Niger Tahoua Region Water Harnessing Project (PMET) Completion Report (PCR) 8871 Niger. EN

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AFRICAN DEVELOPMENT FUND

NIGER
TAHOUA REGION WATER HARNESSING PROJECT
(PMET)
SAP No.: P-NE-AAC-002
Loan No. 2100150000756

PROJECT COMPLETION REPORT

Agriculture and Agro-Industry Department (OSAN)

October 2008

TABLE OF CONTENTS
Page
Acronyms and Abbreviations, Exchange Rate, Basic Data, Logical Framework ___________ i-vi
EXECUTIVE SUMMARY ________________________________________ vii-ix
1.
INTRODUCTION __________________________________________________ 1
2.
PROJECT OBJECTIVES AND FORMULATION _________________________ 1
2.1
PROJECT OBJECTIVES __________________________________________________ 1
2.2
PROJECT DESCRIPTION _________________________________________________ 1
2.3
PROJECT ORIGIN AND FORMULATION ___________________________________ 2
3.
PROJECT IMPLEMENTATION ______________________________________ 3
3.1
LOAN EFFECTIVENESS AND PROJECT START-UP _________________________ 3
3.2
MODIFICATIONS _______________________________________________________ 3
3.3
IMPLEMENTATION SCHEDULE __________________________________________ 4
3.4
REPORTING ___________________________________________________________ 4
3.5
PROCUREMENT ________________________________________________________ 4
3.6
PROJECT COST, SOURCES OF FINANCE AND DISBURSEMENTS _____________ 5
4.
PROJECT OUTCOMES AND PERFORMANCE ____________________________ 5
4.1
OUTCOMES BY COMPONENT ___________________________________________ 5
4.2
INSTITUTIONAL PERFORMANCE _______________________________________ 11
4.3
PERFORMANCE OF CONSULTANTS, CONTRACTORS AND SUPPLIERS__ ____ 12
4.4
FINANCIAL PERFORMANCE ____________________________________________ 12
4.5
ECONOMIC PERFORMANCE ____________________________________________ 13
5.
PROJECT SOCIAL AND ENVIRONMENTAL IMPACT ___________________13
5.1
SOCIAL IMPACT ______________________________________________________ 13
5.2
ENVIRONMENTAL IIMPACT ____________________________________________ 14
6.
PROJECT VIABILITY______________________________________________14
7.
PERFORMANCE OF THE BANK ,THE BORROWER AND WFP ___________15
7.1
PERFORMANCE OF THE BANK _________________________________________ 15
7.2
PERFORMANCE OF THE BORROWER ____________________________________ 15
7.3
PERFORMANCE OF WFP _______________________________________________ 15
8.
OVERALL PERFORMANCE AND RATING ___________________________ 16
9.
CONCLUSIONS, LESSONS LEARNT AND RECOMMENDATIONS ________16
9.1
CONCLUSIONS ________________________________________________________ 16
9.2
LESSONS LEARNT _____________________________________________________ 16
9.3
RECOMMENDATIONS _________________________________________________ 18
LIST OF ANNEXES
Annex 1
Annex 2
Annex 3
Annex 4
Annex 5
Annex 6
Annex 7
Annex 8

Project Location Map
Summary Table of Project Outcomes
Project Disbursements
Evaluation of Economic Rate of Return (ERR)
List of Major Contracts Awarded under the Project
Performance Assessment and Rating
Matrix of Recommendations and Follow-up Measures
Sources of Information

This report was prepared by Mr. M. X. BOULENGER (Rural Engineer), and a Consultant/Agronomist, following a
mission to Niger, in March 2008. Questions on this document should be referred to the authors of the report, or Mr. D.
KEITA, Acting Division Manager, OSAN.2 (ext. 2086).
_______________________________________________________________________________________________________________

ACRONYMS AND ABBREVIATIONS

ABC-Ecologie
ADB
ADF
BCEAO
BD
BEEEI
CNCR
COFO
COFOB
DAERA
DEP
DFS
DWS
EIG
ERR
ESMP
IHC
INRAN
LGS
MDA
MEF
MFI
NGO
PADAZ
PADL-Diffa
PCR
PED
PIP2
PMET
PMU
PO
PRS
PVDT
RBCSP
RDS
SC
SICR
SP/CR
SWC/SPR
SYSCOA
UA
WFP

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Association for Community Welfare and Ecology (NGO)
African Development Bank
African Development Fund
Central Bank of West African States
Bidding Documents
Environmental and Impact Assessment Agency
National Rural Code Committee
Land Commission
Local Land Commission
Department of Rural Agriculture Development and Equipment
Department of Research and Planning
Decentralized Financial System
Drinking Water Supply
Economic Interest Group
Economic Rate of Return
Environmental and Social Management Plan
Integrated Health Centre
Niger National Institute Agricultural Research
List of Goods and Services
Ministry of Agricultural Development
Ministry of Economy and Finance
Micro-Finance Institution
Non-Governmental Organization
Zinder Region Agricultural Development Project
Diffa Region Local Development Support Project
Project Completion Report
Preliminary Engineering Design
Private Irrigation Promotion Project – Phase II
Tahoua Region Water Harnessing Project
Project Management Unit
Producer Organization
Poverty Reduction Strategy
Dosso and Tillaberi Regions Water Resource Development Project
Results-Based Country Strategy Paper
Rural Development Strategy
Steering Committee
Rural Credit Intermediation Service (Kokari)
Permanent Secretariat of the Rural Code
Soil and Water Conservation/Soil Protection and Restoration
West African Accounting System
Unit of Account
World Food Programme

CURRENCIES AND MEASURES
Currency Unit: CFA
UA

At Appraisal (March 1998)
820.791

On Completion (June 2007)
737.656

ANNUAL AVERAGE EXCHANGE RATE TREND
Year

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

CFAF/UA

787

889.8

968

933.4

874.9

798.4

757.8

793.8

749.3

706.6

100%

113%

123%

119%

111%

101%

96%

101%

95%

90%

These exchange rates represent the annual averages for the period indicated.

ii
BASIC PROJET DATA
1.
2.
3.
4.
5.
6.
7.

Country
Project
Project No.
Loan No.
Borrower
Beneficiaries
Executing Agency

LOAN
1.
2.
3.
4.
5.
6.
7.
8.

:
:
:
:
:
:
:

Niger
TAHOUA REGION WATER HARNESSING PROJECT
P-NE-AAC-002
2100150000756
Government of Niger
Inhabitants of Tahoua region
Management Unit, Rural Engineering Department, Ministry of
Agriculture

Amount (in UA)
Service Charge (%)
Commitment Fee (%)
Repayment Period
Grace Period
Approval Date
Signature Date
Effectiveness Date

7.950.000
0.75
0.50
50 years
10 years
15/07/1998
12/11/1998
07/04/1999

PROJECT DATA
1.

Total Cost and Financing Plan (in million UA)

Sources
ADF
GOVERNMENT
BENEFICIARIES
WFP
TOTAL
2.
3.
4.
5.

C.
1.
2.

3.
4
5.
6.
7.
8.

F.E.
5.89
0.00
0.00
5.89

At Appraisal
L.C.
2.06
0.80
0.22
3.08

On Completion
Total
7.95
0.84
0.59
1.04
10.42

Tot.
7.95
0.80
0.22
8.97

Effective date of first ADF disbursement
Effective date of last disbursement
Start-up date of project implementation activities
Completion date of project implementation activities

30/03/2001
09/08/2007
March 2001
30/06/2007

PERFORMANCE INDICATORS
Cancellation (in UA million)
Time Underrun/Overrun
Slippage on effectiveness
Slippage on completion date
Slippage on last disbursement
Number of extensions of the last disbursement date
Project implementation status
List of verifiable indicators
Institutional performance
- Bank
- Gov.
Performance of Consultants
Performance of Contractors
Economic Rate of Return (ERR)
20% (appraisal)

:
:
:
:
:
:
:
:
:
:
:

0.00
- 1 month
+ 2.5 years
+ 26 months
2
Completed
cf. Annex 2
satisfactory
satisfactory
satisfactory
average (delays)
13.1% (completion)

iii

MISSIONS
Date

Mission

2-20 Aug. 1999
25 June – 16 July
2001
21-30 December
2001
15-25 October 2002
29 Sep. – 14 Oct.
2003
17-25 November
2004
9-10 April 2005
17-19 June 2005
24-25 September
2005
23 May – 06 June
2006
19 Sep. – 3 Oct.
2006
24 Apr – 12 Mar
2007
3 – 18 March 2008

No. of Pers.

Composition

H/j

Identification
Preparation
Appraisal
Launching

Rural Engineer + Agronomist

Supervision

Agronomist TM + Livestock Expert

Supervision

Environmentalist

Supervision

Agronomist

Supervision

Agronomist

Supervision

Agronomist

Supervision
Supervision

1
1

Livestock Expert
Disbursement Officer

2
3

Supervision

Rural Engineer

Supervision*

Disbursement Officer

Supervision*

Rural Engineer + Credit Specialist

Supervision*

Rural Engineer

Completion

Rural Engineer + Agronomist

*: ADB supervision mission involving several rural sector projects, including PMET
E.

ADF LOAN DISBURSEMENTS (UA)
Estimate at
Appraisal
7 950 000
0

Total Disbursed
Amount Cancelled

Annual Disbursements

Year
1999
2000
2001
2002
2003
2004
2005
2006
2007
TOTAL

Estimated
1 200 000
2 900 000
3 010 000
360 000
440 000

7 950 000

Actual Amounts
7 950 000
0

Completed
0
0
410 000
910 000
2 470 000
1 510 000
1 670 000
730 000
250 000
7 950 000

Disbursed
%
0%
0%
5.2%
11.4%
31.1%
19.0%
21.0%
9.2%
3.1%
100%

Percentage
(%)
100
-

Total
Disbursed
%
0%
0%
5.2%
16.6%
47.7%
66.7%
87.7%
96.9%
100.0%

iv
FINAL LOGICAL FRAMEWORK
HIERARCHY OF
OBJECTIVES
SECTOR GOAL
Contribute to poverty reduction
through improved food security
and living conditions in the
Tahoua Department
PROJECT OBJECTIVES
1. Increase agricultural and
animal production

OBJECTIVELY VERIFIABLE INDICATORS

AT APPRAISAL
1.Improved food production

ON COMPLETION
1. The Project contributed to improved food
production

2. Improved incomes

AT APPRAISAL

ON COMPLETION

1. Status and supervision reports
2. Departmental statistics

2. The incomes of the Project‟s beneficiaries
increased
1.1 -8.290 tonnes of millet and
sorghum, 1740
tonnes
of
cowpeas, 5365
tonnes
of
vegetables and 150 tonnes of
cotton products.
- 2 450 cattle, 21 660 sheep and
17 260 goats (additional)

ASSUMPTIONS/RISKS
MEANS OF VERIFICATION

1.1 -7.200 tonnes of millet/sorghum yearly
following SWC/SPR; 8.600 tonnes of
vegetables;

3. Reports of departmental and
administrative services
Normal
rainfall

Report of technical services

1.2 1 539 farmers organized and
settled

1.2 14. 286 smallholdings covered including
2 017 farmers organized into POs

1.3 Promotion of rural activities

1.3

1.1 Four water harnessing structures
built
at
Kounkouzout,
Gounfara, Adouna and Karaji,
allowing the development of
720 ha flood recession cropping
areas
1.2 Kounkouzout
structure
developed for gravity irrigation,
over 90 ha, flood recession
cropping, over 70 ha
1.3 Fifth dam with capacity of
830.000 m3 built at Anekar for
stock watering
1.4 Erosion control works to protect
structures through the planting
of trees on 80 ha
1.5 7 km of bank protection works
carried out at Kounkouzout and
Anekar

1.1 Eight structures built including at Karadji
Nord, Lilango, Alibou, Minao, BagayeKounkouzout, and Adouna in Tahoua
Department and two weirs at Gounfara,
in Konni Department.
1.2 Gravity irrigation option dropped.
Kounkouzout dam replaced by 3 flood
diversion weirs (Kounkouzout, Alibou
and Minao)
1.3 Abandonment of the Anekar dam, which
became too costly following the
expansion of the kori. To compensate,
cemented pastoral wells built
1.4 A 10 ha-plantation developed along 11
km around the Adouna water retention
structure. Use of mainly hard protective
materials
1.5 1735 ml of longitudinal gabion
protection, 2 gabion weirs, 1 cyclopean
concrete weir and 4 gabion evacuation
dykes enabled the protection of 11.5 km
of kori banks;

The project set up: 217 POs, 6 PO
Unions, 7 Cooperatives, 16 Management
Committees, or a total of 246 producer
organizations

and

Harmonious management
of rural areas

Departmental statistics
- Non-estimated increase in animal
production

climate

Periodical project reports
Technical themes adopted by
producers

Monitoring-evaluation reports
Completion report
Reports
of
departmental
administrative services

