THE LAC PREFECTURE RURAL DEVELOPMENT PROJECT
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AFRICAN DEVELOPMENT FUND REPUBLIC OF CHAD THE LAC PREFECTURE RURAL DEVELOPMENT PROJECT PROJECT COMPLETION REPORT AGRICULTURE AND AGRO-INDUSTRY DEPARTMENT (OSAN) March 2009
Transcript of THE LAC PREFECTURE RURAL DEVELOPMENT PROJECT
AFRICAN DEVELOPMENT FUND
REPUBLIC OF CHAD
THE LAC PREFECTURE RURAL DEVELOPMENT PROJECT
PROJECT COMPLETION REPORT
AGRICULTURE AND AGRO-INDUSTRY DEPARTMENT (OSAN)
March 2009
TABLE OF CONTENTS Page Currency Equivalents…………………………………………………………………… .i Acronyms and Abbreviations……………………………………………………………. i Basic Project Data……………………………………………………………………….. ii Executive Summary...........................................................................................................vii Project Logical Framework……………………………………………………………… x 1. INTRODUCTION .................................................................................................. 1
2. PROJECT OBJECTIVES, DESCRIPTION AND FORMULATION ................... 1
2.1 Project Objectives ................................................................................................... 1
2.2 Project Description.................................................................................................. 1
2.3 Project Design and Formulation ............................................................................. 2
3. PROJECT IMPLEMENTATION........................................................................... 3
3.1 Effectiveness and Start-up ...................................................................................... 3
3.2 Modifications .......................................................................................................... 3
3.3 Implementation Schedule........................................................................................ 3
3.4 Reporting................................................................................................................. 4
3.5 Procurement ............................................................................................................ 4
3.6 Project Cost, Sources of Finance and Disbursements............................................. 4
4. PROJECT PERFORMANCE AND OUTCOMES ................................................ 5
4.1 Operational Performance ........................................................................................ 5
4.2 Institutional Performance........................................................................................ 6
4.3 Performance of the Service Providers..................................................................... 6
4.4 Financial Performance ............................................................................................ 7
4.5 Economic Performance........................................................................................... 7
5. SOCIAL AND ENVIRONMENTAL IMPACTS .................................................. 7
5.1 Social Impact .......................................................................................................... 7
5.2 Environmental Impact............................................................................................. 8
6. PROJECT VIABILITY .......................................................................................... 8
7. PERFORMANCE OF THE BANK AND THE BORROWER.............................. 8
7.1 Performance of the Bank ........................................................................................ 8
7.2 Performance of the Borrower.................................................................................. 9
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8. OVERALL PERFORMANCE AND RATING...................................................... 9
9. CONCLUSIONS, LESSONS LEARNT AND RECOMMENDATIONS ........... 10
9.1 Conclusions........................................................................................................... 10
Annex 1:
Map of the Project Area1
Annex 2............................................................................................................................... 1
Project Outcomes ................................................................................................................ 1
Annex 3............................................................................................................................... 1
Project Economic and Financial Assessment ..................................................................... 1
Traditional Polder ........................................................................................................... 1 Annex 4............................................................................................................................... 2
Overall Assessment and Rating .......................................................................................... 2
Annex 5............................................................................................................................... 3
Matrix of Recommendations and Follow-up Actions......................................................... 3
Annex 6............................................................................................................................... 4
Sources of Information ....................................................................................................... 4
Annex 7............................................................................................................................... 5
List of Persons Met ............................................................................................................. 5
This report was prepared by Messrs. M. Ibrahima DIALLO, Consultant Agronomist and Vaïdjoua GUINEO, Rural Development Expert, ADB Country Office in Chad, in collaboration with the Project Implementation Team, following a mission to Chad from 08 to 28 February 2009. Questions on this report should be referred to Mr. A. Diaw, Task Manager or Mrs. J. Mwangi, Division Manager, or to Mr. Abou-Sabaa, Director; OSAN.
CURRENCY EQUIVALENTS At Appraisal At Closing Date (August 1998) (31 December 2008) UA 1 = CFAF 796.406 UA 1 = CFAF 764.125
US$ 1 = CFAF 593.350 US$ 1 = CFAF 517.50
Year Average Equivalent in UA /CFAF 2001 970.186 2002 892.957 2003 804.559 2004 778.133 2005 774.149 2006 765.607 2007 730.801 2008 784.562
Weights and Measures Metric System FISCAL YEAR 01 January to 31 December ACRONYMS AND ABBREVIATIONS ICB International Competitive Bidding LCB Local Competitive Bidding NCB National Competitive Bidding ADB African Development Bank CAT Technical Support Centre PIU Project Implementation Unit ADF African Development Fund GIP Pastoral Interest Groups ILRI International Livestock Research Institute LGS List of Goods and Services UNDP United Nations Development Programme PCR Project Completion Report GIS Geographic Information System SODELAC Lake Chad Development Company
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A. BASIC PROJECT DATA 1. Country : Chad 2 Project Name : Lac Prefecture Rural
Development project 3. Loan No. : F /TCH/DEV- RUR /99/30 4. Grant No. : F/ TCH/DEV-RUR- 99/11 5. Location : Lac Region 6. Sector : Agriculture 7. Borrower : Republic of Chad 8. Executing Agency : SODELAC 9. Beneficiaries : Rural Population of the Project Area B. LOAN 1. Loan Amount : UA 17.3 million 2. Negotiation Date : July 1998 3. Approval Date : 17 March 1999 4. Loan Agreement Signature Date : 25 May 1999 5. Effectiveness Date of Loan and Grant Agreement : 04 September 2000
C. PROJECT DATA 1. Total Cost : UA 23.24 million 2. ADF Financing : UA17.3 million TAF Grant : UA 3.06 million Government : UA 2.26 million Beneficiaries : UA 0.62 million 3. Effective first disbursement date : 23 June 2001 4. Estimated last disbursement date : 31 December 2004 5. Mid-term review date : April – May 2004 6. Effective start-up of activities : Early 2002 7. Completion date of project activities : 31 December 2008 8. 1st extension of the last disbursement date : 31 December 2006 9. 2nd extension of the last disbursement date : 31 December 2007 10. 3rd extension of the last disbursement date : 31 August 2008 11. 4th extension of the last disbursement date : 31 December 2008.
