Document of The World Bank FILE COPY

FOR OFFICIAL USE ONLY Public Disclosure Authorized Report No. 2817-NIR Public Disclosure Authorized

SECOND MARADI RURAL DEVELOPMENTPROJECT

STAFF APPRAISAL REPORT Public Disclosure Authorized

May 1, 1980 Public Disclosure Authorized

This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. CURRENCY EQUIVALENTS

Currency Unit: CFA franc (CFAF) US$ 1.00 CFAF 210 CFAF 1,000 US$ 4.76

WEIGHTS AND MEASURES

1 kilogram (kg): 2.20 pounds 1 metric ton: 0.98 long tons 1 hectare (ha): 2.47 acres 1 kilometer (km): 0.62 miles

ABBREVIATIONS

ACOPAM Appui Cooperatif aux Projets d'Aide Alimentaire Sahelienne ALC Associations Locales de Cooperatives APMU Bank Agricultural Projects Management Recruitment Unit CCCE Caisse Centrale de Cooperation Economique CEG College d'Enseignement General CFJA Centre de Formation des Jeunes Agriculteurs CFDT Compagnie Francaise pour le Developpement des Fibres Textiles CNCA Caisse Nationale de Credit Agricole CPR Centre de Promotion Rurale COTEDEP Comite Technique Departemental GMV Groupement Mutualiste Villageois ICRISAT International Crops Research Institute for the Semi-Arid Tropics IFAD-FIDA International Fund for Agricultural Development IITA International Institute for Tropical Agriculture INRAN Institut National de la Recherche Agronomique du Niger NIGELEC Societe Nigerienne d'Electricite ONAHA Office National des Amenagements Hydro-Agricoles OPVN Office des Produits Vivriers du Niger PM,U Project Management Unit SCET-Int'l Societe Centrale pour l'Equipement du Territoire - Internationale SeICONIGER Societe Industrielle et Commerciale du Niger SONARA Societe Nigerienne d'Arachide SONIPRIM Societe Nigerienne de Commercialisation des Primeurs SONITEXTIL Societe Nouvelle Nigerienne des Textiles UNCC Union Nigerienne de Credit et de Cooperation

FISCAL YEAR

January 1 - December 31 FOR OFFICIAL USE ONLY

NIGER

SECOND MARADI RURAL DEVELOPMENTPROJECT

STAFF APPRAISAL REPORT

Table of Contents

Page No.

I. BACKGROUND..*.....*.* ...... 1

A. Project Background ...... 1 B. The Rural Sector ...... 1 C. Sector Strategy and Issues...... es. 4

II. THE PROJECT AREA ...... 6

A. Physical Features ...... 6 B. Socio-Economic Features..*...... 7 C. Institutions and Infrastructure...... 8 D. Land Use and Farm Income.....o...... il

III. THE FIRST MURADI RURAL DEVELOPMENT PROJECT (Cr. 608-NIR) ...... 14

A. Objectives and Design.*...... ses...... 14 B. Experience of the Firet Tvo Years...... 16 C. Special Action Credit (EEC) ...... 18

IV. TEB ROECT...... 19

A. Objectives and Su»ary Deriptian...... 19 B. Detailed Features ...... 20 C. Cost Estimates...... 25 D. Proposed Hinancing ...... 27 E. Procurement and Disbursement...... 30 F. Accounts and Audit ...... 32

V. ORGANIZATION ANDMANAGEMENT ...... 32

A. Project Management ...... 32 B. Stafinf...... 33 C. Monitoring antd v lu t o 37 D. Assistance to F a . . . . . 37 E. Irrigation Deelope lop-ent 38

This report is based on the findings of a Bank mission which visited Niger in May 1979 comprisaing of Messrs. Y. Reeb, B. Dussert, C. Grootaert (IDA) and %esers. A. Chavancy and H. Boumendil (Consultants). This document hu a restricted distribution and may be used by rocipients only in the performance of their officiai duties. Its contents may not otherwise be disclosed without Worid Bank authorization. - ii -

PaRe No.

VI. TECHNOLOGICAL AND PRODUCTION SPECIFICATIONS ...... 40

A. Rainfed Farming ...... 40 B. Irrigated Farming ...... 45 C. Production ...... 46

VII. DEMAND, MARKETING, PRICES, AND FINANCIAL RESU ....ETS ...... 48

A. Demand Prospectso s . ... p e...... ct.... 48 B. Marketing and Prices. . . 48 C. Financial Implications for Farmers...... 50 D. Financial Implications for Government...... 52

VIII. BENEFITS AND ECONOMIC ANALYSIS...... 53

A. Proj ect Benefitsn.. 53 B. Economic Analysis a. . 53 C. Risks and Sensitivity Analysis...... 54

IX. AGREEMENTS TO BE REACHED AND RECOMMENDATIONS ...... 58

ANNEXES

1. Responsibilities and Qualifications of Key Personnel ...... 61

2. Supporting Tables and Charts ...... 70-87

3. Selected Documents and Data in Project Files ...... 88

LIST OF TABLES IN THE MAIN TEXT

2.1 Population, Land Use, Outputs and Output Values in 1977 ...... 12 4.1 Main Project Inputs .. 21 4.2 Summary of Total, Local and Foreign Project Costs ...... 26 4.3 Uses and Sources of Funds .. 29 5.1 Project Staffing ...... 36 6.1 Key Technical Coefficients at Full Development ...... 41 6.2 Production Volume and Value ...... 47 7.1 Farm Income ...... 51 8.1 Economic Costs and Benefits and Rates of Return . . 56 8.2 Economic Rate of Return and Sensitivity Analysis Graphs ...... 57/58 - iii -

PaRe No.

