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 Project Location Map

Annex 2 Summary Table of Project Outcomes

Annex 3 Project Disbursements

Annex 4 Evaluation of Economic Rate of Return (ERR)

Annex 5 List of Major Contracts Awarded under the Project

Annex 6 Performance Assessment and Rating

Annex 7 Matrix of Recommendations and Follow-up Measures

Annex 8 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 : Association for Community Welfare and Ecology (NGO)

ADB : African Development Bank

ADF : African Development Fund

BCEAO : Central Bank of West African States

BD : Bidding Documents

BEEEI : Environmental and Impact Assessment Agency

CNCR : National Rural Code Committee

COFO : Land Commission

COFOB : Local Land Commission

DAERA : Department of Rural Agriculture Development and Equipment

DEP : Department of Research and Planning

DFS : Decentralized Financial System

DWS : Drinking Water Supply

EIG : Economic Interest Group

ERR : Economic Rate of Return

ESMP : Environmental and Social Management Plan

IHC : Integrated Health Centre

INRAN : Niger National Institute Agricultural Research

LGS : List of Goods and Services

MDA : Ministry of Agricultural Development

MEF : Ministry of Economy and Finance

MFI : Micro-Finance Institution

NGO : Non-Governmental Organization

PADAZ : Zinder Region Agricultural Development Project

PADL-Diffa : Diffa Region Local Development Support Project

PCR : Project Completion Report

PED : Preliminary Engineering Design

PIP2 : Private Irrigation Promotion Project – Phase II

PMET : Tahoua Region Water Harnessing Project

PMU : Project Management Unit

PO : Producer Organization

PRS : Poverty Reduction Strategy

PVDT : Dosso and Tillaberi Regions Water Resource Development Project

RBCSP : Results-Based Country Strategy Paper

RDS : Rural Development Strategy

SC : Steering Committee

SICR : Rural Credit Intermediation Service (Kokari)

SP/CR : Permanent Secretariat of the Rural Code

SWC/SPR : Soil and Water Conservation/Soil Protection and Restoration

SYSCOA : West African Accounting System

UA : Unit of Account

WFP : World Food Programme

CURRENCIES AND MEASURES

Currency Unit: CFA

At Appraisal (March 1998)

On Completion (June 2007)

820.791

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.

BASIC PROJET DATA

1. Country : Niger

2. Project : TAHOUA REGION WATER HARNESSING PROJECT

3. Project No. : P-NE-AAC-002

4. Loan No. : 2100150000756

5. Borrower : Government of Niger

6. Beneficiaries : Inhabitants of Tahoua region

7. Executing Agency : Management Unit, Rural Engineering Department, Ministry of

Agriculture

A. LOAN

1. Amount (in UA)

7.950.000

2. Service Charge (%)

0.75

3. Commitment Fee (%)

0.50

4. Repayment Period

50 years

5. Grace Period

10 years

6. Approval Date

15/07/1998

7. Signature Date

12/11/1998

8. Effectiveness Date

07/04/1999

B. PROJECT DATA

Total Cost and Financing Plan (in million UA)

At Appraisal

On Completion

Sources

F.E.

L.C.

Tot.

Total

ADF

5.89

2.06

7.95

GOVERNMENT

0.00

0.80

0.84

BENEFICIARIES

0.00

0.22

0.59

WFP

1.04

TOTAL

5.89

3.08

8.97

10.42

Effective date of first ADF disbursement

30/03/2001

Effective date of last disbursement

09/08/2007

Start-up date of project implementation activities

March 2001

Completion date of project implementation activities

30/06/2007

C. PERFORMANCE INDICATORS

Cancellation (in UA million) :

0.00

Time Underrun/Overrun

- Slippage on effectiveness :

- 1 month

- Slippage on completion date :

+ 2.5 years

- Slippage on last disbursement :

+ 26 months

- Number of extensions of the last disbursement date :

Project implementation status : Completed

List of verifiable indicators : cf. Annex 2

Institutional performance

- Bank : satisfactory

- Gov. : satisfactory

Performance of Consultants

: satisfactory

Performance of Contractors

: average (delays)

Economic Rate of Return (ERR)

20% (appraisal)

13.1% (completion)

iii

D. MISSIONS

Date

Mission

No. of Pers.