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D. PERFORMANCE INDICATORS 1. Loan balance : UA 2946. 72 2. Grant balance : UA 12311.38 3. Time underrun/overrun - Slippage on effectiveness : 16 months - Slippage on completion date : 4 years - Slippage on last disbursement : 4 years - Number of extensions of the last disbursement : 4 4. Project Implementation Status : completed 5. Institutional Performance : Satisfactory 6. Performance of the Borrower : Satisfactory 7. Performance of the Contractors : Satisfactory 8. Performance of the Consultants : Satisfactory 9. Internal Economic Rate of Return : 14% E. MISSIONS
N° Type of mission Period S/days Name 1 Supervision 28/04-11/05/01 28 H. Noudedji, Agro-Economist
Bérékoutou, Livestock expert 2 Supervision 24/11-08/12/01 15 H. Noudedji, Agro-Economist 3 Supervision 06/12-18/12/02 13 H. Noudedji Agro-Economist 4 Supervision 29/06-07/07/03 9 H. Noudedji Agro-Economist 5 Supervision 04/12-18/12/03 15 Bérékoutou, Livestock expert 6 Monitoring March 2003 H. Noudedji Agro-Economist 7 Mid-term review 25/04-10/05/04 80 JP Rigoulot, Division Chief
L. Kane, Agricultural Economist Bérékoutou, Livestock expert M. Ayach; Senior Agronomist L. Ennaly, Civil Engineer
8 Supervision 30/11-11/12/04 12 M. Bérékoutou, Livestock Expert 9 Internal Audit July 2005 12 Mbazumuhima, Auditor
Diomande, Assistant 10 Supervision 03/07-13/07/05 11 S. Tounkara, Fishery expert 11 ADB portfolio review Oct 2005 Various experts 12 Supervision 22/11-06/12/05 30
H. Soumah, Financial Analyst P. Tsangueu, Livestock consultant
13 Agricultural portfolio enhancement mission
23/03 to 06/04/2007 75 D. Kéita, Ag. Division Manager, OSAN.2 L. Kane, Agric-Economist A. Diaw, Financial Analyst D. Kheaty, Agricultural Engineer
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K. Kalala, Agro-economist 14 Supervision mission 04 to 24/11/2008 81 L. Kane, Principal Agric-Economist
A. Diaw, Financial Analyst M. Ayachi, Principal Agronomist V. Guinéo, Development Expert
15 PCR mission 08/02 to 28/02/08 40 I. Diallo, consultant Agronomist V. Guineo, Rural Development Expert
ADF fielded 9 supervision missions, one Chad portfolio review mission, one internal audit mission, one portfolio enhancement mission, one mid-term review mission and one monitoring mission. F. DISBURSEMENTS ADF LOAN Total disbursement : UA 17 297 053.28 Amount cancelled : 00 Balance allocated : 00 Loan balance : UA 2 946.72
Year Amount
disbursed % disbursement 1999 2000 2001 67 318.88 0.392002 519 192.86 3.002003 166 823.50 0.962004 1 038 712.47 6.002005 5 543 615.28 32.042006 3 973 664.20 22.972007 3 319 965.03 19.192008 2 667 761.07 15.42
17 297 053.29 99.98 TAF GRANT Total disbursement : UA 3 047 688.62 Amount cancelled : 00 Balance allocated : 00 Grant balance : UA 12 311.38
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Year Amount
Disbursed % Disbursement 1999 2000 2001 2002 408 151.23 13.342003 565 784.64 18.492004 758 542.63 24.792005 269 422.29 8.802006 413 548.83 13.512007 194 197.09 6.352008 361 610.09 11.822009 76 431.82 2.50
Total 3 047 688.62 99.60 G. PRINCIPAL CONTRACTS N° Name Type of contract Contract
amount Amount disbursed
Disbursement rate (%)
1 AGRER Technical Assistance (service)
1130693 000 1 130 482 723.38 100
2 CARLO LOTTI Works supervision (service)
749 674 232.00
729 129 454.00 100
3 COOPERS Audit (service) 23 920 000.00
23 920 000.00 100
4 TCHAMI Transport equipment (goods)
207 700 000.00
207 700 000.00 100
5 AGRITCHAD Rehabilitation of buildings (works)
85 330 079.00
70 125 803.00 100
6 COMPUTEUR.C Computer equipment (goods)
30 112 000.00
30 112 000.00 100
7 DANDRY Office furniture (goods)
18 600 000.00
14 400 000.00 100
8 DANDRY Supply of a generator (goods)
64 502 000.00
64 502 000.00 100
9 EFORCO/KOSSO Boreholes (works)
547 888 709.00
515 246 212.30 100
10 STH Wells (works)
183 750 000.00
183 750 000.00 100
11 CGC Dams and earth roads (works)
5 138 045 837.00
5 138 064 854.72 100
12 KOSSO Village stores (works)
633 033 650.00
633 023 935.00 100
13 SANIMEX Schools and health centres (works)
856 002 829.00
839 401 472.00 100
14 ACODE Credit management 64 940 000.00
64 940 000.00 50%. Following the abandonment of the credit component
15 ECM Audit 03/04 (service) 20 034 000.00
20 034 000.00 100
16 DELTA Ambulance/vehicles 112 200 112 200 000.00 100
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(goods) 000.00 17 LA CONCORDE Agricultural
equipment (goods) 153 220
000.00 153 220 000.00 100
18 LA CONCORDE Photovoltaic, zoo technical and veterinary equipment (goods)
45 972 300.00
45 972 300.00 100
19 Photovoltaic equipment (goods)
0.00 Unsuccessful.
20 M.M.B Equipment for schools and health centres (goods)
92 136 130.00
92 136 130.00 100
21 LA CONCORDE Dispensary equipment (goods)
59 166 652.00
59 166 652.00 100
22 SACCOGEN Pastoral infrastructure (works)
390 285 972.00
390 285 971.00 100
23 CGIC Audit 05/06 (service) 15 000 000.00
15 000 000.00 100
24 CGCOC-TCHAD Levelling of Polders (works)
1 692 314 500.00
1 542 172 169.00 100
25 Abdel Hamid Mahamat Senoussi
Financial statement (service)
5 665 000.00 5 665 000.00 100
26 CGIC Audit 2007 (service) 7 500 000.00 0.00 100
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EXECUTIVE SUMMARY 1. INTRODUCTION
The Lac Prefecture Rural Development Project (PDRPL) is in line with the Government strategy to create an environment conducive to the production and marketing of agricultural surpluses. More specifically, the strategy laid emphasis on increasing productivity by intensifying traditional crops and promoting irrigated farming. The strategy also aimed to gradually modernize the livestock sub-sector. The Bank was approached to finance the project and, following an appraisal mission to Chad in August 1998, it awarded a loan of UA 17.3 million and a TAF grant of UA 3.06 million to the Chadian government, on the understanding that the project would be fully consistent with the ADF policy, which gave priority to an integrated approach with a view to poverty reduction.. 2. PROJECT OBJECTIVES, DESCRIPTION AND FORMULATION
The project sector goal was to strengthen the country’s food security. Its specific objectives were to: (i) increase cereal and beef production and (ii) improve the general living conditions of the population. These objectives proved relevant despite the delay in implementing the project. The project components were defined as follows: (i) development of polders; (ii) agricultural development; (iii) livestock development; and (iv) support activities and (v) project management. 3. PROJECT IMPLEMENTATION
The loan and grant for this project were approved on 17 March 1999. The agreements were signed on 25 May 1999 and entered into force on 4 September 2000, i.e. one year and four months after the signing of the agreements. The project activities started effectively only in 2001. As the project was designed for five years, the last disbursement deadline was scheduled for 31 December 2004. This date was extended four times, and the project was only completed on 31 December 2008. Consequently there was a four-year time overrun on the last disbursement deadline. It should be noted that these delays prevented the exploitation of the infrastructure set up under the project before its closure. There were many reasons for this delay including: (i) start-up delays; (ii) disbursement delays and the temporary suspension of ADB payments; (iii) delays in the procurement of goods and services owing to slowness of the bidding and approval procedures; (iv) budgetary underestimation of certain works at appraisal and the need to revise the List of Goods and Services. 4. PROJECT PERFORMANCE AND OUTCOMES Despite the delays that occurred during project implementation, a certain number of physical outputs were achieved, the most significant of which are: (i) the rehabilitation of polders for agricultural production; (ii) the production of a quantity of 38 tonnes of breeder seed and foundation seed and, through the farmers trained and supervised, a total of 555 tonnes of wheat seeds and 226 tonnes of maize, (iii) the construction of 87 collective storage warehouses and the installation of 10 grain mills, (iv) the training and installation of field workers and the consolidation of 260 former groups, (v) the establishment of 188 new groups, 108 village associations and 99 service groups, (vi) the construction of a Kouri race cattle protection centre with 181 animals, (vii) the supervision of 134 pastoral interest groups (PIG), (viii) the construction of 11 stock watering wells and 4 drinking troughs, the vaccination of 1 200 000 head of cattle, (ix) the rehabilitation of 120 kilometres of feeder
