MULTINATIONAL : INTEGRATED MANAGEMENT OF INVASIVE AQUATIC WEEDS IN WEST AFRICA PROJECT COMPLETION REPORT *

Transcription

1 SUBJECT : MULTINATIONAL : INTEGRATED MANAGEMENT OF INVASIVE AQUATIC WEEDS IN WEST AFRICA PROJECT COMPLETION REPORT *

2 A. PROJECT DATA AND KEY DATES I. BASIC INFORMATION Project Number: P-Z1-AA0-088 Lending ADF GRANT No PROJECT COMPLETION REPORT (PCR) Project Name : INTEGRATED MANAGEMENT OF INVASIVE AQUATIC WEEDS IN WEST AFRICA (IMIAW) Instrument(s) Countries: ECOWAS CEDEAO, BENIN, The GAMBIA, GHANA, MALI, NIGER, NIGERIA, SENEGAL AND MAURITANIA Sector: ENVIRONMENT Initial Commitment Amount Cancelled Amount Disbursed: Amount : ADF: UA ADF Grant UA Donee: ECOWAS and The IR of Mauritania Environmental Classification: Category II % Disbursed 9.91 Executing Agency (ies) [Include the main ministries, project implementation units, agencies and civil society responsible for the project implementation.] ECOWAS EXECUTIVE SECRETARIAT, WRCC Co-financers and other External Partners [List all other sources of financing and amounts, technical assistance or other resources used in this project] ECOWAS, BENIN, The GAMBIA, GHANA, MALI, NIGER, NIGERIA, SENEGAL AND MAURITANIA : UA million 1.87 II. KEY DATES Project Concept Note Cleared by Ops.Com. NA Appraisal Report Cleared by Ops. Com. NA Board JUNE 004 Approval Restructuring(s) NA Original Date Actual Date Difference in months [actual date-original date] EFFECTIVENESS MID-TERM REVIEW 11-Feb-05 5-June-07 8 CLOSING 1/1/010 1/1/011 1 III. RATINGS SUMMARY CRITERIA SUB-CRITERIA RATING Achievement of Outputs 1 Achievement of Outcomes PROJECT OUTCOME 1 Timeliness OVERALL PROJECT OUTCOME 1 BANK PERFORMANCE Design and Readiness Supervision OVERALL BANK PERFORMANCE 1

3 Design and Readiness BORROWER PERFORMANCE Implementation OVERALL BORROWER PERFORMANCE IV. RESPONSIBLE BANK STAFF POSITIONS AT APPROVAL AT COMPLETION Regional Director Mr. F. Perrault, Director ORWB Sector Director Mr.C.R. SPENCER, Director OCAR Mr. A. BEILEH, Ag. Director OSAN Sector Director Mr. S. Z. MOUSSA, Division Manager OCAR. Mr. KEN B. JOHM, Division Manager OSAN.4 Task Manager Mr. HAROUNA DOSSO (OCAR) Mr. GARBA Laouali PCR Team Leader PCR Team Members Mr. EL FALEH Jalel OSAN.4 Mr. LAMISSA DIAKITE Consultant OSAN4 Mr.HATEM CHAHED Consultant OSAN4 B. PROJECT CONTEXT Summarize the rationale for Bank assistance. State: - what development challenge the project addresses, - the borrower s overall strategy for addressing it, - Bank activities in this country(ies) and sector over the past year and how they performed, and - Bank and other externally financed activities in process that complement, overlap with or relate to this project. Please cite relevant sources. Comment on the strength and coherence of the rationale. [00 words maximum.] [Any other narrative about the project s origins and history, if needed, must be placed in Appendix 6: Project Narrative] The Development Challenge the Project Addresses The proliferation of aquatic weeds in West Africa s river networks is a real scourge. The invasion of lakes and lagoons, navigable waterways and irrigation canals by these weeds impedes their functioning and seriously affects the riparian communities daily lives. Thus, the incomes of fishermen and transporters are drastically reduced due to increased operating costs of boats; farmers must devote much more time to the cleaning of irrigation canals, resulting in production and productivity losses. These losses are reflected in the selling price of fishery and agricultural products on the markets. Borrower s Overall Strategy for Addressing this Challenge Cattail (typha) proliferation control and enhancement of its biomass fall within the framework of biodiversity conservation - a national priority in ECOWAS member countries and in the Islamic Republic of Mauritania which has signed and ratified the Convention on Biodiversity. IAW biomass enhancement activities also contribute to poverty reduction, another concern of the Governments of ECOWAS countries and Mauritania which haveprepared the Poverty Reduction Strategy Paper (PRSP) - currently the countries economic and social development policy reference document. The PRSP is characterized by the priority given to poverty reduction, the ownership of the process by national institutions and the participation of civil society. Weed control is contingent on efficient management methods based on the adoption of an integrated approach combining biological control measures and physical resources. The adoption of a participatory approach with local communities ensures sustainability of control outcomes. To ensure sustainability, integrated management programmes must include social awareness-raising and the use of harvested weeds.