Composition

H/j

Identification

Preparation

Appraisal

2-20 Aug. 1999

Launching

Rural Engineer + Agronomist

25 June – 16 July

2001

Supervision

Agronomist TM + Livestock Expert

21-30 December

2001

Supervision

Environmentalist

15-25 October 2002

Supervision

Agronomist

29 Sep. – 14 Oct.

2003

Supervision

Agronomist

17-25 November

2004

Supervision

Agronomist

9-10 April 2005

Supervision

Livestock Expert

17-19 June 2005

Supervision

Disbursement Officer

24-25 September

2005

Supervision

Rural Engineer

23 May – 06 June

2006

Supervision*

Disbursement Officer

19 Sep. – 3 Oct.

2006

Supervision*

Rural Engineer + Credit Specialist

24 Apr – 12 Mar

2007

Supervision*

Rural Engineer

3 – 18 March 2008

Completion

Rural Engineer + Agronomist

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

E. ADF LOAN DISBURSEMENTS (UA)

Estimate at

Appraisal

Actual Amounts

Percentage

(%)

- Total Disbursed

7 950 000

100

- Amount Cancelled

- Annual Disbursements

Year

Estimated

Completed

Disbursed

Total

Disbursed

1999

1 200 000

2000

2 900 000

2001

3 010 000

410 000

5.2%

2002

360 000

910 000

11.4%

16.6%

2003

440 000

2 470 000

31.1%

47.7%

2004

1 510 000

19.0%

66.7%

2005

1 670 000

21.0%

87.7%

2006

730 000

9.2%

96.9%

2007

250 000

3.1%

100.0%

TOTAL

7 950 000

100%

FINAL LOGICAL FRAMEWORK

HIERARCHY OF

OBJECTIVES

OBJECTIVELY VERIFIABLE INDICATORS

MEANS OF VERIFICATION

ASSUMPTIONS/RISKS

AT APPRAISAL

ON COMPLETION

AT APPRAISAL

ON COMPLETION

SECTOR GOAL

Contribute to poverty reduction

through improved food security

and living conditions in the

Tahoua Department

1.Improved food production

2. Improved incomes

1. The Project contributed to improved food

production

2. The incomes of the Project‟s beneficiaries

increased

1. Status and supervision reports

2. Departmental statistics

3. Reports of departmental and

administrative services

PROJECT OBJECTIVES

1. Increase agricultural and

animal production

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)

1.2 1 539 farmers organized and

settled

1.3 Promotion of rural activities

1.1 -7.200 tonnes of millet/sorghum yearly

following SWC/SPR; 8.600 tonnes of

vegetables;

- Non-estimated increase in animal

production

1.2 14. 286 smallholdings covered including

2 017 farmers organized into POs

1.3 The project set up: 217 POs, 6 PO

Unions, 7 Cooperatives, 16 Management

Committees, or a total of 246 producer

organizations

Report of technical services

Departmental statistics

Periodical project reports

Monitoring-evaluation reports

Completion report

Reports of departmental

administrative services

Normal climate and

rainfall

Harmonious management

of rural areas

Technical themes adopted by

producers

OUTPUTS

1. Construction and

management of 5 hydraulic

structures (dams and weir)

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, Bagaye-

Kounkouzout, 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;

Completion reports and reports of

operation of structures

Progress, supervision and

completion reports

Mid-term review report

Final evaluation report

Country and Bank completion

reports

Cost of structures remains

reasonable

HIERARCHY OF

OBJECTIVES

OBJECTIVELY VERIFIABLE INDICATORS

MEANS OF VERIFICATION

ASSUMPTIONS/RISKS

AT APPRAISAL

ON COMPLETION

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 and

INRAN activity reports

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

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

Status, supervision and

completion reports

5 Setting up of guarantee fund

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%.

Status, supervision and

completion reports

KOKARI and other community-

based financial services continue

to provide loans

A disaster fund is set up over time

6. Land development

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)

Status, supervision and

completion reports

The Government has organized

minimum technical supervision

for Project beneficiaries

7. Establishment of socio-

economic and rural

infrastructure

7.1 41 km of tracks rehabilitated

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

7.1 Three tracks totalling 37.2 km

rehabilitated and access to 8 villages

improved

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

Status, supervision and

completion reports

Management committees are

supervised, receive training and

remain competent

HIERARCHY OF

OBJECTIVES

OBJECTIVELY VERIFIABLE INDICATORS

MEANS OF VERIFICATION

ASSUMPTIONS/RISKS

AT APPRAISAL

ON COMPLETION

AT APPRAISAL

ON COMPLETION

credit

and stocked with initial supply of

consumables and medicines. Bagaye

and Adouna IHC also equipped by

Project.

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

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

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

Status, supervision and

completion reports

9 Setting up of Project

Implementation Unit

9.1 PMU comprising Director, 5

local management staff and

technical assistance staff set up

9.2 Office building constructed and

equipment procured in Tahoua

for PMU

9.1 Management unit established in

accordance with planned arrangements

9.2 Project offices built and equipped in

Tahoua.