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roads, 2 health centres and the construction and equipment of 2 new centres, (x) the supply of an ambulance to Bol Hospital; (xi) the training of 100 traditional birth attendants and the implementation of an information, communication and education programme; (xii) the construction of 19 primary schools of 3 classes each, which allowed the enrolment of 2 246 children: 1 480 boys and 766 girls for the 2008/2009 academic year; and (xiii) the construction of 105 boreholes equipped with manual pumps. 5. PROJECT VIABILITY
The project developed in the polders technologies capable, in the short- medium- and long-term, of promoting sustainable production by the beneficiaries. The protection of the Kouri race cattle through project research/development activities will lead to an increase in animal production. Social amenities like schools and health centres will build the capacities of the beneficiaries to cater for themselves after the project is completed. However, lack of measures to maintain the structures is likely to undermine the project viability. 6. PERFORMANCE OF THE BANK AND THE BORROWER 6.1 Performance of the Bank. The performance of the Bank under the project is considered satisfactory. It succeeded in organizing preparation and appraisal missions that resulted in the present project. In project supervision, the Bank actually carried out 9 supervision missions, i.e. 1.125 missions per annum. Furthermore, the Bank organized mid-term review missions that helped improve the implementation of ADB projects in general and of PDRPL in particular. 6.2 Performance of the Borrower. Overall, the performance of the Borrower is deemed unsatisfactory owing to the delay and part payment of the financial counterpart. Shortcomings were also noted in the fulfilment of the project implementation conditions. In addition, the Government contract approval procedures were too long (one year on average), leading to delays in the project implementation. Nonetheless, SODELAC, the project executing agency, implemented the project successfully despite the delays and facilitated the smooth conduct of the supervision missions. It discharged its duties in terms of project monitoring/evaluation as well as the preparation of quarterly, annual and audit reports. 7. OVERALL PERFORMANCE AND RATING The overall project performance is considered satisfactory, given that the majority of the objectives were achieved, in particular the development of polders and infrastructure as well as social actions, which had a significant impact on the well-being of the population. 8. CONCLUSIONS, LESSONS LEARNT AND RECOMMENDATIONS 8.1 In conclusion, PDRPL has opened up a very inaccessible area that would otherwise still be in a very advanced state of poverty. This project has considerably improved the outlook for the agricultural and animal production sector. The development of polders remains the cornerstone of the project. It is important that these polders should produce at their full potential because while farmers can today have two crop years, this number could increase to three, which represents a significant increase in agricultural production and would ensure food self-sufficiency in this poor region of Chad
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8.2 Lessons Learnt: (i) A project launching mission would have facilitated the project start-up and helped avoid the long implementation and execution delay, (ii) an accurate cost estimate during the preparation and appraisal phases is essential for a satisfactory implementation of projects within the timeframe, (iii) Difficulties in implementing a component as important as the agricultural credit should be detected as early as possible and a solution found to mitigate its negative impact on the project; (iv) In a large-scale project like PDRPL, it is important that the intensive sensitization of the beneficiaries precede the infrastructure work; otherwise, the whole ownership process will be called into question, and (v) it is important that the Government counterpart be paid on time to avoid project implementation delays. 9. RECOMMANDATIONS 9.1 For the Bank: The Bank should: (i) Organize a launching workshop for every project that starts; (ii) increase the number of project implementation and capacity building workshops (iii) envisage from project start-up a credit component implementation process; (iv) make the ADB country office more operational so that it can monitor projects. (v) Ensure that any agricultural project to be financed in the future by ADB can first and foremost consolidate the achievements of the PDRPL project.
9.2 For the Borrower: The Borrower should: (i) improve the government procurement procedures to avoid project implementation delays; (ii) facilitate the selection of a government structure for the institutional anchoring of projects; (iii) accelerate the provision of its contribution to project financing; (iv) strengthen smallholder supervision arrangements on the developments; (v) undertake to cover the costs of the Kouri cattle breed protection centre; and (vi) undertake to continue maintaining the infrastructure (polders, schools, health centres, boreholes) created under the project.
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PROJECT LOGICAL FRAMEWORK Verifiable indicators Means of
verification Narrative Summary
At appraisal At project completion 1. Sector Goal: food security is ensured
1.1 Cereal production of the project area increases from 15 000 to 46 000 tonnes in 2003
1.1 National agricultural production statistics
2. Project objective 2.1 Additional 2 500 t of millet, 7 800 t of wheat; 17 000 t of maize and 10 000 t of beef produced in 2003. 2.2 Satisfaction of drinking water needs increased from 10 to 15 litres per day and per inhabitant from the 3rd year. Enrolment rate increased: 3 420 pupils attend school every year from the 3rd year. Health coverage rate increased from 30 to 40% from the 3rd year: 100 traditional birth assistants trained at the end of the project, IEC programme tested in year 3. Means of communication. Construction of 120 km feeder roads from year 3.
2.2 105 boreholes constructed and equipped. For the 2008/2009 academic year, the total enrolment of the pupils in the 19 schools built is 2 246 pupils: 1 480 boys and 766 girls. 100 traditional birth assistants have been trained and are now operational; they are supported by the Ambulance service in the central hospital. The 120 km of feeder roads are built.
2.1 ADB supervision reports, PIU status reports, monitoring-evaluation reports; completion report. 2.1 ADB supervision reports, PIU status reports, monitoring-evaluation reports; completion report.
Verifiable Indicators Means of
verification Narrative Summary
At appraisal At project completion 1. Polders development activities
1.1 13 traditional polders rehabilitated; 22 sand dykes (14 protecting, 6 main embankment, 2 dividing) constructed; 6 10 150 m channels dug in 2002;
1.1 13 traditional polders: 22 dykes are built; 6 10 150 m channels are dug
1.1 National agricultural production statistics.
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2. Agricultural development achieved
Establishment of an outreach-sensitization and support for research-development-extension mechanism from year 2; 5.15 t/year of seeds multiplied in CAT and GASSI farm and disseminated from year 3; 6 190 ha of polder lands utilized from year 3;
2.1 The outreach-sensitization mechanism installed has allowed the formation of 995 groups: 555 male, 146 female and 294 mixed. In each structure put up, a management committee has been set up (77 watering point committees, 4 health committees and 19 pupils’ parents associations. CAT has produced 5.35 T of seeds; disseminated seeds in the rural area (370.6 t); multiplied wheat seeds in the rural area (555.1 t); and multiplied maize seeds in the rural area (226.03 t).