4 C. PROJECT OBJECTIVE AND LOGICAL FRAMEWORK 1. State the Project Development Objective(s) (as set out in the appraisal report) The project will cover seven ECOWAS countries (Ghana, Benin, Nigeria, Niger, Mali, Senegal, The Gambia) and Mauritania. The sector goal is the sustainable management of natural resources, in particular water resources, to maximize their contribution to social, economic and environmental development. In this context, the project objective is to contribute to the control of invasive aquatic weeds in four river networks shared by several West African States and minimize the residual impact of this scourge in these ecosystems.. Describe the main project components and indicate how each will contribute to achieving the Project Development Objectives The project has three components: Component A: Integrated Management of Invasive Aquatic Weeds whose objective is to control invasive aquatic weeds by combining physical and biological control methods to minimize any future residual impacts. Physical control includes manual and mechanical removal, and the use of physical barriers such as cables and booms. Biological control requires the determination of insect species suitable for aquatic weed eradication, multiplication and release in the infected areas. To achieve this objective, mechanical methods will be used in the case of deep-rooted submerged weeds, to be followed by manual control, including physical barriers. Biological control will be combined with manual control to ensure project sustainability. Component B: Capacity Building, focused on the following: (i) sensitize and raise the awareness of riparian communities and staff of environmental agencies on the issue of water quality and aquatic weed control; (ii) introduce the economic use of harvested weeds at community level and provide community training; and (iii) build the capacity of the Executing Agency (EA) by: (a) upgrading the know-how and knowledge of NCU staff, (b) equipping the relevant laboratories, and (c) strengthening communication between and among stakeholders. Component C: Project Coordination, aimed at mobilizing and putting in place Regional Coordination Units and National Coordination Units in each country. Regional Coordination was ensured by the existing Regional Coordination Unit for Water Resources (RCUWR) dependent on ECOWAS (the project coordinator). At national level, the existing Technical Departments assumed responsibility for aquatic weed control programmes as part of their normal duties. The technical staff of national programmes constituted the National Coordination Units (NCUs) for the project. The RCUWR, in coordination with the National Technical Departments, was the project Executing Agency. This PCR relates to the Project s regional component, entrusted to ECOWAS, comprising only Regional and National Capacity Building activities financed by the ADF Grant.. Provide a brief assessment (up to two sentences) of the project objectives along the following dimensions: Insert a working score, using the scoring scale provided in Appendix 1. PROJECT OBJECTIVES DIMENSION ASSESSMENT WORKING SCORE RELEVANT ACHIEVABLE CONSISTENT a) Relevant to the country s development priorities b) Objectives could in principle be achieved with project inputs and in the expected timeframe c) Consistent with the Bank s country or regional strategy d) Consistent with Bank s overall priorities The project actions contribute to poverty reduction and improvement of the peoples living conditions which are at the core of the PRSP strategic priorities. The project objectives were realistic and achievable in the expected timeframe and the project inputs. The project objectives are consistent with the thrusts of the Country Strategy Papers (CSPs). Consistent with the priorities set out in the Bank s Medium-Term Strategy with agriculture, environmental protection and management as the major strategic thrusts. 4. Summarize the log. frame. If a log. frame does not exist, complete the table below. Indicate the overall project development objective, the major components of the project, the major activities of each component and the expected outputs, outcomes, and indicators for measuring the achievement of outcomes. Add additional rows for components, activities, outputs or outcomes, if needed.