OUTPUTS
1. Construction
and
management of 5 hydraulic
structures (dams and weir)

Cost of structures remains
reasonable
Completion reports and reports of
operation of structures
Progress,
supervision
completion reports

and

Mid-term review report
Final evaluation report
Country and Bank completion
reports

v
HIERARCHY OF
OBJECTIVES

OBJECTIVELY VERIFIABLE INDICATORS

ASSUMPTIONS/RISKS
MEANS OF VERIFICATION

AT APPRAISAL

ON COMPLETION

2. Implementation of SWC/SPR
works

SWCSPR works undertaken, allowing
the reclamation and protection of the
2.425 ha distributed/

8,871 ha developed and protected with the
support of WFP, which provided food supplies

3. Improvement of cropping
and stockbreeding practices

Three-year research and development
agreement signed with INRAN

Agreement signed with INRAN allowing
implementation of R&D programme for the
benefit of beneficiaries

Signed
agreement
INRAN activity reports

and

4. Supervision, training and
equipping of farmers,
stockbreeders and women

Technical supervision put in place,
allowing participatory training for
1,539 farmers

The Project established: 217 POs, 6 PO
Unions, 7 market gardeners cooperatives, 16
input shops, or a total of 246 bodies

Status,
supervision
completion reports

and

Status,
supervision
completion reports

and

Status,
supervision
completion reports

and

Status,
supervision
completion reports

and

AT APPRAISAL

ON COMPLETION

169 contact groups trained under extension
programme
About 20 groups engaged in seed production
2,506 listeners registered for literacy classes of
whom 657 declared literate;
Staff of technical departments and of ABC Ecologie NGO trained
5 Setting up of guarantee fund

6. Land development

7. Establishment of socioeconomic and rural
infrastructure

Guarantee fund of CFAF 150 million
deposited at local banks to provide
credit to rural organizations for the
financing of short- or medium-term
activities

Guarantee fund of CFAF 180 million
deposited at SONIBANK. Loans amounting to
a total of CFAF 953 893 725 distributed by
KOKARI to project beneficiaries, who have
repaid up to 97%.

720 ha of flood recession crops
11.490 ha of intense rain-fed crops
cultivated yearly under the Project

998 ha of flood diversion or flood recession
land are available and 8.871 ha of land have
been reclaimed through half-moon works and
stone-piling. Technical supervision is provided
for the other irrigated areas (an estimated
8.000 ha)

7.1 41 km of tracks rehabilitated

7.1 Three tracks totalling 37.2 km
rehabilitated and access to 8 villages
improved

7.2 15 community stores built
7.3 Five wells equipped with
mechanical pumps, 10 wells
with manual pumps and 45
village and pastoral wells built
by Project, and management
teams for these facilities trained
7.4 Concrete measures implemented
in favour of women in the area
of health, organization and

7.2 14 community stores built in semi-hard
material and old store rehabilitated.
These 15 units used as input shops
7.3 84 cemented and equipped shallow wells
sank, 61 of which were positive, and 2
mini-DWS units constructed at Bagaye
and Gounfara. The management
committees for the two mini-DWS units
are operational
7.4 Ten health huts planned built, equipped

KOKARI and other communitybased financial services continue
to provide loans
A disaster fund is set up over time

The Government has organized
minimum technical supervision
for Project beneficiaries

Management committees are
supervised, receive training and
remain competent

vi
HIERARCHY OF
OBJECTIVES

OBJECTIVELY VERIFIABLE INDICATORS

AT APPRAISAL
credit

8. Other support measures

8.1 Two land commissions set up in
Tahoua
and
Birni
Konni
Departments
8.2 Agreement
signed
with
Environmental
and
Impact
Assessment Agency (BEEEI) to
ensure proper environmental
monitoring of Project activities

9 Setting up of
Implementation Unit

Project

ON COMPLETION

ASSUMPTIONS/RISKS
MEANS OF VERIFICATION

AT APPRAISAL

ON COMPLETION

ADF/Gov loan agreement signed

Timely signing of loan agreement

Active ADB-NIGER cooperation

Project completion report

Active
participation
beneficiaries

Contribution of beneficiaries
assessed in terms of labour
provided: 886.000 workdays (500
F/day from ADF and 250F/day
from beneficiaries)

and stocked with initial supply of
consumables and medicines. Bagaye
and Adouna IHC also equipped by
Project.

8.1 Two land commissions set up, and
equipped with one vehicle each.
Assisted with creation of 142 local land
commissions (COFOB) including 48 in
Project area

Status,
supervision
completion reports

and

8.2 Project environmental impact assessment
produced in 2003, followed by ESMP, to
be implemented and monitored by
BEEEI. Training sessions organized at
technical level as well as among
population

9.1 PMU comprising Director, 5
local management staff and
technical assistance staff set up

9.1 Management
unit
established
in
accordance with planned arrangements

9.2 Office building constructed and
equipment procured in Tahoua
for PMU

9.2 Project offices built and equipped in
Tahoua.

KEY ACTIVTIES

RESOURCES

1.DEVELOPMENT
2.IMPLEMENTATION
3. SUPPORT MEASURES
4. PROJECT UNIT

ADF: UA 7.95 million
Government: UA 0.80 million
Beneficiaries: UA 0.22 million

ADF: UA 7.95 million
Government: UA 0.84 million
Beneficiaries: UA 0.59 million
WFP : UA 1.04 million

Total: UA 8.97 million

Total : UA 10.42 million

ADF supervision

vii
EXECUTIVE SUMMARY
1.

INTRODUCTION

To address the issue of unstable weather conditions and other serious threats to food
security, the Niger Government has placed the harnessing of water resources at the heart of
actions to promote poverty reduction. The Tahoua Region Water Harnessing Project
(PMET), identified in 1990, was one of the first attempts by the Government directed at
implementing this policy. The Project was prepared with the support of the Bank, which
financed the run-off water harnessing study in the three regions of Niger worst hit by
drought: Tahoua, Zinder and Agadez. The population was closely involved right from the
preparatory phase of the Project whose design was based on the construction of easy-tomanage erosion control protective and small hydraulic structures (dams and weirs). The fiveyear PMET was aimed ultimately at the management and development of 720 ha of irrigated
farming and 11.490 ha of rain-fed agriculture, and increased livestock production. The ADF
loan, amounting to UA 7.95 million, was approved on 15 July 1998 and became effective on
7 April 1999. However, field implementation could not effectively take off until March 2001,
owing to the suspension of disbursements imposed on Niger from August 1999 until
February 2001.
2.

PROJECT OBJECTIVES

The PMET‟s sector goal was to contribute to poverty reduction by improving food
security and living conditions in the Tahoua Region. The specific objective of the Project was
to increase agricultural and livestock production. It was intended to contribute to the
conservation and restoration of the environment, and help improve living conditions in the
project area.
3.

PROJECT PERFORMANCE

Apart from the delay resulting from the suspension of disbursements imposed on
Niger, the Project was implemented under highly satisfactory conditions thanks to the
outstanding mobilization of government services, the beneficiaries and the Bank, coordinated
and led by a dynamic and competent Project Unit. In its area of intervention, PMET has
made significant strides towards achieving its objective of poverty reduction and improving
the living conditions of the population, particularly improved food security for a population
of over 100,000 habitants. The key expected physical outputs of the Project have been
achieved and even largely exceeded with an overall highly satisfactory quality and
encouraging prospects for sustainability. In addition to the capacity building of the
beneficiary population and support to local development, the Project outputs and activities
have laid the groundwork for sustainable development and helped to meet priority needs.
This overall good performance translates into a ranking of 3.6 out of 4 on completion.
4.

LESSONS LEANT AND RECOMMENDATIONS

4.1

Lessons Learnt

The PMET‟s success lies in a number of pillars, including mainly: the implementation
of simple technical solutions to essential problems, the systematic application of a
participatory approach and the development of partnerships, the involvement and

viii
empowerment all stakeholders, the high calibre and professionalism of the Project
Management Unit staff, the time invested in developing the facilities and support provided
the producers as well as the good responsiveness of the Bank. The excellent implementation
of the credit component (97% recovery) constitutes an exceptional success, in the general
context of the usual known difficulties involved in access to and recovery of credit in rural
areas. The putting in place of an effective intermediation service close to the producers
contributed to a large extent to the results obtained. The poor organizational and financial
capacity of local and national public works enterprises constitutes an impediment to the
proper development of the irrigation sub-sector. It is essential for the Government and
development partners to consider building the capacity of the enterprises and facilitating
access to equipment credit. To ensure the sustainability of the PMET‟s gains, it is also
imperative for the government decentralized technical departments to continue monitoring
activities in the field while capitalizing on the results obtained.
4.2

Recommendations

In view of the results and lessons observed upon completion of the PMET, the
following is recommended:




The Bank:
i)

ensure, through all available channels of communication, extensive
dissemination of the good outcomes of the PMET.

ii)

support the Government of Niger to capitalize and build on the successes
achieved through the Project‟s interventions, in order to ultimately
promote a real national strategy in the harnessing of water resources.

iii)

take into account the successful PMET experience in rural credit, and
compare it to other credit financing mechanisms supported by the Bank,
in order to determine the extent and manner in which this experience
could be customized, developed and reproduced.

iv)

consider the potential of the Tahoua region and the needs expressed for
the harnessing of water resources and for improved access to remote
areas, and envisage a study for a second phase that is based on the
lessons and achievements of the PMET.

examine, within the framework of its cooperation with the Republic of
Niger, the ways and means of contributing to strengthening and
equipping small and medium-scale enterprises involved in irrigation
works.

The Borrower:
i)

make all the necessary arrangements to settle, as soon as possible and
no later than 31 December 2008 the unpaid balance on four contracts
still owed some national enterprises, amounting to a total of CFAF
57,047,513.

ii)

iii)

take the necessary measures at the different sites to ensure a simple
hydrometric monitoring of the water flow, water surface and
groundwater of the harnessing structures built.

iv)

promote in areas with water bodies the production of agro-forestry
plants, to be procured by projects or NGOs, for the indispensable
reforestation of denuded catchment areas, as part of combating
desertification.

ensure at the regional and national levels, the extensive dissemination
of the PMET‟s results while developing the capitalization of the
PMET‟s experience in water harnessing, in coordination with the other
Bank-financed rural development projects (PADAZ, PADL Diffa and
PVDT).

vi)

make every effort to maintain the sustainability of the PMET credit
component, through the implementation and close monitoring of the
memoranda of understanding signed with SONIBANK and KOKARI.

vii)

promote the development and capacity-building of national enterprises
specialized in irrigation schemes, in liaison with development partners,
through training activities and easier access to equipment credit.

INTRODUCTION

1.1
Niger‟s natural resources, as is the case with other Sahel countries, have in recent
decades been subjected to the harmful effects of persistent drought and substantial population
pressure. The country‟s cereal balance, which was positive until the early 1970s, became
negative from the end of the 1980‟s. With regard to animal resources, successive droughts
and the deterioration of grazing grounds and production systems have taken a heavy toll on
performance. Concerning the environment, the situation is marked by declining plant life and
overexploitation of forests. The water resource potential is considerable, but the harnessing
and exploitation of this resource remains limited. In a bid to address the problem of unstable
weather conditions and other serious threats to food security, the Niger Government has
placed the harnessing of water resources at the heart of actions to promote poverty reduction.
The Tahoua Region Water Harnessing Project (PMET), identified in 1990, was one of the
first attempts by the Government directed at implementing this policy.
1.2
At appraisal in 1998, the sector goal of the Project was in keeping with the Bank‟s
strategy and with that of the Government, for whom the agro-silvo-pastoral sector was vital
to Niger‟s economic and social development. The objectives set out then are still relevant to
the national and sector strategies adopted when the loan agreement was signed, as evidenced
in the Poverty Reduction Strategy (PRS, 2002) and the Rural Development Strategy (RDS,
2003). In the last decade, the Bank has paid special attention to the rural sector, through
environmental protection and surface water harnessing projects. As at March 2008, the
Bank‟s portfolio in Niger contained 15 operations, including 3 in the rural sector, which
account for 27.2% of the total financing for the active portfolio. These actions, focused on
rural development and the strengthening of infrastructure, are in keeping with its poverty
reduction intervention strategy and consistent with the national poverty reduction and rural
development policies and strategies.
1.3
This completion report was prepared nine months after the closing of the Project, and
is based on the Bank‟s supervision reports, documentation provided by PMET and, in
particular, the Project mid-term review and final evaluation reports, as well as information
gathered from government representatives, partners and project beneficiaries, during the field
mission to Niger from 2 to 18 March 2008.
2.