2.1 ADB supervision reports, PIU status reports, monitoring-evaluation reports; completion report. 2.1 ADB supervision reports, PIU status reports, monitoring-evaluation reports, and completion report.
Verifiable Indicators Means of
verification Narrative Summary
At appraisal At project completion 260 existing groups strengthened, 200 new ones formed
(including 50% women), 200 village associations of various interests, 100 service groups formed; 150 stores constructed; 10 cereal mills and 5 weaving units installed in year 4 of the project.; 10 informal village credit funds supported and 200 others created in 2005;
The whole area will be cultivated during the 2009/2010 crop year, which begins in May 2009. 260 existing groups are reactivated, 279 groups formed, 99 service groups are formed; 87 stores are constructed; 10 mills are installed; weaving units were not installed. The Bank cancelled the credit component owing to the delay in recruiting an operator.
National agricultural production statistics
ADB supervision reports, PIU status reports, monitoring-evaluation reports; completion report. ADB supervision reports, PIU status reports, monitoring-evaluation reports; completion report.
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400 persons trained in credit, 2 per fund in year 5; Seasonal credit fund (30 million CFAF), equipment (40 million CFAF) and construction (80 million CFAF) established in year 3; Local staff on contract (26 extension workers, 1 agronomist) recruited in Year 1.
26 extension officers and field workers have been recruited.
Verifiable Indicators Means of
verification Narrative Summary
At appraisal At project completion 3. Livestock development implemented
3.1 Kouri race cattle protection centre established in Matafo through the rehabilitation of 4 existing buildings in year 1 200 pure breed cattle - 20 male and 180 female – are installed in the centre in year 5; 150 pastoral interest groups, one women’s outreach activities unit and 50 women’s groups created; 2 500 grazers supervised and 100 kouri race bulls distributed to breeders in year 5. 6 Vaccination pens constructed, 14 auxiliary staff trained, 300,000 head of cattle vaccinated each year from year 2. 15 cattle schemes modelled on PSAP established, 10 wells each equipped with 4 watering troughs constructed in year 4. Local staff (8 technicians, 7 heads of veterinary posts, 5 rural coordinators) recruited in year 1.
New buildings have been constructed. 181 cattle are acquired (16 males, 165 females). 134 Pastoral interest groups are formed; 2 433 breeders are supervised; the selection phase of the kouri cattle race is not yet completed. 6 Vaccination pens are constructed; 14 auxiliaries are trained; 1 221 337 head of cattle are vaccinated under the project. 11 cattle wells each equipped with 4 troughs are built; 8 local staff recruited: instead of 5 coordinators, 4 are recruited: 3 men and one woman.
National agricultural production statistics.
ADB supervision reports, PIU status reports, monitoring-evaluation reports and completion report. ADB supervision reports, PIU status reports, monitoring-evaluation reports and completion report;
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Verifiable Indicators Means of
verification Narrative Summary
At appraisal At project completion 4. Health Centre 5. Construction of schools
4.1 Improvement of health and nutritional coverage through: (i) the rehabilitation of 2 health centres; (ii) the construction of 2 health centres; (iii) the provision of Bol Hospital with an ambulance; (iv) the training of 100 traditional birth assistants; 5.1 Improvement of school enrolment through the construction of 19 primary schools of 3 classes each.
2 health centres are rehabilitated, 2 constructed and all are equipped; Bol Hospital is provided with an ambulance. 19 schools have been constructed and equipped.
National agricultural production statistics
ADB supervision reports, PIU status reports, monitoring-evaluation reports; completion report.
1. INTRODUCTION 1.1 The agricultural sector, which accounts for about 85% of the country’s export earnings, remains the dominant economic activity in Chad. Although the outlook is bright, this sector is confronted with technical, environmental and financial constraints. The low utilization of inputs, the deterioration of soil fertility, the vulnerability of the sector to the vagaries of weather, lack of water control and lack of integration of agriculture and livestock, are all constraints that slow down the development of the sector. Other constraints include the deterioration of rural infrastructure, marketing difficulties, weak backup operations, such as research, outreach activities and the training of farmers. 1.2 Faced with this situation, the Chadian government developed in 1993 a strategy that was discussed at a donor round table. The strategy envisaged the establishment of an enabling environment for the production and marketing of agricultural surpluses. More specifically, the strategy laid emphasis on enhancing productivity by intensifying rain-fed traditional crops and promoting irrigated farming. In animal production, the strategy sought to improve the distribution of inputs and the gradual modernization of the sector. 1.3 The Lac Prefecture Rural Development Project (PDRPL), subject of the present report, was in keeping with the Government strategy. The Bank, which was approached to finance the project following a feasibility study in July 1998, undertook an appraisal mission to Chad during August 1998. This mission resulted in the award of a loan of 17.3 million UA and a TAF grant of 3.06 million UA, on the understanding that the project was fully in keeping with TAF policy, which gives priority to an integrated approach with a view to poverty reduction. 1.4 The preparation of this report was based on the documents collected: supervision reports, quarterly reports, mid-term review reports, Government PCR, observations of the Bank PCR preparation mission, which visited Chad from 08 to 28 February 2009. 2. PROJECT OBJECTIVES, DESCRIPTION AND FORMULATION 2.1 Project Objectives The project sector goal was to contribute to the improvement of the country’s food security. More specifically, the project objectives were to: i) increase cereal and beef production and ii) improve the general living conditions of the populations. These objectives are relevant despite the delay in implementing the project, given that it is located in a poor area and that, all things considered, it had a positive impact on the lives of the beneficiaries. 2.2 Project Description 2.2.1 The project is situated in the lake region occupying an area of 22.320 km2 comprised of an area of narrow depressions, partitioned into basins (polders) and an insular area made up of small islands scattered in the waters of the lake. In that regard, the project components were defined as follows: i) Polder Development; ii) Agricultural Development; iii) Livestock Development; iv) Support Activities; and v) Project Management.
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2.2.2 Through its various components, the project envisaged the following activities:
a) The construction of 22 dykes, the digging of 6 channels, the grassing of dyke embankments, reforestation around polders and soil levelling within the polders;
b) The establishment of an outreach and sensitization activities mechanism for
farmers, the multiplication and dissemination of selected seeds and the training of CAT (Technical Support Centre) employees;
c) The utilization of 6190 hectares of developed polder lands;
d) The establishment of a research/development/extension support mechanism;
e) The establishment of a centre for the protection of kouri breed of cattle.
f) The establishment of an agricultural credit fund;
g) The promotion and strengthening of existing village organizations;
h) The rehabilitation of 2 health centres, construction and equipment of 2 new
ones;
i) The construction 19 primary schools of 3 classes each;
j) The construction of 100 village boreholes equipped with manual pumps;
k) The rehabilitation of 120 km of feeder roads;
l) The construction of 10 stock watering wells and the establishment of 15 livestock schemes;
m) The establishment of a piezometric network for monitoring the groundwater
table of polders, control of erosion, silting and desertification control, salinity control, rational natural resource management and environmental monitoring.
n) Preliminary studies on the implementation of the various project components
(credit, boreholes, health centres and schools). 2.3 Project Design and Formulation PDRPL was designed from the ‘Lac Region Development Recovery Programme» financed by ADF in 1987, one of whose objectives was the drawing up of a Lake Chad region development master plan and the identification of at least two priority projects. The feasibility studies, financed also by ADF, led to the insular zone rural development project and the polders development project. The two projects were grouped into a single project known as the Lac Prefecture Rural Development Project (PDRPL) which is the subject of this completion report.