5 OBJECTIVES DESCRIPTION EXPECTED OUTCOMES EXPECTED OUTPUTS INDICATORS TO BE MEASURED Sector goal Specific objectives The sustainable management of natural resources, especially water resources, to optimize their contribution to social, economic and environmental development Contribute to invasive aquatic weed control in four shared water bodies in West Africa, with reduction of their residual effects The project area dwellers have access points to water bodies for themselves and livestock, sufficient better quality water for daily tasks, fishing and irrigation, thus leading to an improvement in their living conditions Considerable reduction of infestation by these weeds and significant increase in fish production 1. Access to drinking water guaranteed. Considerable drop in the crude death rate related to water-borne diseases;. Increase in daily calorie intake by improving agricultural and fisheries production through the use of IAW by-products. Sensitization and mobilization of 150,000 to 00,000 people on water management activities. Organization of over 400 village committees Log. Frame of Project s Regional component at the level of RCUWR COMPONENTS ACTIVITIES OUTCOMES EXPECTED OUTPUTS Activity 1 : Establishment of Regional Coordination Unit (RCU) and National Coordination Units (NCU) Outcome 1: Regional Coordination Unit (RCU) and National Coordination Units (NCUs established and all necessary staff recruited are operational Output1: The Project s Regional Coordination Unit (RCU) and National Coordination Units (NCU) are equipped and operational by end of PY1, effective information exchange among CU Drinking water access rate and health statistics of the central administration and nutritional studies Number of people sensitized and mobilized Number of village committees organized MEASURABLE INDICATORS Performance contract, rolling fund justification, activity and audit reports Regional and National Capacity Building Activity : Organization of national and regional workshops Activity : Annual work plans and budget developed and approved Outcome : At least one regional workshop and a national stakeholders workshop organized annually Outcome : Progress Reports and AWPB prepared and approved, Audits regularly conducted and approved by the Bank; mid-term review, final evaluation and steering committees regularly convened Output : One regional workshop and a national stakeholders workshop organized annually Output : Monitoring and evaluation operational and project s economic and financial governance is effective and reports on the use of funds, project management statements Workshop, activity and supervision reports Progress reports and Project AWPB; Audit reports; midterm review, final evaluation and reports on steering committee sessions Activity 4 : National coordination staff and river dwellers trained Outcome 4 : Forty (40) technicians (5/countries) trained at IITA and 00 producers trained at Songhaï Output 4: Strengthening know-how of NCU staff and communities Number of trained technicians Number of trained producers Training reports Progress reports 4

6 Activity 5: Bidding Documents for the Procurement of goods and services prepared, issue of invitations to bid and goods and services procured in accordance with the Fund s Rules of Procedure Outcome 5: Goods and services (laboratory equipment and training) procured Output 5: Laboratory equipment for the capacity building of organizations concerned in the eight participating countries; IAW monitoring units established and operational in four countries Number of IAW monitoring units established State of equipment and register of goods inventories Activity 6: Collection and dissemination of information on aquatic plants achieved Outcome 6: Recruitment of a communication consultant to prepare zone-specific manuals and 8 national contracts for TV and radio services signed Output 6: Communication strengthened and population informed through TV and radio services Number of contracts signed Activity reports Supervision reports 5. For each dimension of the log. frame, provide a brief assessment (up to two sentences) of the extent to which the log. frame achieved the following. Insert a working score, using the scoring scale provided in Appendix 1. If no log. frame exists, score this section as a 1 (one). WORKING LOG. FRAME DIMENSIONS ASSESSMENT SCORE LOGICAL MESURABLE THOROUGH a) provides a logical causal chain for achieving the project development objectives b) Expresses objectives and outcomes in a way that is measurable and quantifiable. c) ) States the risks and key assumptions D. OUTPUTS AND OUTCOMES The log. frame as drawn up reflects consistency between activities to be performed, expected outcomes and development objectives because information exchange between the RCU and NCU results in better understanding of the IAW proliferation trend. By establishing GIS monitoring units, information on the infestation trend can be gathered and disseminated to NCU, local residents and the other stakeholders through communication manuals developed for that purpose. This decision-making assistance tool enables the NCU to ensure better programming for intervention areas and integrated and sustainable natural resource management. The impacts of certain project activities are neither quantified at project level nor in each country, especially the affected areas to be treated. The risks and other assumptions are specified; these include full coordination between RCUWR (Regional Coordination Unit for Water Resources) and the NCU, sustained support of regional countries for water quality control, implementation of legislation and environmental procedures by each State and participation by stakeholders and the riparian communities in the process. I. ACHIEVEMENT OF OUTPUTS In the table below, assess the achievement of actual vs. expected outputs for each major activity. Import the expected outputs from the log. frame in Section C. Score the extent to which the expected outcomes were achieved. Weight the scores by the activities approximate share of project costs. Weighted scores are automatically calculated. The overall output score must be calculated as the sum of the weighted scores. Override the calculated score, if desired, and provide justification. 5

7 MAJOR ACTIVITIES Expected Outputs 1. Regional Coordination Unit (RCU) and National Coordination Units (NCU) established and all necessary staff recruited; Actual Outputs Regional Coordination Unit (RCU) and National Coordination Units (NCU) established and all necessary staff recruited are operational; WORKING SCORE Share of project costs in percentage (as stated in the Appraisal Report) Weighted Score (automatically generated) At least one regional workshop and one national stakeholders workshop organized yearly One regional start-up workshop in 007 and a consultation meeting in Annual Work Plans and Budgets (AWPB) prepared and approved, audits and mid-term reviews undertaken, steering committees functioning Progress Reports and AWPB prepared and approved, audits regularly undertaken and approved by the Bank, the mid-term review was not conducted and steering committees functioned regularly within the framework of ECOWAS activities Forty(40) technicians (5/countries) trained at IITA and 00 producers trained at Songhaï 5 Goods and services procured (laboratory and training equipment ) and operational 6 technicians trained in biological control and IAW integrated management, 179 producers trained in artisanal IAW enhancement out of 8 countries concerned by procurement of manual tools for pilot actions and equipment for laboratories; progress monitoring GIS systems not procured Recruitment of a communication consultant to prepare zone-specific manuals and 8 national contracts for TV and radio services signed Activity not implemented OVERALL OUTPUT SCORE [Score is calculated as the sum of weighted scores] 1 Provide justification for overriding the calculated score Check here to override the calculated score Insert the new score or re-enter the calculated score 1 6