LIST OF SUPPORTING TABLES AND CHARTS (ANNEX 2)

1. Physical Inputs and Yields ...... 70 2. Return Per ha and Labor Use ...... 71 3. Return Per Farm and Per Labor and Calendar Day at Full Development ...... 72 4. Unimproved and Improved Area of Rainfed and Irrigated Crops ...... 73 5. Incremental Inputs for Rainfed and Irrigated Areas ..... 74 6. Outputs of Rainfed and Irrigated Crops ...... 75 7. Farmers' Return with Adoption of Improved Cultural Practices ...... 76 8. Project Costs Expenses by Category of Same Type ...... 77 9. Project Costs Expenses by Center of Responsibility or by Component (5 pages) ...... 78-82 10. Proposed Financing Plan...... 83 11. Tentative Disbursement Schedule ...... ed.....l.e 84 12. IDA Credit - Estimated Schedule of Disbursement ...... 85 13. Government Cash Flow...... 86 14. Rent and Cost Recovery Indices ...... 87

CHARTS

20666 Organization and Management...... 20663 Irrigation Operation Schedule...... 20664 Layout of a Typical Irrigation Block......

MAPS

14531 Project Area...... 14532 The Flow of the Goulbi de Maradi through Niger...... 14533 Irrigation Scheme General Layout...... a......

NIGER

SECOND MARADI RURAL DEVELOPMENT PROJECT

STAFF APPRAISAL REPORT

I. BACKGROUND

A. Prolect Background

1.01 In May 1978, the Government of Niger informed IDA and CCCE of its interest in obtaining their assistance for financing a follow-up and an extension of the ongoing Maradi Rural Development Project (Cr. 608-NIR), which was scheduled to be fully disbursed by the end of 1979. The first project aimed at improving the productivity of groundnuts, millet and cowpeas grown over three administrative districts, strengthening the cooperative institu- tion, expanding educational and training programs, studying the means of developing the irrigation potential, implementing a pilot irrigation program and participating in development of feeder roads, fuel wood plantation and livestock credit for pastoralists. A progress report on Cr. 608-NIR is at Chapter III. A feasibility study for the follow-up project was financed under Cr. 608-NIR, carried out by consultants, SCET-International (France), and submitted to the Government in April 1979. The appraisal mission and CCCE representatives visited Niger in May 1979. A Special Action Credit of US$2 million has been granted by the EEC to bridge the gap between the end of the first Maradi Rural Development Project (December 31, 1979) and the scheduled start of the second phase (July 1980), and to launch the irrigation component of the proposed second project (see Chapter III, Subdivision C).

B. The Rural Sector

1.02 Human Geography. Niger has a population of about 5 million, of whom over 4 million live in rural areas. The country covers 1.3 million km2 , of which 75% is desert, 15% semi-arid, and less than 0L suitable for crop production, and even this is of limited potential. About half the people live between the southern border with Nigeria, where annual rainfall is 700-800 mm, and the 500 mm isohyet. In this area of about 100,000 km2, population density averages only 20/km2 but exceeds 100/km2 in the more favorable locations in valleys; the main crops are millet and sorghum, groundnuts, cowpeas and some cotton. Further north, as rainfall declines and becomes even more variable, rainfed cropping becomes increasingly precarious and livestock activities increasingly important.

1.03 Share in GDP and Exports. In 1970, the rural sector accounted for about 60% of GDP and 80% of exports; now the sector accounts for about 45% of GDP and 25% of exports. This dramatic change reflects the rapid rise - 2 - in uranium production but also slow development of the rural sector. Recent crop production has been disappointing, particularly groundnuts, for which production has declined from 200,000 tons (shelled) in 1965 to about 80,000 tons. This decline is attributable to unattractive producer prices, drought, and subsequent difficulties in reconstituting seed stocks. These difficulties were reinforced by repeated attacks of groundnut diseases (aphids and rosette virus). Farmers have switched into grains and cowpeas; the value of crops now accounts for less than 25% of GDP and 10% of exports. Livestock production was disrupted by the 1973 drought which, according to Government estimates, reduced the national herd from 4.2 million cattle to 2.2 million, and from 9 million smallstock to 7 million. Although herd reconstitution has begun, pre-drought cattle numbers cannot be reached for another decade. Increases in prices of livestock products have, however, largely offset the reduced volume of production; livestock now accounts for 20% of GDP, the same percentage as in 1971, but its share of exports has decreased from 42% to 15%. The decrease of the export percentage is explained by the sharp rise of uranium exports.

1.04 Food Balance. Before 1973, Niger was self-sufficient in basic foodstuffs in normal years. Over the three drought years 1973-75 however, cereal imports averaged about 120,000 tons/year, equivalent to only about 10% of normal annual production but a much higher proportion, perhaps 50%, of marketed production. This disquieting experience drew increased attention to cereal production - a hitherto neglected subsector - and this attention has not waned despite the good harvests in 1976/77 and 1978/79, which necessitated food imports of only about 2% of total food requirements. Although some recent projections have suggested that there would likely be an important millet and sorghum deficit in the years to come, present indications are that, provided rainfed farming productivity projects are implemented as envisaged, Niger will continue to be about self-sufficient in cereals but that production will be vulnerable to the vagaries of climate. Good-year surpluses will be marketable in Northern Nigeria. Poor-year deficits will be met by imports, but the probability of a drought as severe as that of 1973 is low (0.02).

