and prevent risks that
could lead to their degradation. Since the credit scheme might not be operational after project completion, it
is important that OMVG clarify the credit situation and take a final decision on the remaining agricultural
equipment now packed in storehouses in Guinea, Senegal and Guinea Bissau.
The project head office, built at Velingara, might suffer serious depreciation if it is not occupied and
regularly maintained. Consequently, OMVG must equip it and connect water and electricity to prevent the
depreciation of the yet unoccupied building, and mark its presence in the project area.
16
E. PROJECT DESIGN AND READINESS FOR IMPLEMENTATION
1. State the extent to which the Bank and the Borrower ensured the project was commensurate with
the Borrower’s capacity to implement by designing the project appropriately and by putting in place the
necessary implementation arrangements. Consider all major design aspects, such as extent to which project
design took into account lessons learned from previous PCRs in the sector or the country (please cite key
PCRs); whether the project was informed by robust analytical work (please cite key documents); how well
Bank and Borrower assessed the capacity of the implementing agencies and/or Project Implementation Unit;
scope of consultations and partnerships; economic rationale of project; and provisions made for technical
assistance.
[200 words maximum. Any additional narrative about implementation should be included at Annex 6:
Project Narrative]
The Bank considered the capacity of OMVG – the operational arm of the Member States – to manage the
project which it had itself initiated. The structuring of the project coordination unit (which comprises a light
management structure, a team of experts on all project sectors and technical assistance) demonstrates the
depth of analysis of the institutional structure to be put in place and the appraisal of OMVG’s capacity to
implement the project. Project design did not draw from lessons learned from previous PCRs in the sector.
Although no specific follow-up is mentioned in the appraisal report, it is based on a comprehensive
feasibility study conducted by OMVG in 1999 during the design of the Kayanga-Geba and Kloliba-
Kourubal River Basins Master Plan. However, some analyses in the appraisal report seem to have blown
out a number of assumptions. A case in point is credit-in-kind (agricultural equipment), forest management
and support research whose objectives and implementation mechanisms seem not to have been adequately
analyzed. The Bank and Borrower did not sufficiently assess the capacity of partners, especially national
forestry services and micro-finance institutions, to achieve their assigned objectives. The project’s economic
rationale is based on ambitious production goals (agricultural, animal and forestry) achievable only within a
longer timeframe. During design, technical assistance needs were adequately assessed and support areas
identified, especially support in conducting infrastructure studies, designing the monitoring system, and
fine-tuning technical choices.
1. For each dimension of project design and readiness for implementation, provide a brief assessment
(up to two sentences). Insert a working score, using the scoring scale provided in Appendix 1.
PROJECT DESIGN AND READINESS
FOR IMPLEMENTATION DIMENSIONS ASSESSMENT
WORKING
SCORE
REALISM
a) Project complexity is
matched with
country capacity and
political commitment.
OMVG is a body which aims to promote
economic and social development in its
Member States. Its capacity and commitment
in the sector were largely analyzed during
preparation of the project, which it had itself
initiated.
3
RISK
ASSESSMENT
AND
MITIGATION
b) Project design
includes adequate risk
analysis.
Risks linked to the performance of contractors
and some partners and the late fulfilment of
effectiveness conditions were not analyzed
adequately during project design.
2
USE OF
COUNTRY
SYSTEMS
c) Project procurement,
financial management,
monitoring and/or other
systems are based on
those already in use by
government and/or
other partners.
Bank procurement procedures are used for
works and consultancy services. Overall,
financial management complies with
standards desired by the Bank and Borrower.
Internal monitoring/evaluation was well
considered during project design. 3
17
F. IMPLEMENTATION
1. State the major characteristics of project implementation with reference to: adherence to schedules,
quality of construction or other work, performance of consultants, effectiveness of Bank supervision, and
effectiveness of Borrower oversight. Assess how well the Bank and the Borrower ensured compliance with
safeguards.
[200 words maximum. [Any additional narrative about implementation should be included at Annex 6:
Project Narrative.]
On the whole, the works were far behind schedule. Although the project took twice as much time to
implement, water management works (storage pools, ramps, boreholes and wells), forestry buildings, health
infrastructure and veterinary buildings complied with professional norms. Technical assistance was not
satisfactory and other partners such as the forestry services of Member States and a few MFIs left much to
be desired. The project benefited from 10 supervision missions. The borrowing States regularly supervised
project implementation through meetings of the steering committee organized annually. OMVG also
organized regular missions to monitor project activities on the ground. The environmental assessment
mentioned in the appraisal report was conducted, and the report validated by the technical committee
instituted by the Minister for the Environment. Nevertheless, the measures advocated by the study were not
all implemented.
2. Comment on the role of other partners (e.g. donors, NGOs, contractors, etc.). Assess the
effectiveness of co-financing arrangements and of donor coordination, if applicable.
Apart from WHEPSA (an NGO), some contractors and control firms, service providers’ services were considered
very average to downright poor, especially those of State forestry services and micro-finance institutions in
Senegal, Guinea and Guinea-Bissau. The project benefitted from a co-financing arrangement involving ADF,
IDB and Member States of OMVG (Senegal, Gambia, Guinea and Guinea-Bissau). This project is a shining
example of aid coordination. Each donor financed a number of activities or components in a spirit of
complementarity of operations. Moreover, each State, in addition to underwriting a loan, committed itself to
furnish a counterpart contribution in cash and kind. ADB and IDB – the project’s co-financiers – maintained
close consultation throughout the project implementation period.
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.