PROJECT OBJECTIVES AND FORMULATION

2.1

Project Objectives

The PMET‟s sector goal was to contribute to poverty reduction by improving food
security and living conditions in the Tahoua Region. The specific objective of the Project was
to increase agricultural and livestock production. It was intended to contribute to the
preservation and restoration of the environment, and help improve living conditions in the
project area.
2.2

Project Description

2.2.1 The five-year PMET was intended to put up hydraulic structures (small dams
weirs), for the development and improvement of 720 ha of irrigated crops and 11,490 ha
rain-fed crops, as well as the development of animal production including an increase
livestock numbers (2,450 cattle and 39,000 of sheep and goats). Originally, five sites

or
of
in
in

2
Tahoua Department (now a region) were identified, following a preparatory study conducted
in 1992 and financed by the Bank‟s Technical Assistance Fund. Four sites were located
respectively at Kounkouzout, Adouna, Karaji and Anekar, in the Tahoua District (now a
Department) and one at Gounfara, in the Birni-Nkonni District (now a Department). Three of
the irrigation schemes developed from the construction of the structures (Kounkouzout,
Adouna and Karaji) are under off-season crops, upstream and downstream from these
structures. The Kounkouzout scheme was also intended to be farmed downstream using
irrigation. The Gounfara scheme was designed to be continuously watered by a series of
weirs. The Anekar site, on its part, was to be exclusively reserved for pastoral purposes.
2.2.2 The Project had four main components: (i) Development, (ii) Implementation, (iii)
Support Measures, and (iv) Project Unit. The main outputs envisaged were: (i) construction
of five rural water supply structures with variable characteristics (small dams and weirs), (ii)
development of 90 ha of gravity-irrigated areas and of 720 ha of irrigated and flood recession
crops, (iii) rehabilitation of 43 km of tracks, (iv) SWC works on 2,425 ha and development of
80 ha of plantations, (v) intensification of rain-fed cropping on 11,490 ha., (vi) construction
of 15 boreholes and 45 village and pastoral wells, (vii) training and technical supervision of
farmers, (viii) promotion of measures in favour of women, (ix) establishment of two land
commissions, and (x) setting up of a guarantee fund to facilitate associations‟ access to credit.
2.3

Project Origin and Formulation

2.3.1 PMET, identified in 1990, was aimed at the optimal management of water resources
while taking into account the effects of the degradation of natural resources and the need to
preserve and develop the productive capital of this area. The Project was prepared with the
support of the Bank, which financed the study on run-off water harnessing in the three
regions of Niger worst hit by drought: Tahoua, Zinder and Agadez. Ten micro-dams were
selected from the 25 sites considered priority, and had feasibility studies conducted on them,
taking into consideration the priority needs expressed by the population. Half of the 10 sites
studied at the feasibility stage were located in Tahoua Department, and were selected for
development under this Project. Appraisal of the Project could only be conducted five years
after the completion of the studies owing mainly to the sanctions imposed on Niger in the
mid-1990s.
2.3.2 The project area is characterized by very advanced soil degradation, resulting from
water and wind erosion as well as deforestation. Villages in the area suffer from chronic
water shortage and, during the dry season, very long distances have to be covered in search of
rare wells to supply water to the population and livestock. The project design thus opted for
erosion control while favouring the spreading of water in the valleys to facilitate flood
recession and off-season cropping while organizing soil protection and restoration (SPR) and
soil and water conservation (SWC) for improved rain-fed agriculture yields and fodder
supply. The population was closely involved in the Project‟s preparatory phase. The Project
also made provision for a physical contribution from the population for certain works and
financial participation for maintaining the various structures and facilities put up. The
technical options adopted automatically incorporated environmental aspects and additionally
planned a tree and fodder shrub-planting programme around the impoundments.

3
The irrigation schemes proposed were small-sized and easy-to-manage, and designed to avoid
any population displacement and extensive deforestation. The prior experience acquired by
the population in the management of village lands was also a contributing factor for the
implementation of the infrastructure development and environmental measures planned under
the Project.
3.

PROJECT IMPLEMENTATION

3.1

Loan Effectiveness and Project Start-Up

3.1.1 Loan effectiveness was subject to the fulfilment of the general conditions stipulated in
the Loan Agreement. First disbursement was subject to fulfilment of the following conditions
precedent: (i) provide the ADF with evidence of the creation of the Project Management Unit
within the Rural Engineering Department (DGR); (ii) provide evidence of the appointment of
the Project Director whose qualifications and experience must be submitted to ADF for prior
approval; (iii) provide evidence of the creation of a steering committee (SC) to ensure
compatibility of national orientations with Project objectives; this Committee was to be headed
by the Prefect of Tahoua ; (iv) undertake to submit for prior ADF approval, the agreement
between the Project and Rural Credit Intermediation Service (SICR/Kokari) concerning the
monitoring and management of the guarantee fund. The loan granted by ADF was also subject
to another condition requiring that „the Government submit to ADF for prior approval, the
agreement concerning the monitoring and management of the guarantee fund, no later than 31
December 1999‟.
3.1.2 The ADF loan, worth UA 7.95 million, was approved on 15 July 1998 while the Loan
Agreement was signed on 12 November 1998. All conditions precedent to first disbursement
were subsequently fulfilled, leading to loan effectiveness on 7 April 1999, less than 5 months
after the signing of the Loan Agreement, which constitutes a creditable performance on the
part of the Borrower. However, despite this good performance, field implementation could
not really start until March 2001, due to the disbursement suspension measures imposed on
Niger from August 1999 and February 2001 for ADF debt repayment arrears.
3.2

Modifications

3.2.1 The main modifications effected during Project implementation mostly involved
operational and technical adjustments to Component A, necessitated by the time lag between
the preparatory studies conducted in the early 90s and actual Project start-up (about 10 years).
The main modifications involved (i) abandoning the construction of the Anekar dam, due
mainly to the expansion of the Kori bed and resulting in increased cost of the structure and
requiring the displacement of the population; (ii) the replacement of the Kounkouzout dam
and irrigation scheme with three flood diversion weirs; and (iii) the replacement of 15
shallow boreholes by two mini-DWS structures, owing to the hydro-geological context of the
area and the acuteness of the needs of the villages concerned. The „Food for Work‟ operation
of the World Food Programme was initially not planned during Project design, but was
highly beneficial during the implementation of the SWC/SPR works by the population.
3.2.2 It is worth indicating that the operational modifications carried out did not adversely
affect the final Project outcomes, but rather contributed very significantly to enhancing the
positive impacts expected at Project appraisal. All technical modifications were submitted for
the prior approval of the Bank, which was able to determine, during supervision missions and

4
through regular communication with the Project, the relevance of the proposed adjustments
and responded positively to the requests submitted to it. Institutionally, the Project shifted
from the supervision of the Ministry of Water Resources and the Environment to that of the
Ministry of Agricultural Development (MDA), due to the transformation in 2000 of the Rural
Engineering Department (DGR) into the Department of Rural Agriculture Development and
Equipment (DAERA), under the MDA.
3.3

Implementation Schedule

The Project was to be implemented in 60 months, from 1999 to 2004. It was actually
implemented in 74 months or 14 months behind schedule. However, because of the sanctions
imposed on the country starting August 1999, that is, three months after loan effectiveness
through to March 2001, project implementation could not start until April 2001. If account is
taken of the sanction period, it means the Project experienced slippage of 31 months with an
implementation duration of 91 months, from July 1999 to June 2007. This delay did not
adversely affect the quality of the expected outcomes.
3.4

Reporting

Under the contract for project implementation, the Project Management Unit (PMU)
was required to provide reports to enable the Bank monitor the progress of activities. During
the six years of Project implementation, the PMU regularly produced quarterly and annual
reports that were submitted to ADB, the authorities and national and regional supervisory
technical departments. Each year, three quarterly reports and an annual report incorporating
the 4th quarter report were prepared and submitted at the Steering Committee meeting
together with the activity programme for the new year. The Project thus produced and
submitted to various partners and the Bank 16 quarterly reports and 5 annual reports, in
addition to the mid-term review and final project evaluation reports.
3.5

Procurement

The procurement methods stipulated in the Loan Agreement were complied with:
(i) International Competitive Bidding (ICB) for the irrigation facilities; (ii) National
Competitive Bidding (NCB) for the other works; (iii) Local Shopping (LS) for the
procurement of goods; (iv) Shortlisting for the procurement of services, and (v) Direct
Contracts for the agreements and memoranda of understanding with the Permanent
Secretariat of the Rural Code (SP/CR), the Environmental and Impact Assessment Bureau
(BEEEI), the Niger National Institute of Agricultural Research (INRAN), the SICR/KOKARI
Cooperative and government technical departments. The procurement modalities outlined in
the Loan Agreement were followed. It must be indicated, however, that the training of
management staff was not provided through shortlisting, but by specialized training
institutions selected following the Bank‟s approval of the overall training plan. In addition, as
a result of the WFP intervention, the Project was saved from procuring, through national
competitive bidding, the services of a contractor for the SWC/SPR works, which were, in this
case, undertaken by the beneficiaries themselves. It must further be pointed out that the
Project Team received training in procurement procedures in 2001, and no specific problems
or complaints were recorded during the procurement process. Overall, the Project signed 83
contracts and 33 memoranda of understanding. The Bank‟s no-objections were issued in a
very timely manner (average of 33 days). The tables in Annex 5 present the status of the key
contracts and agreements.

5
3.6

Project Cost, Sources of Finance and Disbursements

3.6.1 Project Cost: The project cost excluding taxes and customs duties, including the 10%
provision for physical contingencies and 4% provision for price escalation, was estimated in
1998 at UA 8.97 million, or CFAF 7,363 million at the time, comprising UA 5.89 million in
foreign exchange and UA 3.08 million in local currency. The Project was jointly financed by
ADF, the Government and the beneficiaries. The ADF loan covered 88.6% of the total
project cost excluding taxes and duties or UA 7.95 million. This contribution covered the
entire foreign exchange cost and 23% of the local currency cost. At completion, the Project
cost stood at UA 10.42 million, or 116.2% of the initial estimated cost. This increase stems
essentially from the initially unplanned involvement of WFP (cf. Annex 3).
3.6.2 ADF Disbursements: Between 30 March 2001, date of first disbursement, and 9
August 2007, date of final disbursement, the entire loan amount (UA 7.95 million) was
disbursed, thus representing a 100% disbursement rate at completion. The Bank approved
during Project implementation two revisions of the list of goods and services. The last such
revision, in November 2006, was intended to correct certain posting errors and take account
of the fact that the Government had contributed considerably to the „works‟ category. The
„works‟ and „operating cost‟ categories were slightly increased, from 56 to 59% and from 2 to
4%, while the „service‟ category was slightly reduced from 29% to 24%. At the end of the
Project, the „Development‟ component accounted for nearly 59% of consumption. Annual
disbursements were regular as from 2002, with consumption consistent with the pace of
implementation. All in all, the Project was not subject to UA fluctuations, which were
generally offset over time. Annex 3 gives details of ADF disbursements by category and by
year.
3.6.3 National Counterpart Funds: Concerning the national counterpart funds, a total
amount of CFAF 695,649,806 was mobilized between 2001 and 2007, sometimes with some
delay that affected implementation. It was used mainly for the construction of the irrigation
structures and the Project head office. At the end of the Project, an amount of CFAF
57,047,513 was however still owed to four contractors that built the weirs, because a quarter
of the 2005 counterpart amount was not released to the Project. The population‟s contribution
was, on its part, estimated at CFAF 488,674,063, representing the value of their physical
participation in some of the works and also the raising of funds prior to certain activities. As
at the end of the Project, the contribution of the Government and the population accounted for
close to 14.6% of the total project amount, which is higher than estimated at appraisal
(11.4%).
3.6.4 WFP Financing: The WFP‟s contribution, which was not planned initially, is
estimated at over CFAF 864.7 million, consisting mainly of the supply of food items to the
SWC/SPR sites.
4.