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3. PROJECT IMPLEMENTATION 3.1 Effectiveness and Start-up 3.1.1 Prior to effectiveness of the Grant Agreement, the Government had actually fulfilled the following terms and conditions: i) ratification of the loan agreement; ii) legal opinion; iii) evidence of the establishment of the project implementation unit within SODELAC; iv) evidence of the appointment of the project coordinator; v) drafting of the specifications defining the respective responsibilities of the General Manager of SODELAC and those of the Coordinator; and vi) evidence of the opening of 4 bank accounts. 3.1.2 The other conditions fulfilled by the Government are: i) submit to the Fund, not later than six (6) months following the signing of the loan agreement, the agreements concluded with the specialized agencies; ii) submit the programme of action for the environmental monitoring of the project activities; iii) Communicate to the Fund, three months following construction of the health centres and schools, the memoranda of understanding relating to the management of these facilities, concluded between the Ministry concerned and the village management committees; iv) assign, not later than three months following the construction of the health centres and schools, the qualified staff required to ensure the smooth running of these facilities. 3.1.3 The loan and grant for this project were approved on 17 March 1999. The agreements were signed on 25 May 1999 and the effectiveness date was 4 September 2000, i.e. one year and four months following the signing of the agreements. The project activities effectively started only in 2001. The project having been designed for five years, the last disbursement deadline was scheduled for 31 December 2004. This date was extended four times and the project ended only on 31 December 2008. 3.2 Modifications
The modifications included: i) cancellation of the rural credit, which became necessary owing to the delay in providing it; ii) reduction of the number of stores from 150 to 87 owing to the budget shortfall. iii) increase in the number of components within the project components from four to six; iv) non procurement of the photovoltaic equipment of the centre for the protection of the kouri cattle breed; v) non implementation of the cattle schemes, and vi) failure to distribute the 100 kouri bulls as planned at appraisal. 3.3 Implementation Schedule 3.3.1 The project, designed to last 5 years, was completed four years after the last disbursement deadline. The last disbursement deadline was planned for end 2004, but following several extensions of this date, the project was only completed in late December 2008. It should be noted that the delay prevented exploitation of the infrastructure created under the project before its closure. 3.3.2 There are many reasons for this delay. They include: i) delay in the start up of activities; ii) disbursement delays and the temporary suspension of ADB payments; iii) delays in the procurement of goods and services attributable to slow bidding and approval procedures; iv) budget underestimation of certain works during appraisal and the need to revise the List of Goods and Services and obtain approval thereof.
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3.4 Reporting
The work programme and the annual budget were regularly submitted to the Bank for approval at the beginning of each year. 28 status reports were submitted and 7 annual activity reports were also submitted to ADB. The ADB format was generally complied with and the quality of the reports is considered satisfactory. However, delays are noted in the submission of certain reports. During the project duration, seven (7) audit reports were submitted. 3.5 Procurement A total of 26 contracts were signed for the procurement of goods, works and services. In general, the procurements complied with Bank rules and procedures and on the whole the contracts were executed within the timeframe and satisfactorily. It should simply be pointed out that the recruitment of the consulting firm was much behind schedule owing to the time-consuming national procurement procedures and project officers’ lack of familiarization with Bank rules. It should also be noted that in Chad, any contract above CFAF 50 million has to be approved by the President of the Republic and the approval period may be very long. 3.6 Project Cost, Sources of Finance and Disbursements
At completion, the project cost was UA 21.25 million, i.e. 91% of the initial project cost. At the closing date, ADF had disbursed UA 17.3 million, i.e. 99.60% of the initial loan and UA 3.048 million from the grant, i.e. 99.38%. Moreover the government counterpart was released to the tune of UA 0.09 million, i.e. 40% of the initially estimated amount. The low disbursement rate and failure to take into account the participation of the beneficiaries in the calculation of the disbursement rate lowered the overall disbursement rate.
Table of Financial Outputs by Component (in million UA)
Component Estimated Actual Difference % Polder Development 10.14 9.19 0.95 91Agricultural Development 5.87 3.83 2.04 65Livestock Development 2.5 1.26 1.24 50Support Activities 2.52 1.83 0.69 73Project Management 2.21 5.02 -2.81 227Others 0.013 -0.013
TOTAL 23.24 21.143 2.097 91
The table above shows that the ‘Project Management’ component utilized more than double its budget. This is due to a longer than initially estimated project duration.
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4. PROJECT PERFORMANCE AND OUTCOMES 4.1 Operational Performance
Component A: Polder Development 4.1.1 In total, 13 polders have been developed as planned. This improvement consists in: i) the construction of 22 dykes: 14 protecting, 6 main embankments and 2 dividing to ensure water management; ii) the digging of 6 channels to enable regulated water circulation; iii) the levelling of certain polders to standardize their surface area. However, the execution of these works encountered significant delay (about 4 years after entry into force of the project). The levelling of the polders could only be completed in June 2008, i.e. some 6 months before project closure. In this component, the project only partially achieved its initial objectives, given that the polders could not be utilized before project closure. Component B: Agricultural Development 4.1.2 Through the SODELAC CAT, the project has produced a total of 38 tonnes of breeder and foundation seed. A total of 555 tonnes of wheat and 226 tonnes of maize have been produced by trained and supervised farmers. In research/development, the project tested and popularized sunflower growing, which is rapidly expanding. Animal-traction farming has also been introduced and is being expanded. Demonstration plots have been established among the farmers to facilitate its adoption. 4.1.3 In village community development, the following outputs were achieved: the Project trained and installed 10 coordinators and consolidated 260 old groups. Furthermore, it formed 188 new groups, 108 village associations and 99 service groups. Sensitization and promotion sessions were organized among the beneficiary populations to facilitate their appropriation of the project. Under the exchange of experiences between farmers, four inter-village meetings for about 50 group leaders were held. This component did not achieve its targeted agricultural production objectives, considering that the agricultural credit was eliminated and the polders were not exploited. Component C: Livestock Development 4.1.4 A centre for the protection of Kouri breed cattle was actually established and 14 hectares of irrigable land was put at its disposal for fodder production. Out of an estimated 200 animals, 181 have been acquired to constitute the core herd. In March 2008, when the centre was transferred, its animal population was 279: 151 females, 16 males and 112 calves, and 11 stock-watering wells had been built. Over the project period, 1 200 000 head of cattle were vaccinated. The livestock component did not fully attain its objective of preserving the Kouri cattle breed because the selection process was not finalized at the end of the project. Component D: Support Actions 4.1.5 All the support actions envisaged in the appraisal report were implemented, ensuring that the project achieved its targeted objectives, namely: i) construction of 120 kilometres of feeder roads linking the polders to the national highways; ii) rehabilitation of 2 health centres and construction and equipment of 2 new ones; iii) supply of an ambulance to Bol Hospital; iv) training of 100 traditional birth assistants; v) construction of 19 primary schools of 3
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classes each, which allowed the enrolment of 2,246 children: 1,480 boys and 766 girls for the 2008/2009 academic year; iv) construction of 100 boreholes equipped with manual pumps. Furthermore, the project carried out field improvements to control the windscreen sanding, the erosion of the lakeside dunes and channels. To check Stalinization, the project levelled the lands before the watering of the polders, installed a piezometric network facilitating a permanent monitoring of the groundwater table and installed a duct/valve system to ensure controlled flooding of the polders. 4.1.6 A women’s community development component was envisaged in the project. A sensitization campaign, which reached out to 206 villages and more than 5215 women, was effectively conducted. In the wake of this sensitization, 146 women’s groups were formed. The component also organized training sessions for 371 leaders of women’s groups. Under income-generating activities, training in the processing and preservation of fruit, vegetables and tubers was organized for the group leaders. Component E: Project Management 4.1.7 The actions implemented consisted mainly in: i) the rehabilitation of 17 villas, the project administrative building and SODELAC warehouse in N’Djamena; ii) the recruitment of 7 local staff; iii) the recruitment of technical assistance comprising an accounts manager, an agricultural engineer and a livestock expert. This component achieved its objective and the officers recruited by the project proved competent. 4.2 Institutional Performance 4.2.1 In keeping with the recommendation of the appraisal report, the Borrower established an implementation unit placed under the supervision of the General Manager of SODELAC. The implementation unit carried out the project activities. The involvement of SODELAC staff helped ensure continuity in the supervision of farmers. The implementation unit regularly prepared reports on the project status and each year produced the project audit report. The inter-ministerial steering committee met regularly to approve the annual programme budget. 4.2.2 The SODELAC monitoring-evaluation unit ensured the internal monitoring of the project activities. A Geographic Information System (GIS) has been introduced. The Ministry of Planning and the Ministry of Agriculture provide external monitoring. The Ministry of Planning, in collaboration with the UNDP office, held quarterly follow-up meetings on ADB-financed projects with the production of status reports. The project implementation unit regularly submitted project status reports to SODELAC, the Ministry of Agriculture, UNDP and ADB. 4.3 Performance of the Service Providers All the contracts envisaged under this project were awarded in accordance with Bank rules and procedures for the procurement of goods and services. A total of 26 bidding documents comprising several bid packages were launched. Overall, the contractors honoured their contracts including the improvement works of 13 polders, the construction of 105 boreholes, 87 stores, 4 health centres, 19 schools, 10 stock watering wells and 120 km of feeder roads. The other contracts successfully executed concerned the recruitment of the technical assistance firm. In all, the contracts were satisfactorily executed and within the