1.05 Institutions. The Ministry of Rural Development, which has main but not sole responsibility for the rural sector, is divided into four Departments: Agriculture, Livestock, Rural Engineering and Forestry; there is also a small planning unit attached to the Minister's Cabinet. The Union Nigerienne de Credit et de Cooperation (UNCC), established in 1962, is responsible for cooperative development, input supply, seasonal and medium-term credit recovery and primary marketing, as well as the management of some agricultural projects. In October 1978, the Government adopted new statutes for the cooperative system, with activity areas to be based on administrative limit. Moreover, in the long term, UNCC would disappear and cooperatives would become self-sufficient and ensure their own supply of inputs, commercialization and extension work. It is unlikely that these new statutes could be activated quickly. The Caisse Nationale de Credit Agricole (CNCA), established as an offshoot from UNCC in 1967, is responsible for provision of funds for agricultural credit, review of loan applications, and book-keeping for consolidated cooperatives' accounts. The Office National - 3 - des Amenagements Hydro-Agricoles (ONAHA), created in December 1978, is respon- sible for all irrigation projects: running, managing and maintaining the existing schemes, preparing and regularly updating a survey of the irrigation projects, and carrying out the extension work in liaison with UNCC. In secondary marketing and processing of the main crops, parapublic companies have been set up to compete with the private sector. The Societe Nigerienne d'Arachide (SONARA) handles both groundnuts and cowpeas: marketing volumes of these crops have fluctuated widely as a result of weather and erratic pricing; the cowpeas bought by SONARA declined from 50,000 tons in 1976/77 to 18,000 tons in 1978/79; the groundnut volume, which was regularly over 150,000 tons (shelled) in the 1960s and early 1970s, has not exceeded 15,000 tons in the three years through 1978/79. The Office des Produits Vivriers du Niger (OPVN) handles millet and sorghum, between 10,000 and 60,000 tons/ year purchased locally, and processed rice, about 3,000 tons/year; OPVN has also been responsible for internal distribution of food aid. The Societe Nigerienne des Primeurs (SONIPRIM) commercializes a small amount of fruits and vegetables in the area (about 100 tons in 1978/79) and also exports stringbeans, melons and peppers to the European market (about 1,000 tons in 1978/79).

1.06 Input Pricing. Governnent pursues a policy of heavy subsidies on agricultural inputs, and prices to farmers have not been changed for several years. With rising costs, the subsidy element has correspondingly increased and in 1979/80, will reach 50% on fertilizer, about 70% on small animal-drawn implements, and about 40% on carts. Whereas unit prices for inputs are decided by the Minister of Rural Development, on the basis of proposals submitted by UNCC, the amount of money available for input subsidies is fixed by the Ministry of Planning as part of the annual capital budget. Since the aggregate amount is usually insufficient to finance acquisition of the input volumes required by the M.D.R. at the subsidized unit prices, inputs are necessarily rationed. Moreover, since tenders for supply of inputs are not issued until the budget allocation is known, a good part of the inputs is delivered too late. Therefore data on input use - less than 4,000 tons of fertilizer nationwide for rainfed farming - do not reflect demand but rather rationed, untimely supply.

1.07 Output Pricing. Prices paid by the parapublic marketing agencies for millet, sorghum, groundnuts, cowpeas, cotton and paddy are fixed by a National Price Committee chaired by the Minister of Economic Affairs. Prices are announced in October only, i.e. just before the opening of the primary markets, and therefore are relevant only for the following season's planting decisions. In the last few years, furthermore, uncertainties have been exacerbated by (a) a reduction in the producer price for cowpeas in the 1975/76 season after the markets had opened, and (b) an increase in the producer price for groundnuts and cowpeas in the 1977/78 season after the markets had been operating for three months. Prices for the 1978/79 season all showed a significant increase over the previous year's initial prices, namely from CFAF 45 to CFAF 50 for groundnuts, from CFAF 30 to CFAF 40 for millet and sorghum, from CFAF 30 to CFAF 45 for cowpeas, and from CFAF 55 to CFAF 62 for cotton. These prices have been maintained for the 1979/80 season. As a percentage of the economic price, the producer price - 4 -

is 63% for sorghum, 67% for cowpeas, 74% for millet, 73% for groundnuts, and 87% for cotton. The recent price increases reflect a recognition of the necessity to compete with the market in Nigeria, where prices are not effec- tively controlled, and with merchants from both Niger and Nigeria.

C. Sector Strategy and Issues

1.08 Constraints and Challenges. Apart from uranium, the country's natural resource endowment is unusually poor. The climate imposes a severe limit on the area where cultivation is possible, and even in that area, uncertain rainfall makes farming a hazardous occupation. Soils are generally poor; and in many areas fertility is declining as fallow periods are being shortened, reflecting increased pressure on land stemming from population growth (of about 2.7Z per year). The decline in soil fertility may, in many areas, have reached a point where it is now worthwhile to intensify land use. Water, though abundant underground, is found in only a few valleys and irrigation is costly, with investment costs above US$10,000 ha. The distances to marketing points, both internal and external, are enormous, putting Niger at a disadvantage with competitors in export markets (over US$100/ton to ocean port); yet the country's isolation fails to provide much inducement for import substitution since natural protection against imports is offset by diseconomies of scale caused by the limited size of the local market. Despite the expansion in uranium production and related activities, productive employment opportunities outside the rural sector are increasing by only a few thousand per year, while the working age population increases by 40,000-50,000 each year. Unless income opportuni- ties can be expanded in the rural sector, present dry-season migration to neighboring countries will increase and perhaps become permanent.