KEY ACTIVTIES

1.DEVELOPMENT

2.IMPLEMENTATION

3. SUPPORT MEASURES

4. PROJECT UNIT

RESOURCES

ADF: UA 7.95 million

Government: UA 0.80 million

Beneficiaries: UA 0.22 million

Total: UA 8.97 million

RESOURCES

ADF: UA 7.95 million

Government: UA 0.84 million

Beneficiaries: UA 0.59 million

WFP : UA 1.04 million

Total : UA 10.42 million

ADF/Gov loan agreement signed

Project completion report

ADF supervision

Timely signing of loan agreement

Active participation of

beneficiaries

Active ADB-NIGER cooperation

Contribution of beneficiaries

assessed in terms of labour

provided: 886.000 workdays (500

F/day from ADF and 250F/day

from beneficiaries)

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-to-

manage erosion control protective and small hydraulic structures (dams and weirs). The five-

year 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.

v) 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) 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.

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.

v) 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.

1. 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 or

weirs), for the development and improvement of 720 ha of irrigated crops and 11,490 ha of

rain-fed crops, as well as the development of animal production including an increase in

livestock numbers (2,450 cattle and 39,000 of sheep and goats). Originally, five sites in

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.

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

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.

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:

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, Bagaye-

Kounkouzout 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

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

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

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 pump-

operated 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. Eighty-

four (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.

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 income-

generating 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.

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 Monitoring-

Evaluation. 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

(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.

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 monitoring-

evaluation 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

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

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 Bank-

financed 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.

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:

 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.

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) 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;

v) 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;

vi) plan systematically, for future projects, the preparation of a baseline

study prior to the start of implementation.

 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) 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;

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;

v) 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) 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.

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

Initial Objectives

Outputs at Closing

Implementation

Rate (%)

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

630 ha

90 ha

43 km

2,425 ha

7.5 km

80 ha

998 ha

37.2 km

8.871 ha

11.5 km

80 ha

160

158

366

153

100

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

1,539 farmers trained

Not specified

7 coops.

720 ha

11.490 ha

Funds from 150 MF

160 grps. (cf. agreement)

CFAF 1,028 m (agrmnt.)

95% (under agrmnt.)

1,690 farmers trained

657 people

7 coops.

998 ha

16,871 ha

Funds from 180 MF

185 grps.

CFAF 1.249 billion

97% (excl.GF mobilis.)

110

100

139

147

100

116

121

102

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

2 COFOS

3 agreements

15 women‟s organizations

1 plan

84 incl. 61 positive

1 deep borehole

2 mini-DWS

2 COFOS / 150 COFOB

3 agreements

106 (credit)

1 plan

135

100

100 / +

100

523

100

Project Unit

Project head-office building

External audit

Mid-term review

Final evaluation

1 building

5 fiscal yrs

1 review

1 building

5 + 1.5 fiscal yrs

1 review

1 final evaluation

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

Estimate

1.20

2.90

3.01

0.36

0.44

7.95

Actual

Suspens

ion

suspensi

0.41

0.91

2.47

1.51

1.67

0.73

0.25

7.95

% Disbursed (total)

5.5

16.6

47.7

66.7

87.7

96.9

100.0

- ADF Expenditure by Category (UA million)

Code

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

Crops per Site

With Project Situation

Situation without Development (No Project) for Land Commanded by Water

Off-Season

Rainy Season

Developed Areas

(ha)

Yield (kg/ha)

Production

(Tonnes)

Assumption on

% Area

Developed *

Additional

Off-Season

Area related to

Project

Millet Production Lost following formation of

Reservoirs

Area

(kg/ha)

Yield

(kg/ha)

Production

(tonnes)

Value

(CFAF)