PROJECT OUTCOMES AND PERFORMANCE

4.1

Outcomes by Component

4.1.1 Based on the estimated Project outcomes as specified in the logical framework,
assessment of the data at completion makes it possible to determine the level of attainment of
the objectives. The main outcomes obtained by component are reviewed as follows:

6
COMPONENT A: DEVELOPMENT OF IRRIGATION AND EROSION
CONTROL STRUCTURES
Outcome I: Five water harnessing structures built, allowing the development of 630 ha of
land for flood recession cropping.
4.1.2 As indicated above, changes were made to the choice and features of the structures
for which the studies were relatively old in order to adapt them to the needs of the
beneficiaries and the Project. Consequently, the Anekar pastoral dam was abandoned due
mainly to the expansion of the Kori bed (increased cost of structure) and the need to displace
the population. For technical and economic reasons, the Kounkouzout dam and irrigation
scheme were replaced by three flood diversion weirs at Kounkouzout, Alibou and Minao. For
the Adouna site, it was decided to build a new structure to replace a faulty weir built in 1997
with German cooperation funding. In addition to the five sites planned in the appraisal
report, a decision was taken to study and develop a sixth site (Lilango) located about 10 km
downstream of the Adouna site.
4.1.3 With the modifications introduced, 8 major agricultural water supply structures were
built with six in Tahoua Department (Karadji Nord, Lilango, Alibou, Minao, BagayeKounkouzout and Adouna) and two in Konni Department (weirs at Gounfara). The works
started end March 2003 and the last sites (Gounfara) were completed early July 2005.
Overall, there were slippages ranging between 6 to 18 months on the execution of contracts.
These slippages mostly stemmed from the poor organizational performance of the national
contractors. Notwithstanding these difficulties, and thanks to the strong involvement of all
stakeholders, all the sites were completed.
4.1.4 The area finally covered by all the structures is 998 hectares of land (930 ha upstream
for flood recession cropping and 68 ha downstream for flood diversion cropping) against the
720 ha targeted in the Loan Agreement. During the rainy seasons (July to September) from
2004 to 2007, it was observed that the structures held, without any major problem. The
structures were built in conformity with required standards and with good quality material
(galvanized wire gabions, geo-textiles). The Project also systematically supported the
emergence of a management committee on each site and the institution of a user fee system
for maintenance of the facilities.
Outcome 2: Kounkouzout dam developed, allowing storage of 1.3 million m3 of water for
water supply, gravity irrigation of 90 ha and development of 70 ha of flood recession
cropping.
4.1.5 As indicated above, the Kounkouzout dam and irrigation scheme were abandoned and
replaced with a series of weirs in the same valley at Kounkouzout-Bagaye, Alibou and
Minao. The flood recession cropping potential for the 3 sites is 245 ha.
Outcome 3: To protect structures built, agro-forestry erosion control works undertaken on 80
ha, divided between Kounkouzout (25 ha), Gounfara (25 ha), Anekar (10 ha) and Adouna (20
ha). 7 km of bank protection works carried out at Kounkouzout and Anekar.
4.1.6 Instead of the stabilization of the banks of the koris with the planting of soil-fixing
species and given the precarious nature of this method, the Project opted for the erection of
transverse and longitudinal structures in resistant material (gabion, concrete, etc.) on the kori

7
beds. The Project actually only planted 10 ha of vegetation over 11 km around the Adouna
retention structure. Bank protection works were, however, carried out on 4 different sites:
1,735 ml of longitudinal gabion protection, 2 correction gabion weirs, 1 cyclopean concrete
weir and 4 gabion diversion spurs. These works helped to protect 11.5 km of kori banks. The
gabion structures aided sedimentation of the koris and the protection of the banks against
erosion. However, the revegetation of the sandy watered areas and planting of bank
protections were not very successful. The success rate for the planting was below 27%. The
agro-forestry works were therefore generally insufficient.
Outcome 4: SWC/SPR works undertaken, allowing the recovery and protection of 2,425 ha,
broken down into 1,430 ha at Kounkouzout, 835 ha at Gounfara and 160 ha at Anekar.
4.1.7 With regard to erosion control, the Project made provision for works, on contract
basis, of 2,425 ha of cultivated pediments, at a cost of CFAF 180,000/hectare. From the first
crop season in 2001/2002, the Project supported the carrying out of erosion works through
the „Food for Work‟ system with food supplies procured from the national budget. As from
October 2004, following the partnership with WFP for support in the form of food supplies,
8,871 ha were finally protected using rock dikes or half-moons, enabling the Project achieve
3.6 times the initial objective set. ADF covered the cost of transporting the stones. In the
end, the Project obtained a lower unit cost than estimated (CFAF 145,000/hectare improved).
COMPONENT B: IMPLEMENTATION
Outcome 5: Technical supervision put in place, allowing the participatory training of 1,539
farmers
4.1.8 The Project, through a national NGO, helped with the emergence of 217 grassroots
Producer Organizations (POs), 6 PO Unions, 7 market gardener‟s cooperatives and 16 input
shop management committees, making a total of 246 bodies bringing together producers. In
addition, 169 contact groups were formed for extension purposes. Most of the POs were able
to develop activities though the loans distributed by SONIBANK with the intermediation of
SICR/KOKARI (cf. result 6). Furthermore, 7 market garden cooperatives were created, with
the key mission of organizing agricultural production on the developed sites as well as the
maintenance of community structures (weirs and dams). These 7 cooperatives bring together
1,182 producers, or 58% of the 2,017 farmers on the land watered by the structures. Each
cooperative instituted a user fee system and opened an account at a local MFI.
Outcome 6: Guarantee fund of CFAF 150 million deposited at local banks to provide credit
to rural organizations for the financing of short- or medium-term activities. Agreement
signed with Rural Credit Intermediation Service (SICR) for credit advisory and monitoring
services.
4.1.9 The credit was granted by SONIBANK, a commercial bank with a branch at Tahoua,
while SICR/KOKARI served as the intermediation agent. Credit activities started in July
2002, and credit facilities extended were on the short-term, usually between 6 and 9 months.
The plan put in place functioned very well, allowing the mobilization of a credit volume to
the tune of about CFAF 1.244 billion including 25% of personal contribution. The recovery
rate observed at the end of the Project, excluding the mobilization of the guarantee fund,
averaged 97%. This excellent recovery rate stems from the strong involvement of the three
KOKARI officers on the ground and the strict application of the recovery rules. As at the end

8
of Project, taking into account the accumulated interests and loan repayments (50% of
outstanding payments, or approximately CFAF 17 million), the balance of the guarantee fund
account was higher than the initial investment (CFAF 184.6 million compared to CFAF 180
million, at its opening in 2002).
4.1.10 The credit facilities extended provided financing for 185 groupings (including 104
women‟s groups), or 12,862 beneficiaries (including 8,229 women), in activities such as
sheep fattening, petty trading, purchasing of inputs, millet storage, livestock trading, etc. The
purchasing of production equipment (carts, animal traction units, wells, pumping equipment,
etc.), as planned at appraisal, was limited and was only possible through collaboration with
the World Bank-funded PIP2 Project, which subsidized up to 80 to 90% of the cost of such
equipment. Only the remaining 10 to 20% was taken out as loans through PMET. Under this
collaboration, 34 wells and 36 market gardening boreholes were built while 97 carts and 123
motor pumps were purchased.
4.1.11 To ensure the sustainability of the credit activity, which has performed exceptionally
well, the Project, with the support of the Rural Credit Unit of the MDA, proposed to the Bank
a new mechanism establishing a direct link between SONIBANK and KOKARI. Under this
mechanism: (i) SONIBANK refinances KOKARI at a consensus interest rate; (ii) KOKARI
grants credit directly to the population, strictly in compliance with its credit policy; (iii) the
relations between KOKARI and SONIBANK are established on a purely commercial basis;
(iv) the Government agrees to leave the revolving fund at SONIBANK to guarantee the
refinancing of KOKARI; and (v) a monitoring committee is set up to supervise the credit
activities. The mechanism was approved by ADB in January 2007. The new mechanism
became effective on 30 June 2007 and by 15 March 2008 CFAF 250 million of credit had
already been constituted. It is safe to conclude that a highly encouraging start to the
sustainability of rural credit has been set in motion.
Outcome 7: Three-year agreement signed with INRAN for research-development activities,
and productivity of agricultural activities in the area improved through dissemination of
research findings.
4.1.12 Under the agreement, PMET entrusted to INRAN the implementation of activities
relating to the farming (cultivation methods, manuring, seed production, diversification, etc.)
and pastoral (breed improvement, livestock feed, development of fodder crops, etc.)
components. The extension and training activities supported by those of research and
development proved really effective and covered over 14,000 farmers and increased yields of
rain-fed crops by 22% to 36% and off-season crops by 27% to 498%, depending on the crops
and methods used. The Project allowed the introduction of an improved seed production
system (213 tonnes produced) through seed-growing groupings (150 producers trained) and
the setting up of operational input shops.
Outcome 8: 720 ha of flood recession crops and 11.490 ha of intense rain-fed crops
cultivated yearly under the Project.
4.1.13 The results exceeded the projections considering that, as indicated above, the area
influenced by the irrigation structures is 998 hectares and the area under intense rain-fed
cropping is estimated at 16,871 ha (8,871 ha of SWC/SPR and 8,000 ha covered by extension
services). All the land developed through the various improvements is now under cultivation
and effectively exploited. The major crops grown are millet and sorghum, during the rainy

9
season, while during the off-season the most widely grown crops are tomatoes (for drying
and export), sweet potatoes, onions, cowpeas and Irish potatoes. Since the Project area is
seriously deficient in cereals, this production is largely home-consumed. The Project is thus
ensuring food security.
COMPONENT C: SUPPORT MEASURES
Outcome 9: 41 km of tracks rehabilitated to improve access to certain villages and 15
community stores built for produce and inputs.
4.1.14 Three sections of tracks were rehabilitated, making a total of 37.2 km. Their
rehabilitation has helped improve access to 8 major villages. It should be pointed out that the
engineering designs included extensions for the tracks rehabilitated, but budget constraints
did not allow the carrying out of these extensions. The proper implementation of the works,
judicious choice of itineraries and setting up of track maintenance committees contribute to
the sustainability of the effects observed. The maintenance committees carried out regular
maintenance of these tracks under the Project, but it is advisable for the communities to take
over.
4.1.15 The Project co-financed with the villagers the construction of 14 community stores in
semi-hard material and the rehabilitation of an old store. The initial option to use permanent
material was modified, to be more consistent with the policy of Niger on low-cost storage
facilities and making use of the population‟s contribution (brick making). Originally, these
multi-purpose stores were to be used for the preservation of fresh produce, but as from 2005,
through collaboration with the „FAO Inputs‟ project, these stores found other uses and
became input shops. To start operating, each shop was provided an initial working capital of
about CFAF 565,000, including CFAF 200,000 provided by the beneficiaries.
Outcome 10: Five motor-pump operated boreholes in major villages, 10 manual pumpoperated boreholes in small villages and 45 village and pastoral wells sunk by Project, and
management teams trained for these facilities.
4.1.16 Because of the hydrological situation of the area, the shallow boreholes programme
initially planned was abandoned, and the resources were instead used for two mini-DWS
units at Kounkouzout/Bagaye (rehabilitation and extension of an existing mini-DWS unit)
and Gounfara (borehole and new mini-DWS). During the initial participatory needs
assessment, it emerged that these two centres were faced with serious drinking water supply
problems, and that any rural development action had to first address that problem. Eightyfour (84) cement wells were sank, 61 of which were positive, meaning that they met the
standard of constant water delivery under good conditions. It was observed that surroundings
of the wells varied depending on the site, despite the initial identical awareness and
organization measures put in place. The circular livestock watering system integrated into the
wells appeared to inconvenience users (inability to directly fill the watering units) and is
therefore rarely used. The 2 mini-DWS management committees each financed from their
own resources the purchasing of a stand-by generator and the construction of a new shelter in
permanent material.

10
Outcome 11: Two land commissions set up in the Tahoua and Birni Konni Departments
4.1.17 In accordance with the provisions of the Loan Agreement, PMET, as part of the
agreement signed with the Permanent Secretariat of the National Rural Code Committee
(SP/CNCR), assisted with the creation and functioning of the Tahoua and Konni Land
Commissions (COFO), as well as the training of its staff. A vehicle was procured for each
COFO, which in turn assisted with the emergence of 142 local COFOs including 42 in the
PMET area. These actions allowed the dissemination of the rural code provisions, preparation
of title deeds, keeping of rural land records, mediation and settlement of land matters at the
different sites and curbing the risk of conflict. The setting up of the COFOs has contributed to
the clarification of land issues on the schemes built by PMET and better dissemination of the
Rural Code. The operation of the COFOs appears to be too dependent on the financing of
projects, which further limits their scope of intervention, and is also hampered by some
reluctance on the part of the administrative and traditional authorities.
Outcome 12: Concrete measures in favour of women in the area of health, organization and
credit
4.1.18 The 10 health huts planned were built, equipped and stocked with an initial supply of
medicines. The health services helped with the setting up and training of the management
committees and carried out the selection of community health workers. These health huts are
currently operational, well appreciated by the population and integrated into the health
coverage and monitoring mechanism of the Tahoua Regional Directorate of Health. The
Project also contributed to the rehabilitation and equipping of the Bagaye IHC as well as the
equipping of the Adouna IHC. Overall, the Project contributed to improving primary health
care in its area of intervention. The credit facilities provided have had a highly beneficial
impact on the economic activities of women, who relieved of time-consuming water fetching
and cooking (dissemination of improved stoves) chores, increasingly engage in incomegenerating activities (livestock fattening, petty trading, etc.).
Outcome 13: Agreement signed with Environmental and Impact Assessment Bureau (BEEEI)
to ensure proper environmental monitoring of Project activities.
4.1.19 The Project produced in 2003 an environmental impact assessment outlining the
expected negative and positive impacts of its activities, particularly with respect to the
irrigation facilities, tracks and village wells. This assessment was followed by the preparation
of an Environmental and Social Management Plan (ESMP), which was to be implemented
and monitored by BEEEI, in conformity with the provisions of the Loan Agreement. A
Regional Environmental Surveillance and Monitoring Unit was also established in Tahoua in
March. Implementation of the ESMP involved the organization of several training sessions
for the technical departments and among the population, as well as supplementary studies on
the prevalence of water-borne diseases and certain plant inventories. These measures
contributed to skills enhancement and better hygiene around water points. PMET thus
contributed to the initiation and concrete implementation of national policies on
environmental impact assessment and monitoring in the Tahoua region.