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timeframe, with the exception of the contract of the credit operator, which encountered huge delays owing to the long national procurement procedure. 4.4 Financial Performance 4.4.1 The project was financed to the tune of UA 23.24 million broken down as follows: UA 11.9 million by ADF loan; UA 0.51 million by TAF grant; UA 1.4 million by the Chadian government and UA 0.42 million by the beneficiaries. The main disbursement flows relate to the payments of the revolving fund and direct payments on the basis of contracts awarded for the procurement of goods, services and works. At the end of the project, total disbursement amounted to UA 21.248 million, i.e. 91.43% of the total project amount. The disbursement rates by source of finance are: ADF loan (99.98%), TAF grant (99.60%) and Government contribution (40%). 4.4.2 Owing to the significant delay encountered by the project, there were cost overruns on certain components like project management and works. The depreciation of the Unit of Account against the CFAF had negative impacts on the financial implementation of the project. There are still contracts not yet fully paid and the ADF and TAF funds are no longer enough to honour them. 4.5 Economic Performance 4.5.1 The project had a positive impact on the economy of the region. The rehabilitation of the polders and the construction of the facilities opened up the towns of Bol and Bagasola, which remain the two most important commercial centres in the region. With the food crisis hitting the region hard, the producers sold their surplus at lucrative prices. 4.5.2 Taking into account the total area developed for the polders and considering the operating statement for each type of crop, the polders are going to ensure a significant increase in agricultural production. The polders will enable farmers to have two or even three cereal production seasons per year. 4.5.3 Prior to the project, farmers could spend two years without utilizing their plots in the polders because they had to wait for the water to recede by natural evaporation and infiltration. The recalculated rate of return is 14% compared to 17% at project appraisal 5. SOCIAL AND ENVIRONMENTAL IMPACTS 5.1 Social Impact 5.1.1 The construction of 22 dykes helped reduce the burden of the farmers in the project area, who, during the flood recession period, transported thousands of tonnes of sand to construct dams in order to utilize the polders. These improvements also helped avoid the sanding up of the polders caused by the destruction of the traditional dams when there are floods. The facilities also led to the improvement of agricultural production through an increase in cultivable areas. The construction of 120 km of feeder roads opened up a large number of villages. Weekly markets in the project area are much more frequent than in the “without project” situation. Access to Bol town has become easier because of the increase in motorbikes and bicycles in the neighbouring villages.
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5.1.2 The construction and equipment of 19 schools provided a large number of children with formal education. During the 2006-2007 academic year, a study on 13 schools revealed that the total number of children enrolled was 1450, 468 of whom were girls. The regional delegation of education and other administrative authorities now ensure the monitoring of schools. 5.1.3 The living conditions of women have been considerably improved by the project in particular through: i) the construction of 105 manual pump boreholes, ii) the training of 100 traditional midwives, iii) the construction of health centres, and v) the installation of cereal mills. 5.1.4 To make farmers accountable, polder management committees have been set up, parent/teacher associations for the management of schools have been formed and water point management committees have also been set up. Although the project created hundreds of village groups, their effectiveness was not proven. It should also be pointed out that the absence of production has limited the impact the project on the population’s well-being. 5.2 Environmental Impact The aim of the project was to sensitize the populations on the establishment of village nurseries, the development of Bol central nursery by planting 120,000 plants to control silting and the installation of windbreaks in the polders. The project effectively developed the Bol central nursery and secondary nurseries and acquired 180 000 pots used for the production of seedlings. On the dyke embankments and along the channels constructed by the project with the participation of the populations, the project planted over 22 000 seedlings in all. The awareness campaign reached out to more than 160 village groups. Technical training sessions in seedling production were organized for five (5) village brigades. 6. PROJECT VIABILITY 6.1 The project introduced in the polders technologies likely, in the short, medium and long-term to foster sustainable production by the beneficiaries. The protection of the Kouri cattle breed by the project research/development activities will lead to an increase in animal production. Social facilities like schools and health centres will build the capacities of the beneficiaries to take over after the project. 6.2 Nevertheless, to strengthen the project viability, it is important that a solution to the financing of an agricultural credit be found as soon as possible. In addition, the supervision of farmers should be strengthened and finishing works in the polders (including complete levelling) undertaken. Project viability could also be undermined by the absence of measures to maintain the facilities. 7. PERFORMANCE OF THE BANK AND THE BORROWER 7.1 Performance of the Bank 7.1.1 The performance of the Bank under this project is considered satisfactory. The Bank successfully organized preparation and appraisal missions leading to the present project. It should, however, be noted that certain costs projected at appraisal were grossly underestimated and gave rise to the frequent revision of the LGS. Furthermore, a major
9
project component – the credit component - was cancelled for reasons of delay in providing it. In spite of the many field supervision missions organized, the Bank did not take an effective decision on the fate of this component. It is noteworthy that the cancellation of this component had a negative impact not only on the technical performance of the project, but generally on the expectations and aspirations of the beneficiary populations. 7.1.2 In the supervision of projects, the Bank actually organized 9 supervision missions, i.e. 1.125 missions per year, which is below Bank standards. The Bank carried out one mid-term review mission that helped improve the implementation of ADB projects in general and PDRPL in particular. It should be pointed out that most of the supervision missions were short in relation to the assistance needs of the country and that the composition of the mission teams was not always adequate. On the basis of the documents consulted, it may be said that the supervision helped guide the project and solve certain problems encountered, especially in procurements and disbursements. 7.1.3 Finally, the long contract approval delays by the Bank affected the rapid implementation of the project. The Bank should have organized a project launching seminar and increased project implementation workshops to build the capacities of the project managers regarding compliance with Bank rules and procedures. It is worth noting that Bank performance has improved since the opening of the Chad country office. A project implementation workshop was organized as recently as December 2007. 7.2 Performance of the Borrower 7.2.1 Overall, the performance of the borrower is deemed unsatisfactory owing to the delay and part payment of the financial counterpart. Shortcomings were also noted in the fulfilment of the project implementation conditions. Furthermore, the Government contract approval procedures proved too long (average duration of one year), giving rise to project implementation delays. 7.2.2 The socio-political security context of the country did not favour the smooth implementation of the project. Because of the situation, it was not possible to organize supervision missions. Moreover, the Bank was compelled to suspend the project disbursements for reasons of non payment of the Government debt to the Bank. 7.2.3 It is to its credit that despite the implementation delay, the Borrower carried the project to a successful conclusion, thanks to the sound knowledge of the field, the farmers and the executing agency. In addition, the borrower facilitated the smooth organization of the supervision missions in a region where the living and working conditions are quite difficult. 8. OVERALL PERFORMANCE AND RATING 8.1 The overall performance of the project is considered satisfactory with a global rating of 2.2. Most of the objectives were achieved, in particular, the development of polders, development of infrastructure and social actions that had a significant positive impact on the well-being of the population. The infrastructure includes feeder roads, schools, health centres and boreholes, all with 100% implementation rates. Assistance to patients through the provision of an ambulance and the training of traditional birth assistants improved women’s health.