ADOUNA

Tomato

146.28

1 640

240

50%

Sweet potato

73.79

30 640

2 261

50%

Onion

24.615

116 236

2 861

50%

Cowpea

34.807

658

50%

Total area developed

279.492

350

LILANGO

Tomato

58.538

630

Sweet potato

55.322

17 015

941

Onion

12.888

81 812

1 054

Cowpea

83.59

1 093

Irish potato

3.422

18 566

Total area developed

213.76

200

350

4 200 000

MINAO

Tomato

72.761

630

350

1 785 000

Annex 4

Page 2 of 4

ALIBOU

Tomato

65.706

389

Sweet potato

6.74

13 067

Onion

1.257

48 895

Cowpea

12.691

225

Total area developed

86.394

350

1 365 000

KOUNKOUZOUT/BAGAYE

Tomato

25.462

850

Sweet potato

16.14

9760

158

Onion

1.91

51 523

Cowpea

1.725

375

0.6

Total area developed

45.237

350

630 000

KARADJI NORD

Tomato

62.098

587

20%

Sweet potato

Onion

Cowpea

91.343

937

20%

Total area developed

153.441

350

840 000

GOUNFARA

Tomato

Sweet potato

Onion

6.64

66 301

440

Cowpea

17.11

658

Total area developed

23.75

350

1 050 000

All Structures

874.835

697

Total Millet

before Project

470

165

9 870 000

Annex 4

Page 3 of 4

Economic and Financial Calculations for Water Harnessing Structures

Crops

Economic Data on the 2005/2006 Off-Season (source PMET)

Area

(ha)

Average Yield

(kg/ha)

Production

(tonnes)

Price per Tonne

Production

Value

(CFAF)

Production Costs

Gross Margin

CFAF/ha

CFAF

CFAF/ha

Dried Tomato

430.845

945

407

312 500

127 187 500

133 180

57 379 939

69 807 561

162 025

Sweet Potato

151.992

22 685

3 448

90 000

310 320 000

170 000

25 838 640

284 481 360

1 871 686

Onion

47.31

95 413

4 514

60 000

270 840 000

1 440 000

68 126 400

202 713 600

4 284 794

Cowpea seeds

241.266

891

215

130 000

27 950 000

8 575

2 068 856

25 881 144

107 272

Irish Potato

3.422

18 703

200 000

12 800 000

1 800 000

6 159 600

6 640 400

1 940 503

Total

874.835

749 097 500

159 573 435

589 524 065

673 869

Crops

Additional Values with Project

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

Irish potato

12 800 000

6 159 600

6 640 400

Total

697

572 377 156

123 589 067

448 788 089

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

DESCRIPTION

AMOUNT

CFAF

Procurement

Method

Envisaged

Procurement

Method Used

5000009342

CFAO NIGER

Supply of 7 vehicles

121 400 000

5000009337/38

BUROPA

Supply of office equipment

18 805 970

5000009339

TOUTELEC NIGER

Supply of IT equipment

11 536 150

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

AMOUNT IN

CFAF

Procurement

Method

Envisaged

Procurement

Method Used

5000009333

LOUIS BERGER INC USA

Preparation of detailed

designs/BD

215 564 040

5000009337

LAMCO ENGINEERING FIRM

Studies and control of access

road rehab works

71 825 000

5000009336

BUREAU NIGERIEN

D'INGENIERIE ET CONSEILS

Preparation of extension and

training plan and programme

10 224 500

5000009335

BUREAU NIGERIEN

D'INGENIERIE ET CONSEILS

Preparation of monitoring-

evaluation system

6 149 000

5000009334

SOFRECO

RE Technical Assistance

163 800 000

5000009343

RURAL CODE PERMANENT

SECRETARIAT

Establishment of 2 COFOs at

Tahoua and Konni

103 450 000

Direct

Contract

Direct

Contract

5000009344

ENVIRONMENTAL AND

IMPACT ASSESSMENT

BUREAU

Environmental and

Epidemiological monitoring

169 200 000

Direct

Contract

Direct

Contract

5000009345

KOKARI SICR

Management of guarantee

funds

92 414 458

Direct

Contract

Direct

Contract

5000014085

CEH-SIDI CONSULTING FIRM

Recruitment of DPO for

hydraulic infrastructure

100 640 004

5000014103

SONIBANK

Establishment of guarantee

fund

180 000 000

Direct

Contract

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

Study and monitoring of kori

banks protection works

40 156 574

I N R A N

Implementation of research &

development

148 799 195

Direct

Contract

Direct

Contract

5000015355

ERNEST & YOUNG

Supply and installation of

accounting software

34 649 160

5000015546

SOGREAH

Control of irrigation

infrastructure works

143 241 330

5000016690

DELOITE & TOUCHE

Auditing of 2004 and 2005

19 000 000

5000017190

AGRIFOR

Mid-term review

55 605 030

5000018345

BETICO MALI

Control of Kounkouzout-

Adouna 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

Annex 5

Page 3 of 3

WORKS

CONTRACT

NUMBER

BENEFICIARIES

DESCRIPTION

AMOUNT IN

CFAF

Procuremen

t Method

Envisaged

Procuremen

t Method

Used

5000014968

GROUPEMENT

OULD-CHERIF

Rehabilitation of Gounfara track

118 094 744

NCB

5000014967

T T B

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

E N G E H

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

5000015542

YAHAYA Enterprise

Installation of drinking water supply system

at Bagueye

84 666 725

NCB

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

5000015534

OUMAROU ANGO

ET FRERES Enterprise

Construction of Alibou dam

303 701 374

ICB

500015536

MOHAMED

CHERIF RHALO

Enterprise

Construction of Minaou dam

187 030 998

ICB

5000016682

OULD Enterprise

Kori banks stabilization works

242 602 569

NCB

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

MAHAMIDOU

YACOUBA Enterprise

Construction of 15 wells at Tahoua

70 220 000

NCB

MAHAMIDOU

YACOUBA Enterprise

Construction of 15 wells at Tahoua (contract

amendment)