11
COMPONENT D: PROJECT MANAGEMENT
Outcome 14: A Project Management Unit (PMU) comprising the Director, 5 local
management staff and technical assistance staff put together and placed under the Ministry of
Water Resources and the Environment.
4.1.20 The Project Team was put together as planned, and it comprised a Rural Engineer and
Director of PMET Director, an Administration and Finance Manager, a Rural Engineer in
charge of the Development component, an Agronomist for Implementation, an
Environmentalist for Environmental Monitoring, and a Sociologist for MonitoringEvaluation. The calibre and highly qualified profile of the team that implemented the PMET
should be underscored. The professionalism and commitment of the PMET Director and the
various experts, with the effective support of the administrative authorities, contributed
significantly to the results achieved by the Project. The team also benefitted from the efficient
support of a technical assistance team for 3 years. As stated above, the Project fell under the
supervision of the Ministry of Agricultural Development (MDA), following the attachment
of the DAERA to the MDA.
Outcome 15: Office built in Tahoua and equipment procured
4.1.21 The Project financed from the counterpart funds, a building for its offices in Tahoua
while the equipment was procured from the ADF funds. The construction works for this
building lasted nearly three years. The construction of the documentation room and paving
of the compound were financed from the ADF funds. The offices built are in good condition
and are about to be reassigned to the Tahoua Regional Rural Engineering Department.
4.2

Institutional Performance

4.2.1 The Steering Committee regularly discharged its duties at annual meetings. Its deep
involvement and thoroughness largely contributed to addressing problems encountered in the
Project‟s implementation: change in initial programmes for weirs and tracks, delays in works
execution by contractors, etc. The project was regularly supervised by ADB (11 times) and
by the Ministry of Agricultural Development (12 times). The Project was steered
satisfactorily. Project management was entrusted to an independent administrative body
responsible for the technical, administrative and financial administration management.
During its implementation, PMET submitted to the Bank, all audit reports for fiscal years
2001 to 2007. The administrative and financial management was generally well organized by
the PMET team and the various audits regularly stated the reliability and consistency of the
financial statements and compliance with Bank procedures. The mid-term review and final
evaluation missions were conducted under good conditions. A monitoring-evaluation
mechanism was set up to help produce timely activity reports, as well as estimate the outputs
and revenues at the different sites. The evaluation noted the very good performance of the
Project team, which demonstrated competence and commitment.
4.2.2 The Project formalized its links with the Territorial Administration Services and
Technical Services through sub-regional technical committees and a regional consultative
committee made up of the Regional Directors of the relevant services. These Committees
functioned properly with periodic field visits, followed by recommendations for the Project.
This mechanism made for good collaboration between the Project and the technical services,
some of which underwent training and also provided specific agreement-based services

12
(implementation of SWC/SPR works, study and control of works of certain structures,
literacy activities, etc.). PMET presents an interesting project/technical services interfacing
experience, which is highly sought after but rarely achieved.
4.3

Performance of Consultants, Contractors and Suppliers

4.3.1 Consultants: The Project made use of several consultants for technical assistance in
areas such as rural engineering, studies and works control, extension activities, mid-term
review, final evaluation and accounts audit. The firms satisfactorily discharged the duties
assigned them. The rural engineering technical assistance provided ample support for the
preparation of the bidding documents, procurement, and site monitoring, as well as in the
area of social relations and method of work. The community mechanism (one supervisor and
10 instructors, including five women) on the ground helped the NGO recruited for extension
work to conduct several training and awareness activities. The mid-term reviews and final
evaluation were carried out in a participatory manner.
4.3.2 Contractors:
The Project awarded several works contracts for the various
improvements and infrastructure. With regard to the irrigation structures, the poor
organization of contracting firms, coupled with their equally poor technical, material and
financial capacities led to several delays. These delays ranged from eight (Lilango, Alibou,
Minao and Karadji) to 18 months (Gounfara) depending on the sites. Despite field visits by
Project Officers and discussions with the contractors, the unsatisfactory progress of the works
led the Project to organize several monitoring meetings in Niamey and Tahoua, in addition to
the normal supervision and control procedures. The increased monitoring and penalties
imposed ensured completion of the project and delivery of the various works, while ensuring
their compliance with quality standards.
4.3.3 Suppliers: Suppliers generally met their commitments. In particular, transport,
computer and office equipment were delivered in a timely manner and proved satisfactory as
they were of good quality.
4.4

Financial Performance

The Project had envisaged an increase in people‟s incomes, based on additional
proceeds to the tune of CFAF 2.098 million for the major additional outputs. During the
2004-2005 and 2005-2006 crop years, the Project set up a produce monitoring system. Based
on the results of these farming seasons and further surveys, the average increase in the
incomes of 2,017 farmers benefiting from the hydro-agricultural facilities was estimated at
CFAF 280,000. It was not possible to quantify revenue growth linked to activities financed
by the credit facility, but these are as real and quite often significant. In the absence of a
baseline situation, steps were not taken to measure additional stock breeding, which is quite
substantial, given the improved watering conditions, increase in fodder production on
reclaimed land and off-season cowpea, not to mention the share to feedlot credit and
extension activities. The rural access roads also had an effect on revenue, as they facilitated
produce marketing.

13
4.5

Economic Performance

Based on the results of the 2004-2005 and 2005-2006 farming seasons, the economic
calculations made are to the tune of CFAF 572 million, the additional revenue linked to the
farming season structures, and CFAF 442 million for the SWC/SPR improvements. To
calculate the internal rate of return (IRR), the following were taken into account: (i) for
outputs, Project-related additional revenue, and (ii) under expenses, the amount of
investments, operational costs for additional production, and the maintenance cost of the
structures and improvements. Simple assumptions were made: maintaining production for 25
years for the production observed over the 2005-2006 period, maintaining production costs at
current levels, and maintaining the crop rotations observed in 2005-2006. In this respect, the
IRR of the structures is 6.8%. This relatively modest rate stems from: (i) the relatively high
cost of the structures (CFAF 3.1 million/ha on average), and (ii) investments which
depreciate over one farming season only. Moreover, these assumptions do not take into
account the progress margins resulting from better knowledge of intensive rain-fed cropping
acquired with time or the phased extension observed in the structures downstream. This is
why the 6.8% IRR should be considered as a minimum rate. For the erosion control
improvements (SWC/SPR), the IRR is estimated at 18.9%. This good financial return stems
from a low investment level (CFAF 144,000/ha) and very good agronomic response (yields
multiplied by 3) on the relatively fertile clayey soils in the Tahoua region. The overall
internal rate of return, which, apart from the irrigation structures and SWC/SPR
improvements, includes intensive rain-fed cropping tied to extension activities, was estimated
at 13.1% and generally seemed satisfactory, taking into account the prudent assumptions
made and the failure to take into account the effects of increased stockbreeding and certain
credit activities.
5.

PROJECT SOCIAL AND ENVIRONMENTAL IMPACTS

5.1

Social Impact

5.1.1 In its area of intervention, the Project‟s impact on poverty reduction is significant.
The social impacts related to the Project‟s activities were observed during the completion
mission, following testimonies by the people and through the field visits. These impacts were
also analyzed at final evaluation by a consultant and also through the PMET monitoringevaluation mechanism. Discussions with the population during the completion missions
revealed interesting remarks, such as: “with the intervention of the Project, we are able to
honour our commitments; there is no more famine; able-bodied people no longer leave the
region; our incomes have increased; our living conditions have improved, women spend less
time fetching water; young girls from other villages prefer to get married to our men; we have
learnt to know each other better; the ties between our villages have strengthened; we want to
pursue and intensify the activities carried out, etc…”.
5.1.2 The Project has undoubtedly had major social impacts at all these centres of
intervention. The initial participatory diagnosis enabled the villagers to analyze together, the
causes of their problems within the context of the ecological, economic and social trends so
as to consider and envisage basic solutions. This joint reflection constitutes important social
progress, which allows for greater participation by the population in local and communal
development. Capacity building activities led to the emergence of 630 rural organizations,
which were trained and structured. The functional literacy drive helped to teach 657 people
to read and write, with most of them assuming responsibilities in various organizations. The

14
introduction and development of credit had marked impact on the people, especially women.
Incomes drawn from the credit helped to meet the households‟ additional cereal
requirements, and the secondary and tertiary needs of the family, including their participation
in family ceremonies.
5.1.3 The Project contributed immensely to meeting food requirements, following a sharp
growth in crop (7,200 tonnes of millet/sorghum and 8,600 tonnes of market-garden crops)
and animal production. It also helped improve water supply for over 33,000 people (17,000
for the 2 mini-DWS units and 16,000 for the wells). Good quality water became available in
all seasons and time savings resulting from the proximity of water helped to ease the burden
of domestic chores. The establishment of 10 fully functional health huts and two integrated
health centres helped the villagers gain closer access to primary health care. The construction
of the three tracks contributed to the economic development and improved access for eight
big villages and hamlets, with a population of 102,000 inhabitants. Vehicles could now
access the villages directly, thereby reducing travel time and transport costs. The tracks have
also facilitated the marketing of produce and improved social relations and access to
administrative services.
5.2

Environmental Impact

5.2.1 Classified under Category II, the Project mainly entailed the construction of small
infrastructure (irrigation structures, wells, buildings, tracks, etc.) with no major negative
impact on the environment. Water harnessing and degraded land reclamation activities
highly contributed to preservation of the natural habitat and curbing soil erosion. At the end
of the Project, marked improvements were noted on the regeneration and management of the
productive capital, “water, land and vegetation”, in particular, through the creation of new
fodder resources, limiting run-off and curbing water erosion, restoring degraded soils and
regreening moisturized zones. In all, nearly 18,000 hectares of land benefited from the
Project‟s positive effects.
5.2.2 In 2003, the Project produced an environmental impact assessment on the expected
negative and positive impacts, followed by the drawing up of an environmental and social
management plan, whose implementation and monitoring were entrusted to the
Environmental and Impact Assessment Bureau (BEEEI). A regional environmental
surveillance and monitoring unit was also set up in March 2003 in Tahoua. The
implementation of the Environmental and Social Management Plan (ESMP) led to several
training sessions at the technical departments and among the population. It also led to
additional studies on the prevalence of water-borne diseases and the inventory of certain
plants. These measures contributed to skills enhancement and improved hygiene at the water
points. PMET contributed to the concrete implementation of national policies on
environmental impact studies and monitoring in the Tahoua region.
6.

PROJECT VIABILITY

The Project installed nearly all the water harnessing structures planned at appraisal,
and the SWC/SPR improvements. These simply designed structures were built satisfactorily
and according to standards. The weirs and small dams may have a lifespan of over 30 years,
with minimum maintenance. They have proved their worth and ownership by producers for
three crop years now. The same is true for the socio-economic infrastructure and tracks,
which are in a good state of repair and operational. The management committees for these

15
improvements and infrastructure have been set up and are generally operational. They will be
able to easily carry out simple maintenance works. While the conditions for the sustainability
of the PMET‟s current impacts are present, this in no way serves as a definite guarantee for
the future. These committees have only just begun and lack experience, making it necessary
to continue supporting them. In this regard, the role of the technical services appears
essential in this post-completion phase of the Project. In terms of credit, the Government has
made arrangements, through the memoranda of understanding with SONIBANK and
SCIR/KOKARI, and the first results bode well for the sustainability of the system in place.
7.