1.09 Objectives and Strategies. Government has responded to these contraints and challenges by selecting a two-fold objective: to exploit the potential in rainfed crop and livestock production, and to increase the area under controlled irrigation. In rainfed agriculture, the strategy is to set up a regional "Productivity Project" in each province whereby improved extension, input supply, credit and marketing services would be made available to smallholders. It is Government's intention that such projects should cover the whole of the cultivable part of the country by 1980. By 1980 such projects, not always covering the whole of a province, were being implemented in five of the six relevant provinces including the Maradi Pro- ject, financed under Cr. 608-NIR (US$10.7 million). The existing rainfed- based projects differ in emphasis, in coverage of subsectors, and also in administrative structure. In controlled irrigation, Government aims at a modest rate of development, of about 1,200 ha per year, while building the institutions that could later manage a more rapid rate of implementing new perimeters. Government strategy is generally sound. Although it is hesitant to exclude even the most arid areas from its improvement objectives, this can hardly be justified in economic and technical terms (para 1.12 below). On the positive side, the growth of the cooperative movement has facilitated Government's strategy. - 5 -

1.10 Policy Issues. Significantimprovements have recentlybeen made in output pricing, whereby financialprices have been moved closer to economic prices (para 1.07), and in the cost of agriculturalcredit, whereby the interest rate was increasedfrom 6.5% in 1977/78 to 8% in 1978/79 and then to 9.5% for 1979/80. Since average annual inflationover 1975-77 was 22%, and since it may be somewhathigher over the next three years, the real interest rate probably has been close to zero. No improvementshave been made in input pricing; in fact, as financialprices have been held constant,they have moved further away from economicprices (para 1.06); this policy decision reflects Government'sdesire to transfer income from uranium to the rural sector. More important,input supply continuesto be inadequate,irregular and untimely. A new statutewith regard to credit for cooperativeshas been decreed,which took effect in late 1979 and gave cooperativeslegal status allowing them to borrow funds directly from CNCA. It is likely that several years and some amendmentswill be necessarybefore the new system can be fully operational. A 3- to 4-year program of educationand training is being establishedto make the cooperativesmore autonomousin funds managementand accounting. Credit repaymentremains a problem, as the national average repaymentrate is only around 60-70%. The rate does, however, vary considerablybetween provinces, dependingon the motivationand abilitiesof local technical services and on the attitude of local authorities. For the Maradi Project, the repaymentrate is 90% for medium-termand 80% for short-termcredit.

1.11 Previous Bank Involvement. Since 1969, seven credits have been approved for the agriculturalsector. The first, Cr. 207-NIR for US$0.6 million, signed in 1970, was designed to provide smallholderswith credit for seasonal inputs and implementsand to strengthenthe cooperativemovement. The CompletionReport 1/ concludes that "the project was an unfortunate undertaking"since (a) it concentratedon financialaspects of agricultural credit without providingfor specific structuredactions aimed at improving productiontechnology at the field level; (b) the key agency, UNCC, provided no extensionservices to groundnutfarmers; (c) the project period, 1971-74, coincidedwith severe droughts; and (d) until late 1974, Governmentadopted a punitive producer price policy. Instead of a 100% rate of return as estimated at appraisal,the actual rate of return,not quantifiedin the Completion Report,was barely positive. The second, Cr. 441-NIR for US$2 million, made in 1974, was the Drought Relief Project which financed a variety of small subprojects;these were generallyexecuted satisfactorily.The third, Cr. 608-NIR, for US$10.7million, for the Maradi Rural DevelopmentProject, was approved in December 1975 but did not becone effectiveuntil October 1976. The projecthas satisfactorilycompleted two agriculturalseasons and is engaged in its third and final season (Chap. III B below). The fourth, Cr. 800-NIR for US$4.5 million approved in May 1978, is a Forestry Project which will primarilyfinance 400 ha of pilot irrigatedtree plantations. The fifth, Cr. 851-NIR,for US$15 million, approved in September1978, is the

1/ Niger: AgriculturalCredit Project CompletionReport, April 27, 1977. - 6 -

Namarigoungou Irrigation Project, which will primarily finance a new 1,500 ha perimeter. The sixth, Cr. 885-NIR, for US$12 million, approved in March 1979, is the Livestock Project, located in the center and east of the country; it will finance an innovative approach to providing a package of services to pastoralists in the semi-arid pastoral zone and a series of specific livestock-related actions in the cropping zone. A seventh approved but not yet signed, will be a credit for the US$20 million Dosso Agricultural Development Project, negotiated with Government in September 1979. This project, which does not include an irrigation component, will cover another of the six provinces (para 1.09).