Responsibilities for project
implementation were clearly defined
with very specific tasks. The
Borrower’s communication and
coordination difficulties caused many
delays.
3 3
PROCUREMENT
READINESS
e) Necessary
implementation
documents (e.g.
specifications, design,
procurement
documents) were
ready at appraisal.
The project benefited from standard
Bank procurement documents (goods,
works and services). Specifications
and procurement documents were
designed during project
implementation. Works studies and
bidding documents were prepared
during project implementation.
3 2
MONITORING
READINESS
f) Monitoring
indicators and
monitoring plan were
agreed upon before
project launch.
Monitoring indicators were clearly
defined and the monitoring plan laid
out. Unfortunately, the system never
functioned.
1 1
BASELINE
DATA
h) Baseline data were
available or collected
during project design.
Baseline data were collected during
the master-plan study and updated for
the project area through a socio-
economic survey at project start-up.
3 3
18
3. Harmonization. State whether the Bank made explicit efforts to harmonize instruments, systems
and/or approaches with other partners.
Although the project simultaneously used the procurement procedures (goods, services and works), standard
documents and contracts of donors, resources are accounted for in a single system and subjected to one
independent annual audit. The project is carried out in a zone covered by other stakeholders with whom the
project regularly consults while some organizational tasks are even entrusted to farmers. This is the case
with the NGO BAMTARE in Senegal for the training of farmers and Crédit Rural in Guinea for credit.
4. For each dimension of project implementation, assess the extent to which the project achieved the
following. Provide a brief assessment (up to two sentences) and insert a working score, using the scoring
scale provided in Appendix 1.
PROJECT IMPLEMENTATION
DIMENSIONS ASSESSMENT
WORKING
SCORE
TIMELINESS
a) Extent of project
adherence to the
original closing date. If
the number on the right
is: below 12, "4" is
scored between 12.1 to
24, "3" is scored
between 24.1 to 36, "2"
is scored beyond 36.1,
"1" is scored
Difference in months between original
closing date and actual closing date or
date of 98% disb. rate.
2
36 months
BANK
PERFORMANCE
b) Bank complied with:
Environmental
Safeguards
The project appraisal report provided for an
environmental and social assessment to
identify the impact and define environmental
and social safeguards to be put in place.
However, the resources needed for
implementation were under-estimated.
2
Fiduciary Requirements
Fiduciary requirements for the project’s
financial management were mentioned and
clearly described in the appraisal report,
especially the disbursement modalities. These
requirements were thoroughly explained by
the Bank during project start-up and
supervision missions.
3
Project Covenants
The Bank complied with its commitments
overall as stipulated in the loan agreement by
ensuring the technical and financial
supervision of the project.
3
Bank provided quality
supervision in the form
of skills mix and
practicality of solutions.
The Bank fielded regular supervision
missions with a more or less acceptable skills
mix. Mission recommendations immensely
helped the Coordination Unit to improve the
quality of its work and performance.
However, the non-conduct of the mid-term
review is to be deplored since it would have
helped to update forecasts and the
implementation arrangements of some
activities such as credit and forest
management.
3
Bank provided quality
management
oversight
The Bank ensured the audit of the accounts of
all fiscal years within the required
timeframes. These audits revealed that the
3
19
project’s revolving fund was never suspended
or that no complaint was made as a result of a
lapse in its financial management.
BORROWER
PERFORMANCE
c) Borrower complied with:
Environmental
Safeguards
The project conducted the environmental
assessment mentioned in the appraisal report
and had the study report validated by official
bodies. However, the environmental and
social safeguards arising from the study were
not fully implemented. The measures
advocated in the environmental clauses of
BDs were also not satisfactorily implemented.
Similarly, environmental monitoring
(concerning mostly water quality, plant
resources and soils) was also not performed.
The ABUKO laboratory in Gambia received
equipment to strengthen its capacity to
analyze water quality, but no service was
performed for the project.
1
Fiduciary Requirements
The project installed an accounting system
compliant with the fiduciary requirements
listed in the appraisal report and comprising
an administrative, financial and accounting
procedures manual, an accounts management
software (TOMPRO) and the required staff.
The project opened two special accounts to
receive: (i) the ADF revolving fund; and (ii)
counterpart contributions. These resources
were properly managed overall. However, at
completion, full justification was not given
for advances and the counterpart account
posted a deficit of over CFAF 60 million.
2
Project Covenants
Apart from some difficulties in mobilizing
counterpart contributions in Guinea Bissau,
the borrowing countries honoured their
commitments under the Loan Agreement.
However, effectiveness and conditions
precedent to first disbursement were fulfilled
late.
3
f) Borrower was
responsive to Bank
supervision findings
and recommendations
The project always paid attention to
supervision mission recommendations,
ensuring that they were implemented.
However, recommendations on
monitoring/evaluation, credit and partnerships
management aspects were not always well
monitored.
2
g) Borrower collected
and used monitoring
information for decision
making
The project did not put in place any formal
monitoring system. Data is lodged in various
media, making processing difficult. Decisions
are based not on the system’s data but on
project progress reports and annual work
programmes submitted for the steering
committee’s approval.
1
20
G. COMPLETION
1. Is the PRC delivered on a timely basis, in compliance with Bank policy?
Date project reached
98% disb. Rate (or
closing date if
applicable)
Date PCR was
sent to
Difference
in months
WORKING SCORE if the difference is 6
months or less, a 4 is scored. If the difference
is 6.1 or more, a 1 is scored
31 December 2010 7 1
Briefly describe the PCR Process. Describe the Borrower’s and co-financers' involvement in producing the
document. Highlight any major differences of opinion concerning the assessments made in this PCR.