8 II. ACHIEVEMENT OF OUTCOMES 1. Using available monitoring data, assess the achievement of expected outcomes. Import the expected outcomes from the log. frame in Section C. Score the extent to which the expected outcomes where achieved. The overall outcome score must be calculated as an average of the working scores. Override the calculated score, if desired, and provide justification. ADDITIONAL OUTCOMES Expected The Project s Regional Coordination Unit (RCU) and National Coordination Units (NCU) are equipped and operational by end of PY1 with effective information exchange among the different CU Actual RCU operational from September 007, 7 NCU established between 005 and 008 WORKING SCORE A regional workshop and a national stakeholders workshop organized yearly A regional start-up workshop organized in 007 and a consultation meeting convened in Monitoring/evaluation operational and project s economic and financial governance is effective and reports on the use of funds and project management records Strengthening the know-how of NCU staff and local communities Progress Reports produced, AWPB prepared, audits regularly conducted and approved by Bank, steering committee sessions regularly convened 6 technicians trained in biological control and integrated IAW management in 008 at the International Institute of Tropical Agriculture and 186 producers trained in the economic use of harvested weeds during three training sessions in June and December 011 at the Songhaï Centre, Benin. Laboratory equipment and manual tools for the pilot programme to build the capacity of organizations concerned in the eight participating countries out of 8 countries concerned with procurement of manual tools for pilot activities and laboratory equipment 1 IAW monitoring units established and operational in four countries Communication strengthened and population informed through TV and radio programs Not implemented Not implemented 0 0 OVERRALL OUTPUT SCORE [Score is calculated as the sum of weighted scores] 1 Check here to override the calculated score Provide justification for overriding the calculated score Insert the new score or re-enter the calculated score 1 7

9 . Other Outcomes: Comment on the project s additional outcomes not captured in the log. frame, including cross-cutting issues (e.g. gender). The regional component did not generate any other outcomes unenvisaged in the log. frame.. Risks to sustained achievements of outcomes. State the factors that affect, or could affect, long-term or sustained achievement of project outcomes. Mention if any new activity or institutional change is recommended to help sustain outcomes. The analysis should draw upon the sensitivity analysis in Annex, where appropriate. The sustained achievement of project outcomes is contingent on rapidly establishing a management system and monitoring all the Project areas of intervention. E. PROJECT DESIGN AND READINESS FOR IMPLEMENTATION 1. Indicate the extent to which the Bank and the Borrower ensured the project was commensurate to the Borrower s capacity to implement by designing the project appropriately and by putting in place the necessary implementation arrangements. Consider all major design aspects, such as extent to which project design took into account lessons learned from previous PCRs in the sector or the country (please cite key PCRs); whether the project was informed by robust analytical work (please cite key documents); how well Bank and Borrower assessed the capacity of the implementing agencies and/or Project Implementation Unit; scope of consultations and partnerships; economic rationale of project; and provisions made for technical assistance. [ 50 words maximum.] [Any additional narrative about lessons learned should be included in Annex 6: Project Narrative] The project design was based on a feasibility study on "Regional Floating Plant Control Programmes in ECOWAS Member Countries" financed by the Bank and completed in 1995 and an update by an FAO team in 00. At the request of ECOWAS member countries, the Bank appraised the project in 00. The report was based on data and information collected on the situation and current national strategies for aquatic plant control and water management. National IAW control programmes and the new integrated approach to manage this problem were considered in formulating the Regional Project for the Integrated Management of Invasive Aquatic Weeds (IMIAW/GIAAP). Since this project s outcome relies on successful coordination, one of its major thrusts is the capacity building of the institutional coordination network, including ECOWAS and the main institutions intervening in the eight participating countries, to ensure effective coordination of project activities during implementation and also after completion. To this end, the Project s Regional Coordination Unit which manages the ADF Grant funds is an integral part of the existing RCUWR Unit, responsible for coordinating ECOWAS Regional Integrated Water Resources Management Programme (IWRM). The Bank s appraisal mission held consultations with the technical and financial partners in the country. For the Multinational component, the Regional Coordination Unit for Water Resources, headquartered in Burkina Faso, was chosen to ensure the overall coordination of the project. The IWRM regional monitoring programme s steering committee, serving as this project s regional steering committee, supervised and approved the consolidated programme comprising national programme activities. At national level, the current executing agency was reinforced to form a National Coordination Unit (NCU). The respective NCU, designated by the participating Governments, will manage the project activities at national level. Training will be provided by specialized structures and NGOs. Existing National Commissions on invasive weed programmes, including all stakeholders affected by IAW, will be strengthened. The project is economically justified by its strong economic and environmental impact, and the Project is consistent with the Bank s poverty reduction vision. 8