1.12 Sector Lending Strategy. Bank Group investments in the agricul- tural sector should support Government's generally sound strategy, namely regional productivity projects, gradual development of the country's irrigation potential, provision of services to pastoralists, and crop-live- stock integration. It must be recognized, however, that with present technical knowledge and the severity of the constraints on agricultural production, the scope for worthwhile investments in rainfed crop and livestock production is limited and could be exhausted in the next decade. Already, there are many areas that are regularly cultivated but in which no worthwhile investments can be made; the tracing of the demarcation line is not easy, and Government is understandably concerned to be seen to be doing something for everyone. Bank Group investments will, nonetheless, have to trace such a line and, taking due account of the heterogeneity of the countryside, stay within it.

II. THE PROJECT AREA

A. Physical Features

2.01 Location and Climate. The project area (see Map 14531) covers 15,944 km2 and four of the six administrative districts of the Maradi province (38,581 km2). Located in the center south of the country, the project area is limited to the south by the border with Nigeria, whilst in the north, the limit is a line roughly parallel to, and 20 km north, of the national road (RN 1), Guidan-Roumji, Maradi, , , the four capitals of the project administrative districts. The province's climate is sahelian and characterized by a dry season of about eight months. Annual rainfall at the border with Nigeria is about 750 mm and declines to the north, to 600 mm at Maradi, and thereafter by about 100 mm for each 50 km of latitude (see Map 14531). The northern limit of the project area follows roughly the 550 mm isohyet. Interannual variations are high and distribution is very irregular, in particular at the beginning of the rainy season, and extremely high variations from the average are recorded. 2.02 Topographyand Soils. The project area, located on the plateau, is broken by three rivers/valleysflowing east to west, the Goulbi de Maradi, the Goulbi N'Kaba, and the Goulbi of Tarka. Almost all soils are of the tropical ferrugineoustype of medium fertility and with a phosphorus deficiency,but they can be easily improvedby fertilization.The Goulbi of Maradi flood plain, based on deposits of silt and lighter materialsorigina- ting from granite and crystallophyllienneformations of the river basin around Kano in Nigeria, has a very heterogeneoustexture with layers which differ greatly.

2.03 Water Resources. There are no major surfacewater resources available for irrigationin the province,excepting the seasonal Goulbi de Maradi (para 2.04),and outside the flood plain of the Goulbi, there is no renewablegroundwater source permittingsignificant irrigation development. Consequently,agricultural production is primarilyrainfed, with the intensity and type of productionclosely governed by rainfall. Groundwaterresources are adequate for domestic and livestockconsumption throughoutthe province.

2.04 The flood plain of the Goulbi de Maradi is the most prominent natural feature of the province. Its useful section is approximately40 km long and covers about 10,000ha from the village of northwestof Maradi to the village of Kountoumiin the southeast.The Goulbi de Maradi is a seasonal river. Over time, the river has built up an alluvial flood plain and over this plain it spills out from its bed at the time of peak floods, and its water course shifts fron year to year amidst the alluvial deposits,which are held between the sharp plateau slopes (Map 14533),and flows about five months from May to October. It supplies an aquiferwhich can be tapped at depths varying from 1 m to 15 m in the flood plain. This aqui- fer, which connects with the water table of the "continentalintercalaire", can be mobilized for irrigationby pumping and the groundwaterdevelopment program of the projectwill be based on this method.

B. Socio-EconomicFeatures

2.05 Demography. 1/ The total population of the project area is about 600,000 inhabitants(63% of the province'stotal population),distributed over the four districtsof (139,600),Aguie (125,100),Tessaoua (148,500)and Guidan Roumji (141,600). The populationof Maradi city, the third largest city in Niger, is about 46,000. There are seven towns of more than 3,000 inhabitants,accounting for about 13% of the total project area population,but the majority of the populationlives in amall villages of about 300 inhabitants. Populationgrowth varies in the range of 2.4- 2.9% per year in the four project districts. The active populationil estimatedat about 65% of the total. The populationdensity of the whole of Maradi province,about 24 inhabitantsper km2, is the highest in Niger. The northern part of the province,outside the project area, is

1/ From 1977 general census provisionaldata, or from provincialplanning department. -8-

semi-desertie and sparsely populated; the p9 pulation density within the project area is about 38 inhabitants per km . The average farm family is estimated at about 6.7 persons in the Madarounfa district, and 9.3 persons in the northern districts of Aguie, Tessaoua and Guidan-Roumji.

2.06 The People. About 90% of the province population are of the Hausa tribe, which is also the predominant ethnic group of northern Nigeria. Because of trade movements with Nigeria, north and south, the almost uncon- trolled crossing of livestock herds on north-south transhumance, and dif- ficulties in controlling the movement of people and goods across the border, a strong connection has been maintained between Maradi and the towns and districts of northern Nigeria. This relationship is and will continue to be a very important factor in planning for economic development in the province. Most of the remaining 10% of the population is Fulani, the other being Touareg. Fulani are divided into small groups with chiefs in Tessaoua, Madarounfa and Guidan Roumji, and their average family size is about five persons. In addition to animal husbandry activities, they cultivate their own fields; only the youngsters move to pasture with herds. Unlike in other regions, only a few herdsmen move from the project area to Nigeria.