Describe the team composition and confirm whether a site visit was undertaken. Mention any major
collaboration from other development partners. State the extent of field office involvement in producing the
report. Indicate whether comments from Peer Reviewers were received on time (provide names and
positions of Peer Reviewers). 100 words maximum]
The completion mission comprised a Rural Development and Environment Specialist and a Financial
Management Specialist, knowledgeable in project economic and financial analysis. Both came from the
Senegal Field Office. The Bank team joined the OMVG team at all stages of formulating the completion
report. The team visited all project sites and held meetings with all associations and partners involved in
project implementation. The discussions revealed the clear interest that the people living in both river basins
have in the project since they give precise examples of the changes noted in their daily lives. The PCR was
conducted in a participatory manner.
Peer Reviewers: Mahecor Ndiaye, Water and Sanitation Engineer SNFO; Jean Louis KROMER, Principal
Natural Resources Management Officer; Léandre GBELI, Principal Agricultural Economist; Bella-Corbin
AIMEE, Water Engineer, Principal Safeguard Specialist; Naye Rita BA, Gender Specialist.
H. LESSONS LEARNED
Summarize key lessons for the Bank and the Borrower suggested by the project’s outcomes
[250 words maximum. Any additional narrative about lessons learned, if needed, must be placed in Annex
6: Project Narrative]
The key lessons to be drawn from the project outputs are the following:
The project had planned (among the water harnessing infrastructures) simple and practical structures such as
access ramps to watercourses. Despite their low costs, these structures produced greater impact in terms of
satisfying the needs of livestock, especially the sustainability of water supply and the number of cattle
served every day. This helped to obtain 15 litres of water per animal daily. The lesson learned here is that
during project appraisal, the relevance of structures to be put in place should be analyzed in terms of their
functionality, cost and contribution to the achievement of expected outputs.
- The project plan was too ambitious and had too many micro-activities, which prevented the project
from focusing on what was necessary to produce the desired outputs. For future projects, it is
important to identify a reasonable number of activities to be achieved and which can effectively
produce the expected outputs.
- The late start of the project made it difficult to properly cover contract costs since the Unit of
Account had depreciated substantially. For these reasons, it is important that a project launched 25
or more months behind schedule should review the project document for activities and costs to be
updated with the borrower and, if necessary, have an addendum to the loan or grant agreement for
more serious modifications.
- PMVGRN’s institutional framework is based on the creation of a single coordination unit tasked
with technical and financial management and with steering activities in all the countries. This
21
should serve as an example for multi-national projects (often considered as problematic projects)
which generally suffer from poor coordination. The creation of a single adequately staffed
coordination unit could be envisaged for some specific projects to avoid delays during start-up and
the different paces of project implementation noticed in the countries.
- To recruit staff, the project came up with a blend consisting in recruiting at least two profiles in
each OMVG member country. The lesson here is that this approach limits selection, and does not
allow for recruitment of the best candidates. All positions could have been advertised on a
competitive basis within the OMVG area without consideration of country mix.
- The absence of baseline studies, especially for water management infrastructure such as temporary
ponds, hillside impounding reservoirs and ramps, was a decisive factor for the late implementation
of works to enable the project to produce the expected outputs. Project preparation focused more on
the conduct of technical studies even before project approval. Otherwise, it would be necessary to
provide for a studies preparatory phase for projects whose works or infrastructure are intended to
support production, and hence achieve the outputs targeted by the project .
- In this project, the risks were not sufficiently analyzed, especially those related to the capacity of
local contractors and service providers to implement the project. This was a limiting factor and
subsequently proved difficult to correct during implementation. Therefore, it is important for future
projects to ensure stakeholders’ capacity and include this in the analysis of potential risks.
- During the project, due attention was not given to information, leading to contradictions in
stakeholders’ discourse. To correct this shortcoming for future projects, a communication plan
should be prepared, favouring an internal sharing of information and the shaping of a uniform
discourse accessible to all actors, to avoid contradictions among project stakeholders.
- The lengthy delays in fulfilling effectiveness and first disbursement conditions call for reflection on
how to prevent such constraints in future projects.
- The mid-term review was not conducted, whereas it would have helped to refocus project activities
based on the priorities and available resources to achieve the expected impact. Future projects must
not take undue advantage of the review of the lists of goods and services to adjust the project’s
initial estimates, but should make the mid-term review compulsory so that objectives can be
readjusted based on better knowledge of realities on the ground.
- The design and monitoring of collaboration protocols was the project’s key weakness, which
explains the poor performance of some partners. Henceforth, protocols should systematically be the
subject of direct payments with precise conditionalities, including the production of reports and the
fulfillment of a number of performance criteria to be considered during audits.
- The populations’ poor organization to cater for infrastructure might lead to early depreciation. The
lesson here is that the Bank should ensure that beneficiaries have a level of organization to cater for
infrastructure before its construction. This provision must be a conditionality in the choice of
locality for the installation of infrastructure.
- In designing of Bank projects, provisions are always made to set up a monitoring/evaluation
system, but in virtually all cases, this system is not operational. The lesson here is that provisions
should be made during project design for a mechanism to monitor the key logical framework
indicators that will be regularly filled in and attached to the project progress report.
- At completion, it is difficult to assess economic rates of return if a good monitoring system is not in
place and production support investments are not effectively mobilized. For that reason, the
economic rate of return of projects should be calculated a few years later, after their physical
completion, to allow for better assessment of real project outputs.