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8.2 However, the grey area of this table is the cancellation of the credit, which really handicapped the village organizations, especially women’s organizations. It should also be noted that the partial levelling of the polders put certain groups of farmers at a disadvantage in relation to the others. Finally, implementation of the livestock failed to achieve its objective of preserving the Kouri cattle breed. 9. CONCLUSIONS, LESSONS LEARNT AND RECOMMENDATIONS 9.1 Conclusions In conclusion, PDRPL designed in 1998, was implemented in accordance with the standards existing at the time. The project has opened up a very inaccessible area that would otherwise still be in a very advanced state of poverty. This project has considerably improved the outlook for the agricultural and animal production sector. The development of polders remains the cornerstone of the project. It is important that these polders should produce at their full potential because while farmers can today have two crop years, the number could increase to three, which represents a significant increase in agricultural production and will ensure food self-sufficiency in this poor region of Chad 9.2 Lessons Learnt
i) A project launching mission would have facilitated the project start-up and helped avoid the long implementation and execution delays;
(ii) An accurate cost estimate during the preparation and appraisal phases is
essential for a satisfactory implementation of projects within the timeframe,
(iii) Difficulties in implementing a component as important as the agricultural credit should be detected as early as possible and a solution found to mitigate its negative impact on the project;
(iv) In a large-scale project like PDRPL, it is important that intensive sensitization
of the beneficiaries be undertaken before, during and after the infrastructure work; otherwise, the whole ownership process will be called into question; and
(v) It is important that the Government counterpart be paid on time to avoid
delays in the sound implementation of the project. 9.3 Recommendations To the Bank:
i) Organize a project launching workshop and increase project implementation workshops;
(ii) Envisage from project start-up an agricultural credit component
implementation process if it exists in the project;
(iii) Strengthen the composition and duration of supervision missions;
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(iv) Make the ADB country office more operational so that it can monitor projects; and
v) Encourage and assist the Government to relax its procurement procedures;
To the Borrower
i) Improve the government procurement procedures to avoid project implementation delays;
ii) Facilitate the selection of a government structure for the institutional
anchoring of projects;
iii) Accelerate the provision of its contribution to project financing;
iv) Strengthen smallholder supervision arrangements on the developments;
v) Undertake to cover the costs of the Kouri cattle breed protection centre;
vi) Undertake to continue maintaining the infrastructure (polders, schools, health centres, boreholes) created under the project; and
(vi) Undertake to continue the levelling of polders without which the agricultural
production potential of these sectors cannot be achieved.
ANNEXES
Annex 1
Map of the Project Area
Annex 2
PROJECT OUTCOMES N° Component Indicators Rating to 4 Remarks 1 Relevance and Achievement of Objectives i) Macro-economic Policy 3 ii) Sector Policy 3 The project is in line with the Government
sector policy. iii) Physical Outputs 2.5 The physical outputs have in all been achieved,
but the levelling of polders suffers from impartiality.
iv) Financial Component 1.5 All the sources of finance were utilized. There were weaknesses in the Government contribution and that of the beneficiaries.
v) Poverty Reduction 1.5 Cereal crops (maize, wheat) as well as the boreholes and health centres helped improve the living conditions of the farmers. The credit intended for farmers was not provided.
vi) Environment 3 The control of sanding, the installation of windbreaks and the establishment of plant nurseries are likely to improve and protect the environment.
vii) Gender 3 2. Institutional Development i) Institutional Framework 3 SODELAC, as the executing agency, was
appropriate, as it has a sound knowledge of the field and people. It carried out the project activities to a successful end and organized training sessions for both the beneficiaries and the staff through the PIU set up within it.
ii) Implementation Unit Staff 3 The staffing of the implementation unit was adequate and its professional staff competent.
3. Sustainability i) Borrower’s Commitment 1 There was no sign on the part of the borrower
of its desire to capitalize on PDRPL achievements.
ii) Environmental Policy 3 The project adopted an environmental policy; as it established village nurseries.
iii) Institutional Framework 2 The project suffered from an institutional anchoring within the Government. The PIU will be dissolved.
iv) Technical Viability and Staff Commitment. 3 The national staff seconded to the project had the necessary competence and were committed..
v) Economic Viability 3 The project outputs offer a considerable economic potential, as the farmers can have two or even three crop seasons per year on the polders.
vi) Environmental Viability 3 There are several project actions that contribute to environmental protection.
vii) Operation and Maintenance 3 The project established and formed groups and associations, but their ability to maintain the project outputs is not guaranteed.