2.07 Land Tenure. The basic pattern of land ownership and usage in the project area is based on Hausa customary law. Traditional leaders are considered to be the custodians of all land in their areas of jurisdiction (village) and are empowered to grant usufruct to heads of families. In addition, they have to arbitrate conflicts between neighbors or heirs; and they dispose of the right to attribute unallocated fields to foreign farmers under some conditions and to expropriate land for community needs. Theoretically, all lands could be repossessed on the death or departure of the usufructaries; but in practice, lands are inheritable through the family and the leaders have no authority over ownership rights on reclaimed and cultivated lands. At family level, the father is the owner of the land but he cannot dispose of a part of it without approval of the family members. Ris role is to distribute the family land between the collective fields (gandu) and individual plots (gamana) for each family member; the transfer of individual plots to outsiders is strictly forbidden. Collective lands are usually devoted to staple food, with the obligation for the male family members to work for five to six days a week and the women for four days. Rights on the individual plots can vary each year, in location and size, as decided by the Chief according to various criteria. On the Goulbi flood plain, these rules do not apply, and land is sometimes distributed by the administrative authorities to persons unrelated with the traditional occupancy.

C. Institutions and Infrastructure

2.08 Local Government. A Governor (Prefet) for each of the seven provinces is appointed by, and is the direct representative of, the President. The Governor chairs the Provincial Technical Committee, which includes as - 9 - members all provincial heads of government departments,district Sub-Gover- nors, and representativesof chiefs. This Committee is responsibble for coordinationbetween government departmentsbut has no budgetary authority,which is retained by the ministries in Niamey. Committeeswith a similarmembership exist at the administrativedistrict level; chaired by the Sub-Governor(Sous Prefet), they are also coordinatingbodies but with some modest budgetary authority arising from power to allocate local tax revenues. Administrativedistricts are divided into cantons governed by a chief, who is elected by the chiefs of the villages concerned and receives a government allowance;the canton is the point of contactbetween modern government and traditionalauthority. A veakness of the system is that provincialheads of government departmentsare subject to directives from both their technicalsuperiors in their ministry and from their political and administrativesuperiors in the Governor'soffice.

2.09 AgriculturalServices. The Agriculture,Rural Engineering, Livestock and Forestry Departmentsof the Ministry of Rural Developmentare well representedin the Maradi Province. The AgriculturalResearch Institute (INRAN)carries out research on rainfed and irrigatedcrops at the Tarna research station locatedwithin the project area. Since 1960 the cooperative developmenthas been carried out by Union Nigerienne de Credit et de Cooperation (UNCC para 1.05) through 27 cooperativeunions (ALC), 109 cooperatives,and 1,175 Mutual Guarantee Groups (GMV) at village level.

2.10 Marketing and Processing. By law, groundnuts and cereals market- ing is the monopoly of state companies,but private traders are tolerated and they even are often used as middlemen. The Office des Produits Vivriers du Niger (OPVN para 1.05), a state agency, buys millet and sorghum from private merchants and cooperativesat official producer prices in conjunc- tion with its management of buffer and security stocks. Its storage capacity in Maradi is 11,000 tons, plus an additional 13,000 tons in the rest of the province. In 1978, OPVN bought 6,600 tons of millet and 15,600 tons of sorghum domesticallyplus an additional 15,000 tons of sorghum in Kano (Nigeria)for redistributionthrough the country. In general, OPVN actions have a mitigating effect on price fluctuations. The Societe Nigerienne d'Arachide (SONARApara 1.05), a mixed venture with 90% Government capital and 10% private participation,markets groundnuts and since 1975/76 cowpeas as well. It buys from cooperativesand the merchants who are its stockholders,and treats and stores the crop until delivery for export or local processing. SONARA owns about 40% of the shelling and oil extraction facility (SICONIGER)in Maradi, and has recently installed a shell compacting plant in Dosso for fuel production. Cowpeas are being exported to Kano (Nigeria),where there is an absorptioncapacity estimated at 60,000 tons. Marketed groundnutvolumes in Maradi province dropped sharply from 15,600 tons in 1974/75 to 800 tons in 1975/76,and have averaged 6,200 tons over the past three years. Cowpeasmarketing is extremely irregular: 20,200 tons in 1976/77, 1,600 tons in 1977/78, and 11,500 tons in 1978/79. Since there is no private market, all cotton production is purchased by UNCC at official prices. In 1977/78 cotton production in Maradi province amounted to only 350 tons of seed cotton or 9% of the national production,which fluctuated between 3,800 and 11,000 tons over the past years. Ginning is carried out by the CompagnieFrancaise pour le Developpementdes Fibres - 10 -

Textiles (CFDT), a French semipublic company, in three ginning mills, one of them being located in Maradi; the total ginning capacity of 20,000 tons (of which 4,000 tons at Maradi) is heavily underutilized. Lint is sold as first priority to the Societe Nouvelle Nigerienne des Textiles (SONITEXTIL), the country's sole cotton mill which has an absorption capacity of 2,000 tons/year. Societe Nigerienne de Commercialisation des Primeurs (SONIPRIM para 1.05) handles all exports of fruits and vegetables from Niger; in 1978, exports amounted to 1,000 tons. SONIPRIM's action remains presently limited in scope because refrigeration capacity is inadequate, but plans have been drawn for its expansion. SONIPRDM has also started a program to manage the production of vegetables through contracts with farmers: the latter receive one half of the harvest proceeds, the other half being retained as a recovery premium for the inputs delivered at no charge. Livestock marketing is managed through a traditional private system in which herdowners sell stock either directly or through professional collection agents to large traders. There are 49 livestock markets through- out the project area, the principal ones being Maradi, , Tessaoua and Aguie.