22
I. PROJECT RATINGS SUMMARY
CRITERIA SUB-CRITERIA WORKING
SCORE
PROJECT
OUTCOME
Achievement of outputs 3.03
Achievement of outcomes 2.08
Timeliness 2
OVERALL PROJECT OUTCOME SCORE 2.37
BANK
PERFORMANCE
Design and Readiness
Project Objectives are relevant to country development priorities 4
Project Objectives could in principle be achieved with the project
inputs and in the expected time frame. 2
Project Objectives are consistent with the Bank’s country or regional
strategy 4
Project Objectives are consistent with the Bank’s corporate priorities 4
The log frame presents a logical causal chain for achieving the project
development objectives 4
The log frame expresses objectives and outcomes in a way that is
measurable and quantifiable 4
The log frame states the risks and key assumptions 3
Project complexity is matched with country capacity and political
commitment 3
Project design includes adequate risk analysis 2
Project procurement, financial management, monitoring and/or other
systems were based on those already in use by government and/or
other partners. 3
Responsibilities for project implementation are clearly defined 3
Necessary implementation documents (e.g. specifications, design,
procurement documents) were ready at appraisal. 3
Monitoring indicators and monitoring plan were agreed upon during
design. 1
Baseline data were available or collected during design 3
PROJECT DESIGN AND READINESS SUB-SCORE 3.07
Supervision:
Bank complied with:
Environmental Safeguards 2
Fiduciary Requirements 3
Project Covenants 3
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 1
SUPERVISION SUB-SCORE 2.5
OVERALL BANK PERFORMANCE SCORE 2.79
BORROWER
PERFORMANCE
Design and Readiness
Responsibilities for project implementation are clearly defined 3
Necessary implementation documents (e.g. specifications, design,
procurement documents) are ready at appraisal 2
Monitoring indicators and monitoring plan are agreed upon and
baseline data are available or are being collected 1
Baseline data were available or collected during design 3
PROJECT DESIGN AND READINESS SCORE 2.25
23
Implementation
Borrower complied with:
Environmental Safeguards 1
Fiduciary Requirements 2
Project Covenants 3
Borrower was responsive to Bank supervision findings and
recommendations. 2
Borrower collected and used of monitoring information for decision-
making. 1
IMPLEMENTATION SUB-SCORE 1.8
OVERALL BORROWER PERFORMANCE SCORE 2.03
J. PROCESSING STEP SIGNATURE AND COMMENTS DATE
Sector Manager Clearance Ken B. JOHM
Regional Director Clearance F. J. M. PERRAULT
Sector Director Approval ABDIRAHMAN BEILEH
24
APPENDIX
Scale for Working Scores and Ratings
SCORE EXPLANATION
4 Very Good Fully achieved with no shortcomings
3 Good Mostly achieved despite a few shortcomings
2 Fair Partially achieved. Shortcomings and achievements are roughly balanced
1 Poor Very limited achievement with extensive shortcomings
NA Non Applicable
Note: The formulas rounded up or down for decimal points. Only whole numbers are computed.
25
LIST OF ANNEXES
Annex 1: Project Costs and Financing, Differences of Costs at Appraisal and Completion.
Annex 2: Bank Inputs
Annex 3: Key Contracts Signed
Annex 4: List of Supporting Documents
Annex 5: Project Description – Key Factors
Annex 6: Economic Analysis (ERR) and Financial Analysis
26
Annex 1
Project Costs and Financing, Differences of Costs at Appraisal and
Completion
a. Project Costs by Component (in CFAF million) UA 1 = CFAF 916.057
COMPONENTS Appraisal Completion
A. Improvement of Production 8,110.95 5,600.95
B. Improvement of Road Infrastructure
C. Support Measures 2,285.61 832.56
D. Studies and Technical Assistance
E. Project Management 1,825.17 1,002.24
BASELINE COST 15,163.28 11,446.73
Physical Contingencies 758.16 0
Price Escalation 1 817.35 0
TOTAL PROJECT COST 17,738.79 11,446.73
b. Disbursements by Source of Finance
Sources of
Finance
At Appraisal Disbursement at Completion Overall Rate
of
Disbursement UA
Million
CFAF
Million %
UA
Million
CFAF
Million %
- ADF 11.69 10,714.73 60.38 11.34 8,379.92 73.22 97.01
- IDB 5.66 5,189.40 29.24 3.10 2,295.58 20.05 44.23
-OMVG
Countries 2.01 1,834.66 10.38 3.39 771.23 6.73 42.03
TOTAL
FINANCING 19.36 17,738.79 100% 17.83 11,446.73 100%
27
Annex 2
Bank Inputs
SUMMARY TABLE OF SUPERVISION MISSIONS
No. Date Mission No. of
pers.