10 . For each dimension of project design and readiness for implementation, provide a brief assessment (up to two sentences). Insert a working score, using the scoring scale provided in Appendix 1. PROJECT DESIGN AND READINESS FOR IMPLEMENTATION DIMENSIONS ASSESSMENT WORKING SCORE REALISM RISK ASSESSMENT AND MITIGATION USE COUNTRY SYSTEMS OF a) Project complexity is matched with country capacity and political commitment. b) Project design includes adequate risk analysis. c) Project procurement, financial management, monitoring and/or other systems are based on those already in use by government and/or other partners. The project design was realistic and based on a feasibility study. The design also reflected the commitment of the Governments of countries involved in the project through national IAW control programmes and the new integrated management approach. The most common risks were taken into account in project preparation and implementation, including risks associated with coordination between RC, WRCC and the NCU; support of countries for water quality control; implementation of legislation and environmental procedures by each State, poor NCU support for regional coordination. The financial management and project monitoring/evaluation systems proposed were adapted to national procurement and financial management systems. The Bank s rules and procedures were complied with. Monitoring/evaluationwas carried out in compliance with the project s log. frame and performance indicators but was not always functional. For the following dimensions, provide separate working scores for Bank performance and Borrower performance: WORKING SCORE Bank Borrower CLARITY PROCUREMENT READINESS MONITORING READINESS BASE LINE d) Responsibilities for project implementation were clearly defined. e) Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal f) Indicators and monitoring plan adopted. h) Baseline data were available or were collected during project design. Responsibilities for project implementation are clearly defined in the loan agreement signed between the Bank and the Borrower. Some implementation documents were not ready at appraisal (e.g. specifications and designs for countries). These documents were not required by the Bank. The indicators and monitoring schedule were agreed upon before project start-up. The baseline situation was not clarified before project start-up. The appraisal report provides for the establishment of a monitoring system to monitor the infestation of water bodies as well as the level of awareness by local authorities of IAW control activities 1 1 9

11 F. IMPLEMENTATION 1. State the major characteristics of project implementation with reference to: adherence to schedules, quality of construction or other work, performance of consultants, effectiveness of Bank supervision, and effectiveness of Borrower oversight. Assess how well the Bank and the Borrower ensured compliance with safeguards. [00 words maximum.] [Any additional narratives about implementation should be included at Annex 6: Project Narrative] Major characteristics of project implementation: (i) Adherence to schedule: prescribed timeframes in the appraisal report were not met for the following reasons: delay in loan effectiveness (8 months), delay conducting audits (audits for 007, 008 and 009 fiscal years conducted in June 010), various project activities such as IAW monitoring through the establishment of GIS monitoring units were not implemented. (ii) Quality of activities conducted: - Strengthening NCU staff know-how by training technicians in biological control and integrated IAW management at the International Institute of Tropical Agriculture (IITA) is satisfactory and beneficial to the project s country components. - Training of producers (186) on the economic use of harvested weeds at the Songhaï centre is unsatisfactory for several reasons: (i) because training at the Songhaï centre was not provided for in the appraisal report and, no budget allocated for it, (ii) the three training sessions were conducted in June and December 011 at the Songhaï centre, Benin, at the end of the last year of the project, raising the problem of monitoring the training s impact after project completion; and (iii) the appraisal report requires the countries national research institutes to conduct training, which was satisfactory in each country. (iii) Consultants: Consultants performance is considered satisfactory. (iv) Effectiveness of Bank supervision: The Bank s supervision is considered unsatisfactory because the appraisal report requires at least one annual project monitoring review, in collaboration with RCUWR. No joint mission was conducted although the Bank conducted supervision missions during the 4 years of implementation of the project s regional component. (v) Effectiveness of Borrower oversight: Communication between RCUWR and NCU is considered unsatisfactory. (vi) Compliance with Safeguards: According to the appraisal report, the project has an environmental and social management plan comprising a series of mitigation measures. In Mauritania, environmental monitoring activities are provided by the Diawling National Park (DNP) under NCU coordination and supervision.. Comment on the role of other partners (donors, NGOs, companies, etc.). Assess the effectiveness of cofinancing arrangements and donor coordination, if applicable. NGOs played major roles in project implementation. They provided training and information to beneficiaries. Their performance was satisfactory. Technical partners, IITA and Songhaï, signed an agreement with the project. The different technical partners services were considered satisfactory. Co-financing arrangements: ECOWAS, through the countries, co-financed the project s RCU, paid staff wages, provided offices, vehicles, etc.. Harmonization. State whether the Bank made explicit efforts to harmonize instruments, systems and/or approaches with other partners. The Bank did not make explicit efforts to harmonize instruments, systems and/or approaches with other partners. There were no other partners. 4. For each dimension of projection implementation, assess the extent to which to the project achieved the following. Provide a brief assessment (up to two sentences) and insert a working score, using the scoring scale provided in Appendix 1. 10