PERFORMANCE OF THE BANK, THE BORROWER AND WFP

7.1

Performance of the Bank

The Project was designed taking local conditions into account, and it relied on Bankfinanced feasibility studies. This contributed to sound formulation. The loan effectiveness (7
April 1999) occurred shortly before the beginning of the suspension period of the ADB
disbursements, which only ended in March 2001. As from that date, the Bank met all its
commitments by providing the Project financial resources as per the loan agreement. The
ADB project officers and the PMET Director forged efficient working relations, and
exchanged emails prior to processing the documents. This enabled the Bank to react in a
timely manner and have a good grasp of the issues. Promptness in the processing of
documents played a major role in Project implementation. Disbursements, on the other hand,
were not carried out as efficiently, with delays reaching three months. This proved to be a
constraint to the Project‟s cash management and payment of service providers. Lastly, ADB
regularly undertook supervision missions (11 missions). The Bank‟s performance was
satisfactory on the whole.
7.2

Performance of the Borrower

The Government, through its Territorial Administration and technical services, largely
met its contractual obligations satisfactorily. It mobilized a competent team and fulfilled its
financial counterpart, albeit with some delay. At the end of the Project, the Borrower‟s
overall financial participation was CFAF 697 million – exceeding initial estimates of CFAF
657 million. It must be pointed out that the last 2005 counterpart budget payment was not
made, leading, at the end of the Project, to arrears slightly in excess of CFAF 57 million in
payment to the contractors that built the weirs and the dam. The Ministry of Agricultural
Development, which played a supervisory role for the Project, was active in its
implementation, by organizing supervision missions, support and regular meetings of the
Steering Committee. The regional and departmental services were also deeply involved in
the Project. Consistent with the participatory approach, the people were at the heart of
decision-making and gave their physical and/or financial contribution to the various works.
The Borrower‟s performance was highly satisfactory.
7.3

Performance of WFP

From the 2003/2004 development campaign, and the partnership formed with PMET,
WFP was efficient in providing regular and timely supplies to the work sites, in the quantities
earmarked. The “Food for Work” interventions were appropriate for mobilizing the people
and settling the youth, used to engaging in the seasonal exodus.

16
8.

OVERALL PERFORMANCE AND RATING

8.1
An analysis of the different criteria shows PMET to be very efficient. In its area of
action, PMET has made significant progress towards achieving its goal to reduce poverty and
improve the living conditions of the population, and especially ensure food security.
Instances of self promotion by the rural population have been observed, with people planning
for the future, and individuals and groups independently formulating strategies to improve
their incomes. The key expected physical outputs of the Project have been achieved and
quite often largely exceeded, with satisfactory quality overall, and encouraging sustainability
prospects. Apart from building the capacities of the beneficiary populations and supporting
local development, the Project‟s outputs and activities have laid the ground for sustainable
development (income generation and food security through water harnessing) and also
helped to meet priority needs (cash injection, access to basic services, development of
income-generating activities).
8.2
At the end of the Project, the few flaws noted do not pose any major problems. These
include: (i) the low success rate in planting activities; (ii) unsatisfactory performance of local
contractors, who delayed in the works execution, without undermining the work quality; (iii)
the lack of dynamism of the management committees of the irrigation structures and the poor
involvement of the communes; (iv) failure of the technical services to continue monitoring,
and (v) poor visibility of the Project‟s activities. With an average score of 3.6 out of 4, as
calculated in the performance evaluation and rating matrix and presented in Annex 6, the
general performance of the project appears to be highly satisfactory.
9.

CONCLUSIONS, LESSONS LEARNT AND RECOMMENDATIONS

9.1

Conclusions

The project start-up was delayed by 18 months as a result of the suspension of ADF
disbursements. This delay notwithstanding, the project was implemented under very
satisfactory conditions following an outstanding mobilization of the government services, the
beneficiaries and the Bank, all orchestrated and led by a dynamic and competent project unit.
The Project, which is geared to addressing the constraints identified in a participatory
manner, achieved and often exceeded nearly all its objectives. Indeed, PMET can be said to
have contributed to poverty reduction and improvement in food security in its sphere of
action, for a population of over 100,000 inhabitants. The beneficiaries in all the villages
covered acknowledge that the hitherto recurrent famine in the region is a thing of the past,
and the youths are now able to work all year long and are no longer compelled to leave the
region. In this respect, PMET is a source of great satisfaction for both Niger and the Bank,
and should serve as a benchmark and guide for successful rural development activities in
which all parties stand to gain. These commendable outcomes should be widely disseminated
and developed
9.2

Lessons Learnt

9.2.1 The design, implementation and impacts of PMET are truly a success. Such a good
outcome is rather rare for rural development operations and the reasons for this success are
worth considering, so that they may serve as a lesson for future actions in the country or
elsewhere. At completion, the success of PMET seems to lie in the following pillars:

17


Simple solutions to essential problems: The relevance of the technical choices
made led to the mobilization of the beneficiaries, and ultimately, the project‟s
success. The theme “water harnessing” is especially relevant in the global
context, where natural resources are depleting and Niger is facing dwindling
rainfall.



A participatory approach: A well-conducted participatory approach, coupled
with constructive partnership is an essential factor for success. The Project
team listened to the people and proposed the adjustments needed to optimize
the resources available to ensure greater efficiency.



Involvement and empowerment of all stakeholders: The Project closely
involved the administrative authorities and various technical services, through
memoranda of understanding and useful information.



Calibre and professionalism of the project management unit: The competence
and know-how of the PMET team undoubtedly contributed to the success
observed. Spurred on by a firm and committed Coordinator, the PMET team
did a professional job in gradually removing the constraints it had met and
proposing the most efficient intervention areas.
Indeed, the Project
Coordinator received an expression of approval from the Governor of the
Region, on behalf of the Head of State.



Time invested in the development of facilities, and support to producers:
Owing to the dynamism of the PMET team and despite the delays at some of
the sites, the first facilities became operational less than three years following
the start-up of activities. The Project team thus had enough time to support
the producers in developing the irrigation structures and correcting some
imperfections noted. When the Project ended, a learning process had already
begun.



Good responsiveness from the Bank: For its part, the Bank duly monitored the
implementation of the Project, by way of frequent supervision missions and
regular email contacts. The Bank further showed discernment in its fairly
prompt processing of documents.

9.2.2 The very good implementation of the credit component constitutes an exceptional
success against the backdrop of the usual difficulties involved in accessing and recovering
credit in rural areas. The establishment of an efficient intermediation service that is close to
the producers largely contributed to the good outcomes.
9.2.3 The weak capacity of local and national public works enterprises is a constraint to
development projects in Niger and a threat to any meaningful development of the irrigation
sub-sector. It is essential for the State and its development partners to engage in talks aimed
at promoting the private sector in terms of building the capacities of enterprises and
facilitating access to equipment credit.
9.2.4 To ensure the sustainability of the project‟s gains, it is important for the government‟s
decentralized technical services, which were fully involved during Project implementation, to
continue monitoring activities on the ground while building on the results obtained.

18
9.3

Recommendations

In view of the results and lessons observed upon completion of the PMET, the
following is recommended:




The Bank:
i)

ensure, through all available channels of communication, extensive
dissemination of the good results achieved by PMET;

ii)

support the Government of Niger to fully capitalize and build on the
successes achieved through the Project‟s interventions, in order to
ultimately promote a real national strategy in the harnessing of water
resources;

iii)

take into account PMET‟s successful experience in rural credit, and
compare it to other credit financing mechanisms supported by the
Bank, in order to determine the extent and manner in which the
experience could be customized, developed and reproduced;

iv)

vi)

plan systematically, for future projects, the preparation of a baseline
study prior to the start of implementation.

The Borrower:
i)

ii)

continue to ensure in the field, through the relevant technical
departments, the follow-up of the PMET‟s activities and support to
producers, so as to maintain the momentum set in motion and boost the
sustainability of the various actions initiated by PMET. It would be
advisable to earmark, in this regard, a graduated budget that will allow
monitoring over three years and for which annual reports will be
prepared, with the Bank as one of the recipients;

19
iii)

take the necessary measures at the different sites to ensure a simple
hydrometric monitoring of the water flow, water surface and
groundwater of the harnessing structures built;

iv)

ensure at the regional and national levels, the extensive dissemination
of the PMET‟s results while developing the exploitation of the
PMET‟s experience in the area of water harnessing, in coordination
with the other Bank-financed rural development projects (PADAZ,
PADL Diffa and PVDT);

vi)

make every effort to maintain the sustainability of the PMET credit
component, through the implementation and close monitoring of the
memoranda of understanding signed with SONIBANK and KOKARI.
It would be advisable to consider the creation of a disaster fund in
order to minimize the risks taken by the MFIs and thus guarantee their
development and the sustainability of their assistance to rural
communities;

vii)

Annex 1
REPUBLIC OF NIGER
TAHOUA REGION WATER HARNESSING PROJECT (PMET)
COMPLETION REPORT
Project Location Map

Annex 2
REPUBLIC OF NIGER
TAHOUA REGION WATER HARNESSING PROJECT (PMET)
COMPLETION REPORT
Summary Table of Project Outputs

Key Activities by Component
Development
Water harnessing structures
Development of flood recession
cropping areas
Irrigated area
Rural access roads
Reclamation of land by SWC/SPR
Protection of kori banks
Vegetation of sandy watered areas
Implementation
Technical supervision of producers
Literacy education for producers
Market garden cooperatives trained
Dev. of flood recession and irrigated
cropping
Intensification of rain-fed cropping
Rural credit (Guarantee fund - GF)
No of groups benefiting from loans
Total amount credit
Rate of repayment
Support Measures
Village & pastoral wells
Equipped shallow boreholes
Deep boreholes
Mini-DWS
Input shops
Community health huts
Finishing & equip‟t of IHC
Setting up of COFOS
INRAN/BEEEI/SPCR agreements
Support to women
Communication plan
Environmental impact monitoring
plan
Project Unit
Project head-office building
External audit
Mid-term review
Final evaluation

Initial Objectives

5
630 ha
90 ha
43 km
2,425 ha
7.5 km
80 ha

Outputs at Closing

8
998 ha
0
37.2 km
8.871 ha
11.5 km
80 ha

1,539 farmers trained
Not specified
7 coops.

1,690 farmers trained
657 people
7 coops.

720 ha
11.490 ha
Funds from 150 MF
160 grps. (cf. agreement)
CFAF 1,028 m (agrmnt.)
95% (under agrmnt.)

998 ha
16,871 ha
Funds from 180 MF
185 grps.
CFAF 1.249 billion
97% (excl.GF mobilis.)

45
84 incl. 61 positive
15
0
0
1 deep borehole
0
2 mini-DWS
15
15
10
10
0
2
2 COFOS 2 COFOS / 150 COFOB
3 agreements
3 agreements
15 women‟s organizations
106 (credit)
0
1 plan
1 plan
1 plan

1 building
5 fiscal yrs
1 review
0

1 building
5 + 1.5 fiscal yrs
1 review
1 final evaluation

Implementation
Rate (%)

160
158
0
86
366
153
100

110
100
139
147
100
116
121
102

135
0
+
+
100
100
+
100 / +
100
523
+
100

100
100
100
+

Annex 3

REPUBLIC OF NIGER
TAHOUA REGION WATER HARNESSING PROJECT (PMET)
COMPLETION REPORT
Project Disbursements

Schedule of PMET Expenditure from ADF Funds (in UA million)

Years

1999

2000

2001

2002

2003

2004

2005

2006

2007

Total

1.20

2.90

3.01

0.36

0.44

7.95

0.41

0.91

2.47

1.51

1.67

0.73

0.25

7.95

5.5

16.6

47.7

66.7

87.7

96.9

100.0

Estimate

Suspens suspensi
ion
on

Actual
% Disbursed (total)

Code

ADF Expenditure by Category (UA million)

Category

Amount at
Appraisal

Final
revised
Amount

2001

2002

2003

2004

2005

2006

2007

Goods

0.26

0.33

0.16

0.04

0.02

0.03

0.02

0.01

0.0

Works

3.67

4.56

0.01

0.23

1.64

0.99

1.17

0.36

0.11

Services

2.15

2.06

0.16

0.43

0.42

0.49

0.35

0.21

0.07

Operating costs

0.10

0.26

0.03

0.04

0.05

0.04

0.00

Personnel

0.20

0.54

0.04

0.08

0.09

0.10

0.13

0.03

Guarantee fund

0.18

0.19

Non-allocated

1.39

0.00

Total

7.95

0.40

1.00

2.22

1.66

1.68

0.76

0.22

Annex 4
Page 1 de 4
REPUBLIC OF NIGER
TAHOUA REGION WATER HARNESSING PROJECT (PMET)
COMPLETION REPORT
Evaluation of Economic Rate of Return (ERR)
Area and Production by Developed Site
Situation without Development (No Project) for Land Commanded by Water
Off-Season
Rainy Season

With Project Situation
Crops per Site

Yield (kg/ha)

Production
(Tonnes)

Assumption on
% Area
Developed *

146.28
73.79
24.615
34.807
279.492

1 640
30 640
116 236
658

240
2 261
2 861
23

50%
50%
50%
50%

58.538
55.322
12.888
83.59
3.422
213.76

630
17 015
81 812
1 093
18 566

72.761

630

Developed Areas
(ha)

Additional
Off-Season
Area related to
Project

73
37
12
17

Millet Production Lost following formation of
Reservoirs
Area
(kg/ha)

Yield
(kg/ha)

Production
(tonnes)