Composition
1 13 – 28 December
2004 Supervision 3
1 Senior Irrigation Engineer ADB, 1
Environmentalist ADB, 1 Consultant ADB
2 12 – 26 February 2006 Supervision 1 1 Senior Irrigation Engineer ADB
3 16 – 30 September
2007 Supervision 2
1 Senior Engineer ADB, 1 Consultant ADB
4 08 – 18 November
2008 Supervision 1
1 Senior Irrigation Engineer ADB
5 26/3 – 03/04 2009 Supervision 2 1 Chief Natural Resource Management
Expert ADB, 1 Agro-economist ADB
6 15 – 25 November
2009 Supervision 2
1 Senior Irrigation Engineer ADB, 1 Rural
Development/Environment Expert ADB
7 21 – 30 June 2010 Supervision 2 1 Rural Development/Environment Expert
ADB, 1 Disbursement Assistant ADB
8 22/11 – 01/12 2010 Supervision 1 1 Senior Irrigation Engineer ADB
9 19 – 26 May 2011 Supervision 2 1 Agricultural Economist IDB, 1 Water
Management Specialist IDB
10 06 – 18 June 2011 Evaluation 2 01 Senior Environment Specialist ADB, 1
Disbursement Assistant, ADB
28
Annex 3
Key Contracts Signed
NATURE OF CONTRACT
CONTRACT
AMOUNT
CATEGORY NAME OF PROVIDER SOURCE
PROCUREMENT
METHOD START-
UP DATE
1 Supply of vehicles 131,400,000 Goods SERA Renault ADF ICB 2004
2 Technical assistance for PMVGRN 257,563,485 Services Tecsult international ltd ADF ICB 2005
3 Supply of office furniture 9,361,305 Goods SENEGAl-equip ADF NCB 2005
4 Training of trainers 16,250,000
Services Alain xavier Ky-
ZERBO
ADF ICB 2005
5 Supply of 36 motorcycles to PMVGRN 48,240,000
Goods Societe sénégalaise
d'auto
ADF ICB 2005
6 Supply of computer hardware and office
equipment 35,843,712
Goods BULL Sénégal ADF NCB 2005
7 Study and supervision of village and
pastoral water management works 169,457,020
Services HYDROPLAN ADF ICB 2005
8 Study and supervision of rural road
construction and rehabilitation works 160,637,500 Services SCET Tunisie ADF ICB
2005
9 Study and establishment of a credit scheme 62,337,607 Services union mondial ORT ADF ICB 2005
10 Audit of project accounts for FY 2004 and
2005 42,000,000
Services GMS Audit ADF ICB 2005
11 Supply and installation of computer software 27,216,313 Goods BULL Senegal ADF NCB 2006
12 Construction of offices for PMVGRN 114,792,121 Works E.S.M.B OMVG NCB 2006
13 Supply of 14 GPS browsers and accessories 2,645,804 Goods BULL Senegal ADF NCB 2006
14 Studies of PMVGRN’s ESMP 27,615,000 Services GES Conseil ADF ICB 2006
15 Supply of animal traction equipment 794,736,701 Goods SISMAR ADF ICB 2006
16 Design of procedures manual 24,040,000 Services Cabinet Saliou SARR ADF NCB 2006
17 Training and installation of software 7,000,000 Services 2D Business Consulting ADF NCB 2006
18 Audit of FY 2006 and 2007 accounts 33,000,000 Services AKM Audit firm ADF ICB 2007
19 Supply of lab. equipment in Gambia 34,422,242 Goods PHYWE system GMBH ADF ICB 2007
20 Supply of forestry equipment to PMVGRN 124,645,716 Goods STEA SA ADF NCB 2007
29
21 Supply of 6 GPS browser equipment 3,937,500 Goods STEA SA ADF LS 2007
22 Supply of cattle scales to PMVGRN 22,776,500 Goods CAPI Senegal ADF NCB 2007
23 Fencing of market gardening land 12,935,000 Goods GIE TOUBA KHEWEL ADF NCB 2007
24 Fencing of market gardening land 2,000,000 Goods GIE TOUBA KHEWEL ADF NCB 2007
25 Development of health component 326,020,500 Services WHEPSA ADF NCB 2007
26 Construction of bore hole; toilette and
slaughter house 69,301,940
Works ETA PLUS ADF NCB 2008
27 Assistance mission, 2004 to 2008 27,264,800 Services AKM Audit OMVG LS 2008
28 Supply of post-harvest equipment to
PMVGRN 86,914,303
Goods MM
ESTABLISSEMENT
ADF NCB 2008
29 Supply of market gardening equipment 18,025,000
Goods OLEO MAC Int
Senegal
ADF NCB 2008
30 Supply of sewing machine 900,000 Goods GIE TOUBA KHEWEL ADF NCB 2008
31 Sinking of 65 watering wells for livestock 775,950,000 Works ASCON Lda ADF ICB 2008
32 Construction of 22 access ramps 561,200,000 Works TSMA ADF ICB 2008
33 Construction of 19 watering pools and 7
hillside impounding reservoirs 1,185,243,500
Works S.HY.B S.A.U ADF ICB 2008
34 Rehabilitation and installation of pumps 971,713,826 Works ASCON Lda IDB ICB 2008
35 Design and construction of wells 745,104,188 Works GIE KEUR KHADIM IDB ICB 2008
36 Supply of beekeeping equipment 45,839,742
Goods GIE wakeur KEUR
KHADIM
ADF NCB 2008
37 Study BD health infrastructure 6,500,000
Services Archi building
Consultancy firm
ADF NCB 2008
38 Construction works of veterinary
infrastructure 36,507,790
Works SETA international ADF NCB 2009
39 Construction works of veterinary
infrastructure 47,858,984
Works SETA international ADF NCB 2009
40 Construction works of health infrastructure
in Gambia 316,704,254
Works SOGECAM ADF NCB 2009
41 Construction works of veterinary
infrastructure in Gambia 42,993,903
Works SOGECAM ADF NCB 2009
42 Construction works of forestry infrastructure in
Gambia 25,460,289
Works SOGECAM ADF NCB 2009
30
43 Construction works of forestry infrastructure in
Guinea-Bissau 137,173,621
Works Obras de thomas ADF NCB 2009
44 Construction works of health infrastructure in
Guinea-Bissau 56,193,115
Works Obras de thomas ADF NCB 2009
45 Construction works of health infrastructure in
Gambia and Senegal 42,020,395
Works Obras de thomas ADF NCB 2009
46 Construction works of health infrastructure in
Guinea 64,005,452
Works SGTI ADF NCB 2009
47 Construction works of veterinary infrastructure
in Gambia 20,580,233
Works IDEAL BATI ADF NCB 2009