4 Economic Internal Rate of Return 14% Total 41.5 Overall Assessment of Development Impact 2.5
Annex 3 Project Economic and Financial Assessment
Traditional Polder 1) Cold off-season: Wheat Yield per hectare: 1. 8 tonnes
Cost of independent labour force by cropping operation
Area (ha)
Quantity Investment cost Cost per hectare
Clearing Manual ploughing Making of tiles Seed Manual seeding Weeding Guarding, seeding phase Guarding, heading phase Harvesting Threshing Packing Transportation
1 1 1 1 1 1 1 1 1 1 1 1
10h/d 17h/d 10h/d 13h/d 13h/d 17h/d 4h/d 10h/d 13h/d 12h/d 3h/d 7h/d
1500 1500 1500 1500 1500 1500 1500 1500 1500 1500 1500 1500
15 000 25000 15 000 20 000 20 000 25 000 6000 15 000 20 000 18 000 4000 10 000
Total 193 000 Operating Balance Sheet Cost: 193 000 CFAF Yield: 18 bags x 20 000=360 000 CFAF Balance: 160 000 CFAF
2) Cold off-season: Maize Yield per hectare: 2. 4 tonnes
Source: SODELAC. Calculation of the Internal Rate of Return DATA Investments: Investments comprise the construction costs of the dykes, feeder roads and levelling works. Costs: The costs are estimated on the basis of the data furnished by SODELAC, which comprise the preparation works of the plots, the costs of seeds, maintenance of the plots (weeding). We have considered 5% per annum of the investments for maintenance of the structures that contribute to production and facilitate transportation. Yields Two crops are considered: maize and wheat. The yields considered here are below those recommended by SODELAC. Areas: We considered that 90% of the area would be cultivated from 2009.
Cost of independent labour force by farming operating
Area (ha) Quantity Investment cost
Cost per hectare
Clearing Ploughing Seed Manual seeding Guarding, seeding phase Weeding Harvesting Shelling Packing Transportation
1 1 1 1 1 1 1 1 1 1
10h/d 17h/d 4h/d 7h/d 3h/d 13h/d 13h/d 3h/d 4h/d 7h/d
1500 1500 1500 1500 1500 1500 1500 1500 1500 1500
15 000 25 000 6 000 10 500 5 000 20 000 20 000 4 500 6 000 10 500
Total 122 500 Operating Balance Sheet Cost: 122 500 CFAF Yield: 24 bags x 10 000 =240 000 CFAF Balance: 117 500 CFAF
Year Area (ha)
Yield (T) Production Unit price Value
Production value Investment Operation Total Operating
Maize Wheat Maize Wheat Maize Wheat Maize Wheat Maize Wheat Total Depreciation Maize Wheat cost Result
(1000 CFAF) 0 (x1000) 0 0
2008 742.8 742.8 0.8 1 594.24 742.8 125 250 74280 185700 259 980 1 815 950 74 280 160 445 2 050 675 -1 790 695
2009 5571 5571 1.4 1.8 7799.4 10028 125 250 974925 2506950 3 481 875 90 798 974 925 2 166 005 3 231 727 250 148
2010 5571 5571 1.4 1.8 7799.4 10028 125 250 974925 2506950 3 481 875 90 798 974 925 2 166 005 3 231 727 250 148
2011 5571 5571 1.4 1.8 7799.4 10028 125 250 974925 2506950 3 481 875 90 798 974 925 2 166 005 3 231 727 250 148
2012 5571 5571 1.4 1.8 7799.4 10028 125 250 974925 2506950 3 481 875 90 798 974 925 2 166 005 3 231 727 250 148
2013 5571 5571 1.5 1.8 8356.5 10028 125 250 1044563 2506950 3 551 513 90 798 1 044 563 2 166 005 3 301 365 250 148
2014 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2015 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2016 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2017 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2018 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2019 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2020 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2021 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2022 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2023 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2024 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2025 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2026 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2027 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2028 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2029 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
2030 5571 5571 1.5 2 8356.5 11142 125 250 1044563 2785500 3 830 063 90 798 1 044 563 2 406 672 3 542 032 288 031
0 0 0 0 0 0 0 0 0 14%
Annex 4
OVERALL ASSESSMENT AND RATING
Table 1 PERFORMANCE EVALUATION AND RATING OF THE EXECUTING
AGENCY.
Component Indicators Rating (1 to4)
Remarks
1. Adherence to Project Implementation Schedule
1 The schedule was adhered to. The project became effective 17 months after the signature.
2. Adherence to Cost Schedule 2 The cost schedule was affected by the implementation delay and the depreciation of the UA against the CFAF.
3. Compliance with Covenants 3 The borrower complied with the covenants/conditions of the Loan and Grant Agreements.
4. Adequacy of Monitoring & Evaluation and Reporting
2 Quarterly reports were regularly submitted and were in accordance with the ADB format.
5. Satisfactory Operations 2 The project implementation rate is satisfactory despite the cancellation of the credit component.
Total 10 Overall Performance Assessment 2 Fairly satisfactory
Table 2
PERFORMANCE OF THE BANK
Component Indicators Rating (1 to 4)
Remarks
1. At Identification 3 The project was well identified 2. At Preparation 3 The project was well prepared 3. At Appraisal 2 Certain costs were underestimated 4. At Supervision 2 The Bank did not attain the average
required. Total 10 Overall Assessment of Bank Performance 2.5 The performance of the Bank was
satisfactory.
Annex 5
MATRIX OF RECOMMENDATIONS AND FOLLOW-UP ACTIONS
Recommendations Responsibility • Increase project implementation and capacity building
workshops; • Envisage from the project start-up an implementation process
of any agricultural project with a credit component; • Make ADB country offices more operational wherever they
are so that they can monitor projects; • Organize a launching workshop for each project that starts.
ADF • Improve government procurement procedures to avoid project
implementation delays; • Facilitate the selection of a government structure with a view
to the institutional anchoring of projects; • Accelerate the provision of its contribution to the project
financing; • Strengthen smallholders supervision arrangements on the
developments; • Undertake to cover the costs of the kouri cattle breed
protection centre; • Undertake to continue maintaining the infrastructure (polders,
schools, health centres and boreholes) created by the project.
GOVERNMENT
Annex 6
SOURCES OF INFORMATION i) Appraisal report of the Lac Prefecture Rural Development Project (PDRPL),
ADF, September 1998 ii) Memorandum of Understanding between ADF and the Republic of Chad iii) Supervision reports and checklists of ADF missions. iv) Project implementation unit quarterly and annual reports. v) Reports of the close follow-up meetings of the ADB country office in Chad; vi) Identification mission report of the seed project vii) Project completion report prepared by the project implementation unit. viii) 2002 and 2006 Chad portfolio mid-term review reports.
Annex 7
List of Persons Met
Surname and first names Institutions Pascal D. BITOUMBOU ADB Resident Representative in Chad Staff of the ADB Office in Chad MOULDA Dimanche PVERS Accountant TAHER BRAHIM Adouma PVERS Coordinator NGARKOUDJAM Jacob Governor of the Lac Region ABAKAR Moustapha PDRPL SODELAC monitoring-evaluation officer ABBO Youssouf General Manager of SODELAC ABAKAR Mahamat Kaïla Technical Manager of SODELAC PISMON DOUSSOUE Division Manager, SODELAC Monitoring-Evaluation MAHAMAT NAIM ABDERAMAN
PDRPL Coordinator
SOUMAINE ADAM SODELAC outreach activities and credit officer WAROU Mahamat Head of SODELAC Agricultural sector DIOULNE Mabissoumi Head of SODELAC area ADAM MALA Representative of BOL Head of Canton AHMED Idriss Health delegate of the Lac Region Malloum YAO Education delegate MBANGOUSSOUM Roger Head of the Construction component ABDALLAH Issaka Head of the agricultural development component Adam TCHARI Member of Melia group Poidé HASSAN Member of Mélia women’s group FALMATTA Village coordinator Pierre TRELLU European Union AFRICARE