Value
(CFAF)

350

200

350

4 200 000

350

1 785 000

ADOUNA
Tomato
Sweet potato
Onion
Cowpea
Total area developed
LILANGO
Tomato
Sweet potato
Onion
Cowpea
Irish potato
Total area developed
MINAO
Tomato

37
941
1 054
91
64

0%
0%
0%
0%
0%

59
55
13
84
3

Annex 4
Page 2 of 4

ALIBOU
Tomato
Sweet potato
Onion
Cowpea
Total area developed
KOUNKOUZOUT/BAGAYE
Tomato
Sweet potato
Onion
Cowpea
Total area developed
KARADJI NORD
Tomato
Sweet potato
Onion
Cowpea
Total area developed
GOUNFARA
Tomato
Sweet potato
Onion
Cowpea
Total area developed

All Structures

65.706
6.74
1.257
12.691
86.394

389
13 067
48 895
225

25.462
16.14
1.91
1.725
45.237

850
9760
51 523
375

62.098
91.343
153.441

587
937

6.64
17.11
23.75

66 301
658

874.835

26
88
61
3

22
158
98
0.6

36
86

440
11

2%
2%
2%
2%

0%
0%
0%
0%

20%
20%

0%
0%

64
7
1
12
65

350

1 365 000

350

630 000

350

840 000

350

1 050 000

470

165

9 870 000

25
16
2
2

50
73

7
11

697
Total Millet
before Project

Annex 4
Page 3 of 4
Economic and Financial Calculations for Water Harnessing Structures
Economic Data on the 2005/2006 Off-Season (source PMET)
Crops

Production
Value
(CFAF)

CFAF/ha

CFAF

CFAF/ha

312 500

127 187 500

133 180

57 379 939

69 807 561

162 025

3 448

90 000

310 320 000

170 000

25 838 640

284 481 360

1 871 686

95 413

4 514

60 000

270 840 000

1 440 000

68 126 400

202 713 600

4 284 794

241.266

891

215

130 000

27 950 000

8 575

2 068 856

25 881 144

107 272

3.422

18 703

200 000

12 800 000

1 800 000

6 159 600

6 640 400

1 940 503

874.835

159 573 435

589 524 065

673 869

Area
(ha)

Average Yield
(kg/ha)

Production
(tonnes)

Price per Tonne

Dried Tomato

430.845

945

407

Sweet Potato

151.992

22 685

47.31

Onion
Cowpea seeds
Irish Potato
Total

749 097 500
Additional Values with Project

Crops
Area (ha)

Production (t)

Production
Value
(CFAF)

Production
Costs (CFAF)

Gross Margin
(CFAF)

Dried tomato

344

325

101 541 963

45 810 097

55 731 867

Sweet potato

115

2 608

234 716 761

19 543 574

215 173 187

Onion

3 337

200 238 178

50 367 398

149 870 779

Cowpea seeds

199

178

23 080 255

1 708 398

21 371 857

12 800 000

6 159 600

6 640 400

572 377 156

123 589 067

448 788 089

Irish potato
Total

697

Production Costs

Gross Margin

Annex 4
Page 4 of 4
Calculation of IRR

Consideration of new water harnessing structures (875 ha taken into consideration), new SWC/SPR improvements (8,871 ha) and intensification
of rain-fed cropping excluding structures and improvements (estimated 8,000 ha)
Year

Financial Flows (CFAF)

-4 225 569 370

606 958 889

626 158 889

664 558 889

732 958 889

791 358 889

829 758 889

Year

Financial Flows (CFAF)

259 745 744

259 745 745

259 745 746

259 745 747

259 745 748

386 334 816

386 334 817

386 334 818

386 334 819

386 334 820

Year

Financial Flows (CFAF)

475 044 800

IRR
(Structures + SWC/SPR + rain-fed)

13.1%

Considering water harnessing structures only, IRR is estimated at 6.8%

Considering SWC/SPR improvements only, IRR is estimated at 18.9%

Considering intense rain-fed cropping only (excluding structures and improvements), IRR is estimated at 34.2%

Annex 5
Page 1 of 3
REPUBLIC OF NIGER
TAHOUA REGION WATER HARNESSING PROJECT (PMET)
COMPLETION REPORT
List of Major Contracts

GOODS

CONTRACT
NUMBERS

BENEFICIARIES

5000009342

CFAO NIGER

5000009337/38 BUROPA

DESCRIPTION

Supply of 7 vehicles
Supply of office equipment

AMOUNT
IN
CFAF

Procurement Procurement
Method
Method Used
Envisaged

121 400 000

18 805 970

11 536 150

5000009339

TOUTELEC NIGER Supply of IT equipment

5000014652

CFAO NIGER

Supply of 1 vehicle and 3
motorcycles

23 750 000

CHEFFOU
ABOUBACAR

Supply of millet for SWC/SPR
works

26 500 000

NCB

Annex 5
Page 2 of 3
SERVICES
CONTRACT
NUMBERS

BENEFICIARIES

DESCRIPTION

5000009333

LOUIS BERGER INC USA

Preparation of detailed
designs/BD

5000009337

LAMCO ENGINEERING FIRM

5000009336

BUREAU NIGERIEN
D'INGENIERIE ET CONSEILS

5000009335

BUREAU NIGERIEN
D'INGENIERIE ET CONSEILS

5000009334

SOFRECO

5000009343

AMOUNT IN
CFAF

Procurement Procurement
Method
Method Used
Envisaged

215 564 040

Studies and control of access
road rehab works

71 825 000

Preparation of extension and
training plan and programme

10 224 500

6 149 000

RE Technical Assistance

163 800 000

RURAL CODE PERMANENT
SECRETARIAT

Establishment of 2 COFOs at
Tahoua and Konni

103 450 000

Direct
Contract

5000009344

ENVIRONMENTAL AND
IMPACT ASSESSMENT
BUREAU

Environmental and
Epidemiological monitoring

169 200 000

Direct
Contract

5000009345

KOKARI SICR

Management of guarantee
funds

92 414 458

Direct
Contract

5000014085

Recruitment of DPO for
CEH-SIDI CONSULTING FIRM hydraulic infrastructure

100 640 004

5000014103

SONIBANK

Establishment of guarantee
fund

180 000 000

Direct
Contract

ABC ECOLOGIE

Implementation of extension
and training programme

272 221 154

5000014805

DELOITE & TOUCHE

Auditing of 2001 to 2003
accounts

28 747 500

5000014969

TECHNI-CONSULT

40 156 574

148 799 195

Direct
Contract

34 649 160

143 241 330

19 000 000

Preparation of monitoringevaluation system

Study and monitoring of kori
banks protection works

INRAN

Implementation of research &
development

5000015355

ERNEST & YOUNG

Supply and installation of
accounting software

5000015546

SOGREAH

5000016690

DELOITE & TOUCHE

5000017190

AGRIFOR

Mid-term review

55 605 030

5000018345

BETICO MALI

Control of KounkouzoutAdouna irrigation
infrastructure works

46 560 000

5000018346

CEH-SIDI CONSULTING FIRM

Control of well construction
works

37 700 000

5000020381

AGRER-BNIC Group

Final project evaluation

36 336 998

5000022178

EFIC Consulting Firm

Auditing of 2006 and 2007
accounts

7 982 000

Control of irrigation
infrastructure works
Auditing of 2004 and 2005

Annex 5
Page 3 of 3
WORKS
CONTRACT
NUMBER

BENEFICIARIES

DESCRIPTION

Procuremen
t Method
Used

AMOUNT IN
CFAF

Procuremen
t Method
Envisaged

118 094 744

NCB

5000014968

GROUPEMENT
OULD-CHERIF

Rehabilitation of Gounfara track

5000014967

TTB

Rehabilitation Karadji track

43 126 438

NCB

5000014966

ALGHALY MOHAMED

Rehabilitation Kounkouzout track

66 604 263

NCB

YAHAYA Enterprise

Construction of 10 wells at Konni

47 647 962

NCB

ENGEH

Construction of nine wells at Konni

34 775 000

NCB

YAHAYA Enterprise

Construction of nine wells at Tahoua

49 978 041

NCB

BEN MOUSSA

Construction of nine wells at Tahoua

49 960 536

NCB

MAHAMIDOU
YACOUBA Enterprise

Construction of nine wells at Tahoua

42 919 263

NCB

5000015256

FORACO

Construction one borehole at Gounfara

179 568 000

NCB

5000015541

IBRAHIM KADA
Enterprise

Installation of drinking water supply system
at Gounfara

73 470 700

NCB

Installation of drinking water supply system
at Bagueye

84 666 725

NCB

5000015542 YAHAYA Enterprise
5000015537

OUMADAH BROTHERS Construction of Lilango dam

270 060 000

ICB

5000015538

SOBAFOR

Construction of Karadji Nord dam

197 986 387

ICB

5000015539

GROUPEMENT
SGTP/ETI

Construction of Gounfara downstream weir

502 408 636

ICB

5000015540

SOBAFOR

Construction of Gounfara road dyke

435 262 478

ICB

Construction of Alibou dam

303 701 374

ICB

Construction of Minaou dam

187 030 998

ICB

Kori banks stabilization works

242 602 569

NCB

5000016682

OUMAROU ANGO
ET FRERES Enterprise
MOHAMED
CHERIF RHALO
Enterprise
OULD Enterprise

MAHAMIDOU
YACOUBA Enterprise

Construction of 14 new stores and
rehabilitation of 1 store

46 443 788

NCB

SIG CONSULT

Works for protection of access tracks

34 978 000

NCB

Construction of 15 wells at Tahoua

70 220 000

NCB

Construction of 15 wells at Tahoua (contract
amendment)

11 540 200
73 867 500

NCB

378 104 576

ICB

246 965 189

ICB

104 114 560

NCB

21 062 700

NCB

28 573 920

NCB

5000015534
500015536

MAHAMIDOU
YACOUBA Enterprise
MAHAMIDOU
YACOUBA Enterprise

GARBA ZADI Enterprise

Construction of 15 wells at Konni

5000018341

EGB/TP

Construction of Adouna weir

5000018342

OUMADAH BROTHERS Construction of Kounkouzout weir

5000018505

OUMADAH BROTHERS

GTR Enterprise

OULD Enterprise

Transportation of stones for
SWC/SPR works
Construction of documentation room
Rehabilitation of compound
Finishing works
Bagueye IHC

Amendment

Annex 6
Page 1 of 5
REPUBLIC OF NIGER
TAHOUA REGION WATER HARNESSING PROJECT (PMET)
COMPLETION REPORT
Performance Evaluation and Rating

Implementation Performance

Component Indicators
i)

ii)

iii)

iv)

Rating
(1 to 4)

Remarks

One month after loan effectiveness (April 1999), the Bank
suspended its disbursements to Niger for nearly 20 months
(March 2001). The project‟s operational phase could only
start in April 2001 ending, after 2 extensions, in 30/06/2007,
or an effective implementation period of 74 months instead of
the projected 60, representing a 23% increase on the project
implementation duration.

The entire ADF loan was used to finance activities, as
initially envisaged. Disbursement of the counterpart funds
was generally satisfactory in spite of some delays. At Project
end, the contribution of the Government and the population
accounted for nearly 14.6% of the total Project amount, or 3.2
percentage points above appraisal (11.4%). The Project also
benefited from a WFP „Food for Work‟ contribution, which
was not projected at appraisal and which amounted to an
estimated CFAF 864.66 million.

The terms of the loan agreement were complied with:
assignment of staff, contribution to financing, credit
component agreement, etc.

The Project set up a computerized monitoring & evaluation
system that allowed the collection and processing of data.
The PMU regularly produced quarterly and annual reports
that were submitted to ADB, the authorities and national and
regional supervisory technical departments.

Adherence to implementation
schedule

Adherence to cost schedule

3Compliance with terms of loan
agreement
4Adequacy of monitoring &
evaluation and reporting

5
Satisfactory operations

Total
Overall
assessment
implementation performance

The implementation level of all Project components was
excellent. The same applies to its impact although measures
must be taken to further consolidate its sustainability.

18/20
of

3.6

The Project‟s
satisfactory

implementation

performance

highly

Annex 6
Page 2 of 5
Bank Performance

No.

ii)

Component Indicators

At identification

At preparation

Rating
(1 to 4)

Remarks

The Project, identified in 1990, was in keeping with the
Bank‟s strategy and that of the Government for whom the
agro-silvo-pastoral constituted a pillar for the economic and
social development of Niger.

The feasibility study was prepared in 1992 with financing
from the Bank, by the Louis Berger International Firm. It
covered the harnessing of surface run-off water in the
Tahoua, Zinder and Agadez Departments.

iii)

At appraisal

The Appraisal Report was of good quality and successfully
covered the technical, economic, financial, social and
environmental aspects linked to such a project. The
capacity building needs of the actors involved were
correctly addressed through the use of the participatory
approach.

iv)

At supervision

The Bank regularly supervised the Project and fielded 11
missions. They helped to resolve problems that could have
delayed implementation.