48 Construction works of forestry infrastructure in
Guinea 84,944,419
Works IDEAL BATI ADF NCB 2009
49 Supply and installation of a fence on market
gardening land 35,550,000
Works C.M.BOU SECK ADF NCB 2009
50 Audit of FY 2008/09 accounts 10,000,000
Consultancy
service
Mariame BAH
Consultancy firm
ADF ICB 2009
51 Construction of shelter and loading platform in
cattle markets 19,732,350
Works Quali bat building ADF NCB 2009
52 Monitoring and supervision of construction
works of health, forestry and veterinary
infrastructure
50,900,000
Services Consultance A.A.D.E ADF NCB
2009
53 Construction works of veterinary infrastructure
in Guinea 20,580,233
Works GROUPEMENT d'ent ADF NCB 2009
54 Construction works of forestry infrastructure in
Guinea 84,944,419
Works GROUPEMENT d'ent ADF NCB 2009
55 Socio-economic data input 1,400,000 Services Famara L Kolley ADF LS 2009
56 Rural road construction works in Senegal 640,868,015 Works EGECAM Lsi IDB ICB 2010
57 Rural road construction works in Gambia 650,874,335 Works ERECO S.A IDB ICB 2010
58 Rural road construction works in Guinea-Bissau 485,232,384 Works ASCON Socoestradas IDB ICB 2010
59 Rural road construction works in Guinea 497,501,731 Works ENTRACO IDB ICB 2010
TOTAL 10,356,857,247
31
Annex 4
List of Supporting Documents
Title of Documents Authors Production Date
Study of the Master Plan for the Integrated
Management and Development of the Kayanga
GEBA and KOLIBA Corubal River Basins –
Final Report
SOFRECO December 1996
Project Appraisal Report ADB
Notes ADB
Audit Reports PMVGRN
Progress Reports PMVGRN
32
Annex 5
Project Description – Key Factors
5.1 Project Start-up
Although the loan was approved on 14 June 2001, it was only on 28 May 2002 that the loan
agreement was signed. The political situation in the project area at the time made it impossible for
OMVG to fulfil the conditions for project start-up. The Republic of Guinea Bissau was under IDB
sanctions for failure to pay debt arrears. Moreover, the conditions precedent to first disbursement
were fulfilled late, especially the production of evidence of the availability of resources from IDB,
the project co-financier. The agreement on the IDB loan of ID (Islamic Dinar) 5.59 million was
signed on 3 September 2003, while the effectiveness and first disbursement of the ADF grant
occurred on 30 October 2003. To compound these significant delays and the precarious situation in
the sub-region, activities only started in April 2004, three years after the approval of the project.
5.2 Modifications during implementation
Some modifications were made during the life cycle of the project. These stemmed from slight
rearrangements in the plan, but did not fundamentally put into question the original estimates. The
project did not review the list of goods and services in order to readjust the contract costs to budget
estimates.
There was relatively intense staff movement during project implementation. The
monitoring/evaluation position was occupied by 3 people. The sociologist responsible for
restructuring the rural world was finally replaced after a sick leave of over 1 year. The position of
accountant remained vacant for one and a half years without anyone filling it. As from 2010, the
administrative and financial officer was dismissed and the project’s financial management entrusted
to the accountant at the OMVG Executive Secretariat concurrently with his normal duties.
5.3 Fiduciary Issues
The Unit of Account fell from CFAF 916.057 at project appraisal to CFAF 738.9 at completion,
representing an average loss of CFAF 177.15 per unit of account spent. The consequence of this
depreciation in the Unit of Account was the shrinking of resources intended for the construction of
infrastructure. This situation led to unfavourable arbitrations against activities such as irrigation
schemes, which would have had a greater impact on project outputs.
5.4 Technical Issues
The basic assumption that facilitating farmers’ access to farm chattels will spur an increase in
output and production is technically tenable. However, the farm chattels needs and farmers’
capacity to turn to a credit system to procure these chattels was poorly assessed. Farmers’ limited
access to agricultural loans and the failure to develop irrigation schemes had a negative effect on
project outputs and outcomes.
The project had signed several partnership conventions mostly with research institutions, country
forestry services, MFIs and NGOs for the management of sanitary aspects. Apart from health, the
agreements did not really produce the expected outputs. This partnership-driven approach failed to
produce any impact, thereby helping to reduce the project outputs.
33
Annex 6
Economic (ERR) and Financial Analyses
6.1 General Considerations and Basis of Calculation
The ex-post economic analysis of the project seeks to assess the timeliness of carrying out such a
project for the four countries concerned. The benchmark used is the economic analysis conducted at
appraisal to determine the economic rate of return at completion. The comparative analysis of the
‘no-project’ and ‘with project’ scenarios is based on the economic assessment of additional
production generated by the project, taking into account mostly agricultural and animal production
including the cheese industry and forestry production.