2.11 Road and Communication. The city of Maradi is the market center for central Niger and for trade between Niger and Nigeria (see Map 14531). Maradi and Kano are linked by a 250 km paved road (the 50 km in Niger having been improved with Bank Group assistance). The road links with Niamey, about 665 km, and with , about 237 km, are paved and in good condition. Maradi is also linked by air with Niamey, with twice - weekly flights, and with some of the other main cities, Zinder, Agades, and . In the project area, Maradi is linked to the four district capitals, Guidan-Roumji, Madarounfa, Aguie, and Tessaoua, by paved roads which are usually well maintained. From the principal west-east axis (RNI), several hundred kilometers of tracks reach most of the main population centers. Only 224 km are surfaced with laterite, and driving on most of this network is best done with four-wheel-drive vehicles. However, quite heavily populated areas may be as far as 50 km or more from a laterite or paved road. This problem is, however, being dealt with under the Feeder Roads Project (Cr. 886-NIR).

2.12 Power, Water, Health Services and Schools. Power is provided to Maradi City by Societe Nigerienne d'Electricite (NIGELEC), a state-owned company, through two diesel generators of 1,000 and 1,250 kw capacity; a third 1,250 kw unit has been ordered. Since the city consumption is estimated at about 1,000 kw and the project future requirement at about 500 kw, a large security margin would exist. Tessaoua has only a small diesel generator, and no electrification is planned in the project area, except for the city of Aguie. As for water supply, Maradi and Tessaoua are equipped with tubewells and pipe supplies at least to public water fountains. The medical infrastructure of the project area is poor; one hospital, 14 doctors (12 expatriates), five maternity hospitals, and 17 rural dispensaries. Only 172 villages, or 16% of the total, benefit from medical help; 136 have both first-aid volunteers and midwives, 27 midwives only, and nine first-aid volunteers only. With the help of the first project, about 287 first aid volunteers and 377 midwives were trained. It is estimated that 8% of the population is literate and that 15,000 children (18% of the youth population) attend primary schools. There are three high schools (CEG) in the project - il - area with about 1,500 students, and it is planned to have one high school per district in 1981. Maradi has the only technical high school in the province. With the participation of the first project (Cr. 608-NIR), an adult literacy program has been operating satisfactorily for three years and the number of centers was raised from 77 in 1976 to 180 in 1979. The number of literates trained by the project increased from 1,133 in 1977 to 3,422 in 1978.

D. Land Use and Farm Income

2.13 Data Base. Available information on land use, farm sizes and crop and livestock production is incomplete, sometimes contradictory, and subject to vide margins of error. One of the functions of the project monitoring and evaluation unit will be to provide more satisfactory basic information, and the project would retain sufficient flexibility to take account of such findings.

2.14 The statistics in Table 2.1 are given primarily as a basis for comparison of cropping patterns and revenues of the project area districts. The derived farm sizes could not be retained for the project since they largely diverge from the 1960 and 1977 agricultural surveys carrîed out by the Planning Ministry, and from the survey conducted by consultants in coordination with the project management in early 1979.

2.15 Farm Structure. Almost all farms in the project area are small traditional farms in the sense that food for home consumption is the first priority in farm decision making and nearly all field work is done manually by family labor. In the northern part of the project area the average farm size is 5.44 ha and in the south 5.33 ha. The Hausa farming type (para 2.04) allows women to work both in the family fields and in their own fields. In the latter, they are responsible for all decisions whilst in the family fields decisions are made by the family chief. Women usually work only four days in the family fields and the remaining three days are devoted to domestic work, fuel wood and water supply, food preparation and work in their own fields. This priority accorded to family fields makes improvement of the individual plots difficult because these fields are generally planted too late and are inadequately maintained. Family holdings are usually fraFmented into a number of plots; this trend is accelerated by the breaking up of the tradi- tional Hausa family (domestic group) into nuclear families, which makes it increasingly difficult to define what constitutes a farming unit. In this new situation vomen keep the right to cultivate their own plots. Distribution of fields causes much loss of time.

2.16 Crop Production. The main crops are millet, sorghum, cowpeas and groundnuts. Other rainfed crops include voandzou (voandzeia subterranea a leguminous crop similar to groundnuts) maize, cassava, sweet potatoes, sesame and cotton. In addition, vegetables, cotton, lady fingers, tobacco and fruits are grown in the Goulbi de Maradi flood plain either through flood recession or bucket irrigation. While the summary production data in Table 2.1 can only provide a basis for comparing cropping trends, they show that millet and sorghum cover about 75% of the planted area, but also that - 12 _

Table 2.1 FOPULATION. LAND USE, OUTPUTS AND OUTPUTS VALUE IN 1977

Unit MADAROUNFA AGUIE TESSAOUA GUIDAN ROUMJI TOTAL

2 Total District Surfac1/ km 3,500 2,sO 5,000 4,7(n ls,onn

Total Population2- '000 139.6 125.1 148.5 141.6 554.8 Estimated rural population3/ .000 125.6 112.6 133.6 127.4 499.2 Family size persons 6.7 10.0 10.0 8.1 8.4 Farm families '000 18.7 11.3 13.4 15.7 59.1 7

Total Planted Area,/ 'OOOha 160.0 107.8 151.4 122.4 541.6 Millet 'OOOha 72.5 47.6 88.6 66i5 275.2 Sorghum 'OOOha 50.0 24.0 20.0 30.4 124.4 Cowpeas 'OOOha 20.0 28.8 32.4 10.0 91.2 Groundnuts - 'OOOha 15.0 6.4 9.1 8.0 38i5 Miscellaneous 'OOOha 2.5 1.0 1.3 7.5 12.3