11 540 200

Amendment

GARBA ZADI Enterprise

Construction of 15 wells at Konni

73 867 500

NCB

5000018341

EGB/TP

Construction of Adouna weir

378 104 576

ICB

5000018342

OUMADAH BROTHERS

Construction of Kounkouzout weir

246 965 189

ICB

5000018505

OUMADAH BROTHERS

Transportation of stones for

SWC/SPR works

104 114 560

NCB

GTR Enterprise

Construction of documentation room

Rehabilitation of compound

21 062 700

NCB

OULD Enterprise

Finishing works

Bagueye IHC

28 573 920

NCB

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

Rating

(1 to 4)

Remarks

Adherence to implementation

schedule

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.

ii)

Adherence to cost schedule

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.

iii) 3

Compliance with terms of loan

agreement

The terms of the loan agreement were complied with:

assignment of staff, contribution to financing, credit

component agreement, etc.

iv) 4

Adequacy of monitoring &

evaluation and reporting

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.

v) 5

Satisfactory operations

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.

Total

18/20

Overall assessment of

implementation performance

3.6

The Project‟s implementation performance is highly

satisfactory

Annex 6

Page 2 of 5

Bank Performance

No.

Component Indicators

Rating

(1 to 4)

Remarks

At identification

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.

ii)

At preparation

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

13/16

Overall assessment of Bank

performance

3.25

The Bank‟s performance is highly satisfactory

Annex 6

Page 3 of 5

Project Outcomes

No.

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‟

Poverty reduction, social impact and

gender

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.

vi)

Environment

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

vii)

Private sector development

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).

Annex 6

Page 4 of 5

Project Outcomes

No.

Components of Indicators

Score

(1 to 4)

Remarks

Institutional Strengthening

Institutional framework

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.

ii)

Financial and integrated

management systems, including

audit systems

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.

iii)

Technology transfer

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.

iv)

Staffing by qualified persons

(including turnover), training and

counterpart staff

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.

Annex 6

Page 5 of 5

Project Outcomes

No.

Component Indicators

Rating

(1 to 4)

Remarks

Sustainability

Continued Borrower

commitment

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

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.

vi)

Economic viability

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.

vii)

Environmental viability

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.

viii)

O&M facilitation (availability

of recurrent funding, foreign

exchange, spare parts, etc.)

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.

ix)

Economic Internal Rate of

Return

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

TOTAL

72/80

Overall Assessment of

Outcomes

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

LESSONS

LEARNT/RECOMMENDATIONS

FOLLOW-UP ACTIONS

RESPONSIBILITY

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

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

Project Implementation

The Project was well implemented

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

Compliance with covenants and loan

conditions

The loan conditions were relatively simple

to meet and did not delay Project start-up

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.

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.

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.

ADB

(OSAN, COMU, OPEV)

ADB/Government

Government/ADB

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 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.

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.

Government

Annex 8

Page 1 of 2

REPUBLIC OF NIGER

TAHOUA REGION WATER HARNESSING PROJECT (PMET)

COMPLETION REPORT

Sources of Information

1 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.

2 Board Memorandum (34 p + annexes).

NIGER: Tahoua Department Water Harnessing Project.

African Development Funds. 1998.

3 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.

4 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.

5 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.

6 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

7 INRAN-PMET collaboration agreement. Provisional PMET Research-Development

Activity Programme (28 p). (INRAN. undated, early 2002).

8 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

9 Audit reports for 2002, 2003 and 2005 of the Tahoua Water Harnessing Project (PMET)

Close of fiscal year 31 December 2001. (Deloitte & Touche – Burkina)

10 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).

11 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.

12 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.

13 Quarterly activity reports, 2001 to 2007.

14 PMET annual activity reports: 2001to 2006.

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

16 Final evaluation report of the Tahoua Department Water Harnessing Project.

AGRER/BNIC Group, October 2006.

17 PMET completion report.

Republic of Niger.

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

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