12 PROJECT IMPLEMENTATION DIMENSION TIMELINESS a) Extent of project adherence to the original closing date. If number on the right is: : below 1, 4 is scored between 1.1 and 4, is score between 4.1 and 6, is scored beyond 6.1, 1 is scored b) Bank complied with: Environmental safeguards Fiduciary Requirements ASSESSMENT Difference in months between original closing date and actual closing date or date of 98% disb. rate. 1 The project, scheduled to end on 1 December 010, was extended and closed on 1 December 011 An ESMP was prepared, implemented and effectively monitored. Its actions were incorporated as part of project components at appraisal, and implemented. Fiduciary requirements were complied with and followed by the Bank within the framework of financial audits. Expenses were justified. WORKING SCORE BANK PERFORMANCE Project Covenants The Bank complied with provisions of the loan agreement. c) Bank provided quality supervision in the form of skills mix and practicality of solutions. d) Bank provided quality management oversight. The Bank conducted supervision missions during the 4 years of the Regional Project and made recommendations that were implemented. Financial management oversight was conducted in compliance with audit results and disbursements in the form of direct payments and on the revolving fund e) Borrower complied with: Environmental safeguards The environmental and social management plan was complied with by member countries. Fiduciary Requirements All annual audits of project accounts were prepared and reports approved by the Bank (006 to 010). The 011 audit report is being finalized. Moreover, all revolving fundswere fully justified except in the case of the final expenditure which is underway. BORROWER PERFORMANCE Project Covenants f) Borrower was responsive to Bank supervision findings and recommendations g) Borrower collected and used monitoring information for decision making The Borrower complied with the provisions of the loan agreement. However, there were delays in the conduct of the 007 and 008 audits, carried out in 010 with the 009 audit. Overall, all the recommendations of bank supervision missions were successfully implemented.. Despite the absence of a formal monitoring system, the Borrower s decisions were always guided by consultations with stakeholders. The programme budgets were prepared and partially monitored. The output indicators served as indicators served as a scorecard for implementing project action. 11

13 G. COMPLETION 1. IS THE PCR DELIVERED ON A TIMELY BASIS, IN COMPLIANCE WITH BANK POLICY? Date project reached 98% disb. Rate (or closing date, if applicable) Date PCR was sent to pcr@afdb.org Difference in months 1-Dec WORKING SCORE (automatically generated) If the difference is 6 months or less, a 4 is scored. If the difference is 6.1 or more, a 1 is scored. 1. Briefly describe the PCR Process. Describe the Borrower s and co-financier s participation in producing the document. Highlight any major differences of opinion concerning the assessments made in this PCR. Describe the team composition and confirm whether a site visit was undertaken. Mention any major from other development partners. State the extent of field office involvement in producing the report. Indicate whether comments from Peer Reviewers were received on time (provide names and positions of Peer Reviewers). [150 words maximum] The completion report process was conducted by OSAN 4 in collaboration with NCU, RCU and the field office (Burkina Faso). WRCC, Ouagadougou was visited in February 01 and field trips made to the various programme countries. However, the documentation available at WRCC was sent to the Consultant. The report was discussed and validated at a workshop in Ouagadougou, from 4 to 6 April 01, in which representatives of the eight countries covered by the project and ECOWAS participated. H. LESSONS LEARNED Summarize main lessons for the Bank and the Borrower suggested by the project s outcomes. [00 words maximum.] [Any additional narrative about lessons learned should be included in Annex 6: Project Narrative] The main lessons learned are summarized below: 1. Launching the Project s regional and national components concurrently could have avoided performance differences between Grant and Loan financed activities.. The decision to assign the Project s coordination to a unit dedicated solely to this task, under WRCC s oversight, could have ensured better Grant management and facilitated communication among the different Project s components.. Allocating to some countries Grant resources for the implementation of operational activities and some goods could have significantly boosted the Project s outputs and outcome. 4. The absence of a Geographic Information System (GIS) and the failure to establish IAW monitoring units prevented the development of a shared database and knowledge building on IAW dynamics. 5. Regular Bank supervision missions could address the Project s implementation shortcomings. 6. The regional approach regrouping several countries appears to result in a more cumbersome management systemake which a basin or sub-basin approach, by addressing specific problems more rapidly, could have corrected. 1