The economic rate of return is calculated, while maintaining the 15-year economic period adopted
at appraisal and based on the following factors:
- Income from additional agricultural and animal production, including the cheese industry
and forest production. Income from additional production in the very uncertain handicraft sector is
excluded from the calculation.
- Costs include additional investment and operating expenses incurred by stakeholders
(project, beneficiary) such as:
Expenses incurred by the project unit (investment and overheads) ;
Heavy infrastructural investments (water management infrastructure, irrigation schemes,
paths);
Agricultural and forestry operating expenses borne by project beneficiaries. Also included
are plant renewal costs over a 15-year period, considering a depreciation ratio of 20% yearly.
The analysis comprises the following 3 steps:
- Estimating economic prices
- Calculation of additional cash-flow and economic rate of return for the actual situation
- Sensitivity test assuming that charges probably rise 10%, revenue falls 10% and charges increase
10% alongside a 10% fall in revenue.
6.2 Estimating economic prices
Since ERR was calculated for the four countries’ national economies and not from point of view of
the farmers, the financial prices were corrected and transformed into economic prices.
Development of additional production
Reference prices were calculated based on world market prices. The prices were converted into:
- CIF price at the farm-gate stage by adding the cost of transportation and marketing within
the project area, for products consumed regionally such as sorghum, maize, rice and (parity import
price).
- CIF price at the wholesale stage in capital cities for products consumed outside the project area
such as beef, meat of small ruminants and poultry.
- FOB price at the farm-gate stage by factoring in the cost of handling, transportation,
warehousing and taking into account the processing ratio for products likely to be exported such as
groundnuts and cotton.
34
Products Price (in CFAF) Unit of Measure
Maize 130 kg
Sorghum/Millet 125 kg
Paddy 110 kg
Beef 1,700 kg
Meat of sheep 2,000 kg
Poultry meat 950 kg
Milk 300 litre
Seed cotton 300 kg
Groundnuts 125 kg
Timber 25,000 m³
Honey 1,500 litre
Effect on Animal Production
- Production in kg of meat is obtained using the subjects’ average weight, the off-take rate per
herd (number of saleable heads in the herd). The off-take rates at appraisal were maintained - 12%
for cattle, 30% for sheep/goats and 63% for poultry.
- Operating expenses were evaluated at 30% of revenue for cattle, sheep/goats and poultry and at
20% for milk. Other costs linked to slaughtering, transportation to the loading port and financial
charges are already incorporated in the economic price.
Impact on Animal Production in the Project Area
Production “Without Project”
Production
“With Project”
Production
Additional
Production
Cattle (in tons of beef) 26,144 32,130 5,986
Sheep/goats (in tonnes of
meat)
45,129 49,800 4,671
Milk extracted (in thousands of
litres)
217,871 276,000 58,129
Poultry (in tonnes of meat) 91,323 103,000 11,677
Honey 0 27,600 27,600
Effect on Agricultural and Forestry Production.
- Operating expenses were estimated at 25% for cereals and 30% for groundnuts and cotton.
- Insurance, processing and collection charges and the import port tax are already included in the
economic price.
- Since additional forestry production at completion is virtually nil, only production in the
baseline reference period (increased by 1%) was considered due to the natural growth of forests
even if no development was carried out.
Impact on Agricultural Production in the Project Area
Enterprises “Without Project”
Production
“With Project”
Production
Additional
Production
Cereals (sorghum, millet, maize, rice
paddy)
32,792 39,077 6,285
Cotton (in tonnes) 8,807 8,953 146
Groundnuts 13,696 20,057 6,361
35
Impact on Forestry Production in the Project Area
Products “Without
Project”
Production
“With Project”
Production
Additional
Production
Sawn lumber 33,742 34,079 337
Dressed timber (m3) 22,495 22,720 225
Fuel wood (m3) 1,068,493 1,079,178 10,685
6.3 Calculation of Cash Flow
The project’s cash flow was calculated over a period of 15 years, making a distinction between:
- the additional margins generated by the project and corresponding to the balance between
the additional production and the investment (initial and renewal) and operating expenses incurred
by operators affected by the project.
- the costs borne by the project, be they investment, operating or credit costs.
The margin of economic viability is 11.69%, which falls short of the expected margin of 19.82%.
This situation is due to several factors:
- most irrigation schemes planned by the project were not achieved due to the fall in the
value of the Unit of Account;
- activities geared towards production, such as cheese factories, were not implemented due
to insufficient resources;
- The revolving credit system, which was supposed to offer operators of the zone a
mechanism for financing production, never became truly operational. In localities such as
Koundara, agricultural equipment was not adapted to the farming techniques traditionally used.
Besides, the interest rate was considered exorbitant and the agricultural equipment loan faced
competition from far cheaper local tools or the free distribution of equipment provided by the State
or other partners.
6.4 Project Sensitivity Analysis
The aim of sensitivity tests is to measure projects’ margin of economic viability in case of variation
of costs (operating) and performance (output) in relation to assumptions adopted in the baseline
case. The following table indicates the economic rate of return obtained for each assumption.
Project
Sensitivity
Basal Standard 10% Increase in
Charges
10 Drop in Revenue 10% Drop in
Output
ERR 11.69% 10.86% 7.93% Negative
- If operating expenses increase by 10%, the ERR drops from 11.69% to 10.86%, but this decrease will
not fundamentally impact on the project’s margin of profitability if only productive investments are
considered.
- If revenue falls by 10% due to a fall in production and lower prices of cereals or meat, the economic rate
of return will be 7.93%, showing that the project is more sensitive to a fall in revenue than to an increase in
operating expenses.