Total
Overall assessment
performance

13/16
of

Bank

3.25

The Bank‟s performance is highly satisfactory

Annex 6
Page 3 of 5
Project Outcomes

No.
1.

Component Indicators

Rating
(1 to 4)

Remarks

Relevance and Achievement of Objectives

Macro-economic policy

The Project is fully consistent with the Poverty Reduction
Strategy (2002) and the Rural Development Strategy adopted by
the Government after the signing of the loan agreement.

ii)

Sector policy

The Project is a major tool in the implementation of the Rural
Development Strategy, which aims among others to improve
food security and ensure the sustainable management of natural
resources to safeguard the living conditions of the population.

iii)

Physical outputs

The physical outputs of the Project were largely attained, and
several were even largely exceeded.

iv)

Financial component

The final project cost in UA corresponds to that of the appraisal
estimates. Added to this is the cost of the food supplies
provided by WFP as part of the „food for work‟

The Project had a very positive impact on poverty reduction
(cash injections, access to credit, positive cereal balance and
increased animal production), the promotion of women‟s status,
reduction of rural exodus and support to grassroots development
dynamics.

Positive effects linked to SWC/SPR improvements, weirs and
dams through the curbing of erosion caused by run-off water.
The implementation of the ESMP translated into several
training programmes for the technical departments and the
population, as well as supplementary studies on the prevalence
of water-borne diseases and inventory of certain plants

The construction of weirs and dams helped provide more
employment for the rural communities and extend the work
time for the population concerned throughout the year. This
creation of employment and increased revenue resulted in a
significant reduction in the rural exodus prevalent in the region.
The Project also improved access to several remote villages and
allowed their integration into economic channels as well as
enabled the development of community-based credit (1 MFI).

vi)

vii)

Poverty reduction, social impact and
gender

Environment

Private sector development

Annex 6
Page 4 of 5
Project Outcomes

No.
2.

ii)

iii)

iv)

Components of Indicators

Score
(1 to 4)

Remarks

The Project contributed fully to institutional strengthening
through the agreements signed with the following
institutions that operated in the region: (i) INRAN for
research & development; (ii) SICR/KOKARI for
establishment of the credit scheme; (iii) BEEEI for
environmental monitoring, and (iv) SP/CNCR, which
provided support for the setting up and operation of the
Tahoua and Konni COFOs. The Project also assisted with
the emergence of 217 producers‟ organizations (POs), 6 PO
Unions, 7 market garden cooperatives, 16 input shop
management committees, or a total of 246 producers‟
bodies.

The Project did not encounter any financial management
problems. Financial audits regularly indicated that Project
was being managed in conformity with the Bank‟s
administrative and accounting procedures. The 2005 audit
showed however that the last quarter tranche of the national
budget was not paid, currently putting the Project in arrears
to 4 contractors.

The water harnessing structures and mini-DWS constructed
by the Project are simple and can easily be maintained by
the beneficiaries. They appear reliable after three years of
full use. These technologies are worth generalizing for
similar use in the country.

The commendable professionalism and commitment of the
PMET Director and the various experts, as well as the
effective support of the administrative authorities
contributed significantly to the achievement of the Project‟s
outcomes. The team received efficient technical assistance
support for three years. The PMU members, technical
departments and various actors benefited from training.

Institutional Strengthening

Institutional framework

Financial and integrated
management systems, including
audit systems

Technology transfer

Staffing by qualified persons
(including turnover), training and
counterpart staff

Annex 6
Page 5 of 5
Project Outcomes

No.
3.

Component Indicators

Rating
(1 to 4)

Remarks

The Borrower maintains its resolve to pursue, with the help of its
partners, the implementation of a decentralized and sustainable
natural resource management policy. However, the PMET
completion mission observed insufficient monitoring of the
Project‟s outputs and supervision of the beneficiaries

Sustainability

Continued Borrower
commitment

ii)

Environmental policy

The Borrower is highly aware of environmental issues; and a
regional environmental surveillance and monitoring unit was
established at Tahoua in 2003. This unit however needs to be
resourced to remain operational.

iii)

Institutional framework

The Project was integrated into the administration‟s organization
chart. Other similar projects were initiated in the country and
benefit from the existing institutional framework.

iv)

Technical viability and
staffing

The structures built are operational, with a life-span of more than
30 years and requiring limited maintenance.
Trained
management committees have been established.

Financial viability including
cost recovery systems

The irrigation facilities allowed off-season cropping on nearly 1
000 ha and land reclaiming works covered 8 871 ha. The Project
thus created employment, settled the population and generated
increased annual revenue, estimated at CFAF 572 million.

The Project is economically viable. It resulted in increased
cereal production, monetary incomes, improved water supply for
more than 33 000 people, improved access to primary health
care, improved access to villages, better environmental protection
and improved living conditions for women, mainly through
credit.

PMET contributed to the concrete implementation in the Tahoua
region of national policies on environmental impact assessment
and monitoring. No major negative impact has been caused by
PMET.

The management committees for the structures have been
established, trained and have bank accounts. The committees for
drinking water supply and health huts are operational, unlike
those for the retention structures, which need to be monitored.

The internal rate of return is estimated at 13.1% (6.8% for water
harnessing structures and 18.9% the SWC/SPR improvements),
without taking into account the increased animal production and
certain credit activities

vi)

vii)

Economic viability

Environmental viability

O&M facilitation (availability
viii)

ix)

of recurrent funding, foreign
exchange, spare parts, etc.)

Economic Internal Rate of
Return
TOTAL
Overall Assessment of
Outcomes

72/80
3.6

The overall assessment of the Project is highly satisfactory

Annex 7
Page 1 de 2
REPUBLIC OF NIGER
TAHOUA REGION WATER HARNESSING PROJECT (PMET)
COMPLETION REPORT
Matrix of Recommendations and Follow-Up Measures

MAIN FINDINGS AND
CONCLUSIONS
Project Formulation and Rationale
The Project is consistent with the Rural
Development Strategy of the Government
aimed, among others, at improved food
security and the sustainable management
of natural resources

Project Implementation
The Project was well implemented

Compliance with covenants and loan
conditions
The loan conditions were relatively simple
to meet and did not delay Project start-up

LESSONS
LEARNT/RECOMMENDATIONS

FOLLOW-UP ACTIONS

RESPONSIBILITY

The design was realistic, focused on a priority
area of intervention: water harnessing. The
formulation and rationale were good and are
still relevant. Consider this type of design for
other rural development operations in Niger.

Capitalize on and disseminate PMET
design approach and results.

ADB/Government

The Project Team successfully harmonized the
interventions of the Bank, the administrative
and technical authorities and the beneficiaries;
it also handled procurement and the monitoring
of activities efficiently. The quality of human
resources is an essential factor in the proper
implementation of a project.

Ensure, for future projects, the
putting together of a competent,
efficient and committed coordinating
team, with the requisite technical
expertise in the relevant fields, and
experienced in project requirements
(procurement,
management,
monitoring-evaluation, etc.).

ADB/Government

The prompt fulfilment of the conditions
precedent contributed to compliance with the
timetable. The conditions must be extensively
discussed during project appraisal. A
monitoring mechanism should help to speed up
fulfilment of the conditions.

Ensure that, for future projects, the
conditions precedent are realistic and
that they are followed up for
compliance
immediately
upon
approval of the project.

ADB/Government

Annex 7
Page 2 of 2

Performance Evaluation and Project
Outcomes
The Project outcomes appear highly
satisfactory, at completion. PMET turned out
to be highly successful. In its area of
intervention, the PMET made significant
progress in attaining its objectives of poverty
reduction and improved living conditions for
the population, particularly in terms of
improved food security.

Sustainability
The structures were put up in conformity
with the required technical standards and are
operational. They constitute a guarantee for
a degree of sustainability.

The Project was relevant and was able
to obtain the complete support of the
beneficiaries. The PMET‟s success
lies in a number of pillars, including
mainly: the implementation of simple
technical solutions to essential
problems, the systematic application
of a participatory approach and the
development of partnerships, the
involvement of stakeholders, the
calibre of the PMU, the time invested
in implementation and support, as
well as the Bank‟s responsiveness.
The various contributing factors to the
PMET‟s success must be analyzed
and disseminated, particularly the
credit component. The overall weak
capacity of national enterprises calls
for specific support at the national
level.

The technical quality of the
infrastructure constitutes an essential,
but
insufficient
pre-requisite.
Management committees have been
set up and trained, but they are not
yet completely viable. It is important
to continue providing support for
these facilities.

Ensure extensive dissemination of the
good results obtained by PMET, and
fully capitalize and build on the
successes achieved through the
Project‟s interventions.
Take into account PMET‟s successful
experience in rural credit, and
compare it to other credit financing
mechanisms supported by the Bank,
in order to determine the extent and
manner in which the experience could
be customized, developed and
reproduced.
In view of the needs expressed and
the potential of the region for the
harnessing of water resources and for
improved access to remote areas,
envisage a study for a second phase in
order to further spread the Project‟s
successes.
Examine ways and means of
contributing to strengthening and
equipping small and medium-scale
enterprises.
Continue to provide in the field,
through the relevant technical
departments, the monitoring of the
PMET‟s activities and support to
producers so as to maintain the
momentum set in motion and boost
the sustainability of the various
actions initiated by PMET.

ADB
(OSAN, COMU, OPEV)

ADB/Government

Government/ADB

Government

Annex 8
Page 1 of 2
REPUBLIC OF NIGER
TAHOUA REGION WATER HARNESSING PROJECT (PMET)
COMPLETION REPORT
Sources of Information

Run-off Surface Water Harnessing Study in the Tahoua, Zinder and Agadez Regions Phase II. Feasibility Study. Final Report.
Volume 1 A. Summary (27 p + annexes)
Volume 1 B. General. (198 p).
Republic of Niger. Ministry of Water Resources and the Environment. Rural Engineering
Department. Louis Berger International, Inc. December 1992.

Board Memorandum (34 p + annexes).
NIGER: Tahoua Department Water Harnessing Project.
African Development Funds. 1998.

Loan Agreement between the Republic of Niger and the African Development Fund
(Tahoua Department Water Harnessing Project). (14 p.).
N°F/NIG/MOB-EU/98/23 of 12 November1998.

Action Plan for Extension/Training in the Tahoua Water Harnessing Project Area. Final
Report (34 p). Republic of Niger. Ministry of Rural Development. Department of Rural
Agriculture Development and Equipment. PMU. ADF. BNI C/SCP Financing. July 2001.

Preparation of the monitoring-evaluation system of the Tahoua Water Harnessing Project.
Final Report (64 p). Republic of Niger. Ministry of Rural Development. Department of
Rural Agriculture Development and Equipment. PMU. November 2001.

Poverty Reduction Strategy. Complete PRS, prepared by the Government of Niger (209
p). Niger against poverty. Republic of Niger.
Office of the Prime Minister. PRSP Permanent Secretariat

INRAN-PMET collaboration agreement. Provisional PMET Research-Development
Activity Programme (28 p). (INRAN. undated, early 2002).

Protocol Agreement n°2002-03/PMET. Agreement between PMET and INRAN for the
implementation of the Research-Development sub-component. (9p). Duration: 3 years.
Republic of Niger. Ministry of Agricultural Development, INRAN/PMET. August 2002.

Annex 8
Page 2 of 2

Audit reports for 2002, 2003 and 2005 of the Tahoua Water Harnessing Project (PMET)
Close of fiscal year 31 December 2001.
(Deloitte & Touche – Burkina)

Environmental Impact Assessment of the Tahoua Department Water Harnessing Project
(PMET) (71 p+ Annexes). Republic of Niger. Ministry of Agricultural Development.
Department of Rural Agriculture Development and Equipment. Tahoua Department
Water Harnessing Project, 2003
(This document includes the ESMP).

Mapping of five watersheds of the Tahoua Department Water Harnessing Project. Final
Report ( ). Republic of Niger. Ministry of Water Resources, the Environment and
Desertification Control. Department of Environment. Technical Support Section
(UTA/DE). February 2004.

Mid-term Review Report. Republic of Niger. Ministry of Agricultural Development.
Department of Rural Agriculture Development and Equipment. Tahoua Department
Water Harnessing Project (PMET). AGRIFOR, July 2004.

Quarterly activity reports, 2001 to 2007.

PMET annual activity reports: 2001to 2006.

Supervision mission reports of ADB, MDA and the Regional Monitoring Committee.

Final evaluation report of the Tahoua Department Water Harnessing Project.
AGRER/BNIC Group, October 2006.

PMET completion report.
Republic of Niger.

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Title                           : Niger - Tahoua Region Water Harnessing Project (PMET) - Project Completion Report (PCR)
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