14 I. PROJECT RATINGS SUMMARY All working scores and ratings must be found in the relevant section in the PCR. For example, please insert the Overall Output score in Section D.I. in the Achievement of Outputs box below. CRITERIA SUB-CRITERIA WORKING SCORE Achievement of outputs 1 PROJECT Achievement of outcomes 1 OUTCOME Timeliness OVERALL OUTCOME PROJECT SCORE 1 Design and Readiness Project Objectives are relevant to country development priorities. Project Objectives could in principle be achieved with the project inputs and in the BANK PERFORMANCE expected time frame. Project Objectives were consistent with the Bank s country or regional strategy. Project Objectives were consistent with Bank s corporate priorities. The log. frame presents a logical causal chain for achieving the project development objectives. The log. frame present objectives and outcomes in a way that is measurable and quantifiable. The log. frame states the risks and key assumptions. Project capacity complexity was matched with country capacity and political commitment. Project design includes adequate risk analysis. Project procurement, financial management, monitoring and/or other systems were based on those already in use by government and/or other partners. Responsibilities for project implementation were clearly defined Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal. Monitoring indicators and the monitoring plan were agreed upon during design. Baseline data was available or were collected during design. PROJECT DESIGN AND READINESS SUB-SCORE 1 Supervision: Bank complied with: Environmental safeguards Fiduciary Requirements Project Covenants Bank provided quality supervision in the form of skills mix provided and practicability of solutions. Bank provided quality management oversight. PCR was delivered on a timely basis 1 1

15 BORROWER PERFORMANCE SUPERVISION SUB-SCORE OVERALL BANK PERFORMANCE SCORE Design and Readiness Responsibilities for project implementation are clearly defined. Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal. Monitoring indicators and monitoring plan are agreed upon and baseline data are available or are being collected. PROJECT DESIGN AND READINESS SCORE Implementation Borrower complied with: Environmental safeguards Fiduciary Requirements Project Covenants Borrower was responsive to Bank supervision findings and recommendations. Borrower collected and used monitoring information for decision-making. IMPLEMENTATION SUB-SCORE OVERALL BORROWER PERFORMANCE SCORE J. PROCESSING STEP SIGNATURE AND COMMENTS DATE Sector Manager Clearance Regional Director Clearance Sector Director Approval 14

16 APPENDIX 1 Scale for Working Scores and Ratings WORKING SCORE EXPLANATION 4 Very Good - Fully achieved with no shortcomings Good - Mostly achieved despite a few shortcomings Fair- Partially achieved. Shortcomings and achievements are roughly balanced. 1 Poor - Very few achievements with extensive shortcomings NA Not applicable Note: The formulas are rounded up or down for decimal points. Only whole numbers are computed. I

17 LIST OF ANNEXES 1. Project Costs and Financing Mandatory a. Project costs by component b. Financing by sources of funds. Bank Inputs. List key team members, and their specialties, during preparation and supervision. Provide a consolidated list of Preparation, Supervision and Completion Missions in chronological order. Provide the date and ratings of the last supervision report. Economic Analysis (ERR) and Financial Analysis, if appropriate Re-estimate the economic rates of return based on costs and benefits at completion, and compare with appraisal estimates. Divide by component, if any. Analyze the sensitivity of the ERR to key assumptions. Present a financial analysis for project beneficiary. 4. Procurement Plan. Please attach the most recent Procurement Plan 5. List of supporting documents Optional 6. Project Narrative. Key factors not covered in the main template that affected the design and implementation of the project. Such factors, both positive and negative, could include: climate and the weather, political changes, contractual or personal matters, technical issues, procurement processes and interactions with other partners. If any of these factors is significant enough to affect the evaluation ratings, it should be mentioned in the template with a reference to this annex. LIST OF PERSONS MEET Name Institution Position Telephone Innocent Ouédraogo Water Resources Coordination Centre Senior Programme Officer /91 ino@ecowas.int Mahamane Dédéou TOURE Water Ressources Coordination Centre Regional Project Coordinator mdtoure@yahoo.fr II

18 Project Costs and Financing Annexe 1 IMPLEMENTATION BY EXPENDITURE CATEGORY CATEGORY ADF GRANT at appraisal in UA 000 Disbursement as at 1/1/011 In UA 000 % 1 - WORKS - GOODS % - SERVICES % 4 MISCELLANEOUS % Total % A: IMPLEMENTATION BY COMPONENT COMPONENT ADF GRANT at appraisal Disbursement as at 1/1/011 In UA 000 % 1 - INTEGRATED CONTROL - CAPACITY BUILDING % - PROJECT COORDINATION % Total % B: IMPLEMENTATION BY SOURCE OF FINANCING SOURCES OF FINANCING ADF GRANT at appraisal in Disbursement as at 1/1/011 Undisbursed Non decaissé UA 000) in UA 000 in UA 000 % ADF % TOTAL % Calculs Total Budget Allocation WORKS In Foreign Exchange Local Currency Total ADF Gvt Total Contract : Plant Harvest Contract: Manual Weed Removal Screen house rehabilitation Works Sub-total GOODS Boat and Equipment Tools Fuel Maintenance and Spare Parts Computer Printer Fax and phone sets Godds Sub-Total SERVICES STTA Sensitization Programme Monitoring : in country 8.8. Hyacinth NE M& E and Reporting Services Sub-total MISCELLANEOUS Pierdem and Transport National Coordination Government Contribution Miscellaneous Sub-total Total III