- In case output falls by 10%, the project’s profitability margin will be negative. This is due to the fact that
if output increases only slightly or not at all, the project area operators will have no interest to commit
additional expenditure as advocated by the project to procure agricultural equipment on credit or themselves
construct access ramps for animals etc.
36
Table: Calculation of the Rate of Return
Headings/Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
A. IMPROVEMENT OF
PRODUCTION- 0 0 0 969529100 383850646 695943728 2403099322
B. IMPROVEMENT OF
ROAD INFRASTRUCTURE - - - - - - 832561212
C. SUPPORT MEASURES - - 138997175 147014375 200414481 239518895 276297483 0 0 0 0
D. STUDEIS AND
TECHNICAL ASSISTANCE
- - 172081480 100308391 144182371 22907257 56780598
F.PROJECT
MANAGEMENT 284274617 476308482 573785035 677657455 502068497 622779565 377854211
Investment and Renewal 284274617 476308482 884863690 1894509321 1230515995 1581149445 3946592826 7000000 7000000 7000000 7000000 7000000 7000000 7000000 7000000
Operating Expenses:
Agricultural Prod. 0 0 0 0 438037500 438037500 438037500 438037500 438037500 438037500 438037500 438037500 438037500 438037500 438037500
Operating Expenses: Animal Prod.
0 0 0 0 1702985 1702985 1702985 1702985 1702985 1702985 1702985 1702985 1702985 1702985 1702985
Operating Expenses:
Operators 0 0 0 0 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485
Additional Revenue : Farm Plantations
0 0 0 0 1867000000 1867000000 1867000000 1867000000 1867000000 1867000000 1867000000 1867000000 1867000000 1867000000 1867000000
Additional Revenue :
Livestock 0 0 0 0 84375850 84375850 84375850 84375850 84375850 84375850 84375850 84375850 84375850 84375850 84375850
Total Additional Revenue 0 0 0 0 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850
Additional cash-flow to be
updated -284274617 -476308482 -884863690 -1894509321 281119370 -69514080 -2434957461 1504635365 1504635365 1504635365 1504635365 1504635365 1504635365 1504635365 1504635365
ERR 11,69%
Headings\Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
PROJECT SENSITITIVTY ANALYSIS
10% increase in charges
Investment 284274617 476308482 884863690 1894509321 1230515995 1581149445 3946592826 7000000 7000000 7000000 7000000 7000000 7000000 7000000 7000000
Operating Expenses 0 0 0 0 483714534 483714534 483714534 483714534 483714534 483714534 483714534 483714534 483714534 483714534 483714534
Additional Revenue : Farm
Plantations 0 0 0 0 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850 1951375850
Additional Cash Flow to be
updated 0 0 0 0 1467661317 1467661317 1467661317 1467661317 1467661317 1467661317 1467661317 1467661317 1467661317 1467661317 1467661317
NPV -284274617 -476308482 -884863690 -1894509321 237145322 -113488129 -2478931510 1460661317 1460661317 1460661317 1460661317 1460661317 1460661317 1460661317 1460661317
ERR 10,86%
Headings/Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
10% Drop in Revenue
Investment 284274617 476308482 884863690 1894509321 1230515995 1581149445 3946592826 7000000 7000000 7000000 7000000 7000000 7000000 7000000 7000000
Operating Expenses 0 0 0 0 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485
37
Revenue : Plantations 0 0 0 0 1756238265 1756238265 1756238265 1756238265 1756238265 1756238265 1756238265 1756238265 1756238265 1756238265 1756238265
Additional Cash Flow to be
updated 0 0 0 0 1316497780 1316497780 1316497780 1316497780 1316497780 1316497780 1316497780 1316497780 1316497780 1316497780 1316497780
NPV -284274617 -476308482 -884863690 -1894509321 85981785 -264651665 -2630095046 1309497780 1309497780 1309497780 1309497780 1309497780 1309497780 1309497780 1309497780
ERR 7.93%
Headings/Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
10% Drop in Performance 0 0 0 0 0 0 0 0 0
Investments and Renewal 284274617 476308482 884863690 1894509321 1230515995 1581149445 3946592826 7000000 7000000 7000000 7000000 7000000 7000000 7000000 7000000
Operating Expenses:
Agricultural Prod. 0 0 0 0 438037500 438037500 438037500 438037500 438037500 438037500 438037500 438037500 438037500 438037500 438037500
Operating Expense: Animal
Prod. 0 0 0 0 1702985 1702985 1702985 1702985 1702985 1702985 1702985 1702985 1702985 1702985 1702985
Total Additional Operating
Expenses 0 0 0 0 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485 439740485
Additional Revenue : Farm
Plantations 0 0 0 0
-
1916360000
-
1916360000 -1916360000
-
1916360000 -1916360000 -1916360000 -1916360000 -1916360000 -1916360000 -1916360000
-
1916360000
Additional Revenue :
Livestock 0 0 0 0 0 88515850 88515850 88515850 88515850 88515850 88515850 88515850 88515850 88515850 88515850
Flow of Benefits 0 0 0 0
-
1916360000
-
1827844150 -1827844150
-
1827844150 -1827844150 -1827844150 -1827844150 -1827844150 -1827844150 -1827844150
-
1827844150
Additional Cash-Flow to be
updated -284274617 -476308482 -884863690 -1894509321
-
3586616480
-
3848734080 -6214177461
-
2274584635 -2274584635 -2274584635 -2274584635 -2274584635 -2274584635 -2274584635
-
2274584635
IRR #DIV/0!