19 Annex Bank s Contributions. Bank s Inputs. List senior team members and their positions at preparation and supervision. Provide a consolidated list of preparatory, supervision and completion missions in chronological order. Appraisal Team: Supervision Missions Harouna DOSSO Modobo TRAORE Mme Kasalu COFFIN Sami Z. MOUSSA Principal Agronomist OCAR. (Task Manager) Environmental Specialist OCAR.0 Economist OCAR. Division Manager OCAR. Date Mission No. of Persons Composition Hr/Day Senior Agronomist, Environmentalist, Agricultural Economist, an Agricultural Economist Aug-0 Appraisal 5 Consultant, an Organic Agriculture Expert, Consultant Start-up Workshop ADB resident representative in Burkina Faso, Operations 5-6 September 007 Manager, Task Manager Sept. 009 Supervision 1 Task Manager - Environmentalist Oct. 010 Supervision June 011 Supervision 1 Entomologist February 01 Completion Irrigation Engineer, Agricultural Economist Consultant, Consultant G.R.N 1 IV

20 Title of Document LIST OF DOCUMENTS CONSULTED Format Hard copy copy Soft Appraisal Report - Multinational Integrated Management of Invasive Aquatic Weeds in West Africa - OCAR. May 004 YES YES Protocol of Agreement between the Economic Community of West African States and the African Development Fund - Grant Relating to the Integrated Management of Invasive Aquatic Weeds Project in West Africa Workshop for the Launching of the Regional Component of the Integrated Management of Invasive Aquatic Weeds Project (IMIAW/GIAAP) - Ouagadougou 5-6 September 007 General synthesis of deliberations YES YES 007 Annual Report: Regional Project on the Integrated Management of Invasive Aquatic Weeds Project (IMIAW/GIAAP) January 008 YES YES 008 Work Program: Regional Project of the Integrated Management of Invasive Aquatic Weeds Project (IMIAW/GIAAP) - January 008 YES YES 009 Annual Report: Regional Project on the Integrated Management of Invasive Aquatic Weeds (IMIAW/GIAAP) YES YES 010 Work Program: Regional Project on the Integrated Management of Invasive Aquatic Weeds Project (IMIAW/GIAAP) YES YES Mission Report by the Regional Programme Officer: - IITA: Contract the training of national technical staff in the area of biological control; - Songhaï Centre: Training of producers in the economic use of removed weeds; - PGIPAP Benin: Supervision of Cotonou Project, 7-1 April 008 YES YES Consultation Meeting on the Implementation of PGIPAP - Bamako Sept. 009 Aide-memoire YES YES ADB Working Visit by the Regional Coordinator on the Implementation of PGIPAP - Tunis May 010 Aide-memoire YES YES PGIPAP ECOWAS Regional Coordination - Supervision Mission of Oct. 010 Aide-memoire YES YES PGIPAP ECOWAS Regional Coordination - Supervision Mission of 1-0 June 011 Aide-memoire YES YES Consultancy Contract between ECOWAS -WRCC and the Songhaï Centre of 17/1/008 YES YES Amendment No.1 to the Consultancy Contract between ECOWAS -WRCC and the Songhaï Centre of 11/10/010 YES YES Consultancy Contract between ECOWAS -WRCC and Songhaï Centre of 10/11/010 ECOWAS/ WRCC Report on the Training of Interns on Aquatic Weed Enhancement - Songhaï Training Department December 011 YES Consultancy Contract between ECOWAS -WRCC and AGCI ARMELLE VOYAGES of 15/11/010 YES Payment request. 7 Relating to Revolving Fund 1 on ADF Grant under the PGIPAP of 1 July 010 YES Disbursement Cancellation Letter of 5 August 010 Relating to Payment Request 7 concerning Revolving Fund 1 on ADF Grant under the PGIPAP of 1 July 010 YES V

21 Economic Analysis (ERR) and Financial Analysis Annex. Economic Analysis (ERR) and Financial Analysis. if appropriate Re-estimate the economic rates of return based on costs and benefits at completion and compare with appraisal estimates. Divide by component. if any. Analyze the sensitivity of the ERR to key assumptions. Present a financial analysis for project beneficiary. The appraisal report did not include an economic and financial assessment of the project rate of return VI