CroD Outnut9A/ Millet 'O00tons 43.5 32.1 35.2 43.2 154.0 Sorghum '°OOtons 22.5 8.9 6.2 15.2 52.8 Cowpeas 'OOOtons 10.0 5.0 7.7 6.2 28.9 Groundnuts '°OOtons 6.8 3.5 4.2 3.8 18.3 Other 'OOOtons 4.9 1.1 0.8 21.7 28.5

Crop Value5/ miiietiSorghum CFAF Biliion 2.0 1.2 1.2 1.8 6.2 Cowpeas CFAF Billion 0.5 0.2 0.4 0.3 1.4 Groundnuts CFAF Billion 0.3 0.2 0.2 0.2 0.9 Other CFAF Billion 0.3 0.1 0.1 0.1 0.6

Subtotal CFAF Billion 3.1 1.7 1.9 2.4 9.1

Livestock Oubput 6/ Liveweight for slaughter Tons 1t05 901 1069 1020 3995 VetI CFAF Billion 0.5 0.5 0.5 0.5 2

1/ Ministry of Rural Development, February 1979. 2/ Ministry of Planning General Census 1977. Y 90X of the total population. 4/ Ministry of Rural Development, 1977 Report. _/ At farmers 1977/78 official prices millet/serghum CFAF/kg 30; groundnuts 51; cowpeas 48; others 70. 6/ livestock Department Maradi I7 1980 estimate: 63.5 - 13 -

they are often mixed with other crops. Five types of intercropping are practiced in the project area - millet/cowpeas, millet/sorghum, millet/sor- ghum/cowpeas, millet/ sorghum/cowpeas/groundnuts, and millet/groundnuts. Two cultural practices usually observed are the east/west orientation of planting lines, and ridging at weeding time in order to retain rainwater and reduce erosion. Since field preparation is limited to a simple clearing which can be extended over time, the biggest labor constraints are at planting, weeding and harvesting time. Planting is in holes, is widely spaced, spread over various plots, and staggered over the planting season. Plant population in traditional fields is about 4,000 holes/ha, i.e. 40% of the recommended density by INRAN. Depending on rainfall and early plant growth, the farmers then choose which field to weed. By harvest time, some fields vill have been totally abandoned, others will have received only one weeding, yet others will have been carefully maintained right through the season. Millet, the basic food, always receives priority at sowing time, the other crops being sown later. Oxen-drawn cultivation has made slow progress in the project area where, as yet, about 1,600 equipment sets have been sold. In spite of the high cost of equipment and oxen and the short reimbursement period of three years, there is an unsatisfied demand for work oxen, carts and some animal-drawn implements.

2.17 Livestock Production. There are about 216,000 cattle, 919,000 small stock and about 70,000 horses, donkeys and camels in the project area. The cattle are all zebu type, primarily Bororo and Azawak, the latter being promoted by the Livestock Department because it is well suited for fattening, milk production and animal traction. Animal health is under control, as there have been no significant losses from contagious diseases for many years. A vaccination program against cattle plague, pasteurellosis, pleuropneumonia and blackleg is successfully carried out by the ongoing project (Cr. 608-NIR), with about 320,000 vaccinations a year. Although many crop farmers are also livestock owners, the integration of livestock and crop farming is still very limited. A modest link is obtained through agreements between herdsmen and farmers to let animals graze crop residues and fertilize the fields. The use of crop residue for feeding animals kept in the farmers' compounds is developing quickly throughout the project area. The total annual production from cattle and small stock is estimated at about 4,000 ton liveweight. Eggs and poultry production is widespread throughout the area, and almost exclusively handled by women; its importance is not known.

2.18. Farm Income. Reflecting as much as possible the farming pattern of the project area, twn average types of farming have been determined on the basis of the Ministry of Planning and project management findings. The net income from rainfed crops is estimated at CFAF 88,000 (US$400) in the north, for a family of 9.3 persons and CFAF 98,000 (US$445) in the south, for a family of 6.7 persons. These differences reflect land fertility and climatic conditions. Although significant locally, income from the flood plain fields is a minor determinant of farm income at district or province level. Income from cattle for slaughter amounts to a total of CFAF 2 billions (US$9.1 million) for the project area and would increase the - 14 - family revenue by about 22%, but due to the practice of transhumancethis estimate lacks precision. It is also likely that cattle ownership is distributedmore unevenly than land ownership and small stock ovnership for which there is no data available.

2.19 TarRet Groups. The 1980 rural populationof the project area in estimated at 63,500 familles,of which 75% in the northern districts of Aguie, Tessaoua and Guidan RoumJi and 25% in the southern district of Madarounfa. There are many similaritiesin farm size, crops, farming prac- tices, and income between north and south; but the larger family size and lover yields in the northern districts create a high discrepancyin net per capita annual incomes from crop production,decreasing from CFAF 14,600 (US$70) in the south, to CFAF 9,500 (US$45) in the north. To this must be added income from animal husbandry and from non-agriculturalactivities. Together, these activitieswould increase per capita income from crop produc- tion by more than 50% in the Maradi province. Cereal productionof a northern farm would ensure only 170 kg per person/year,23% less than the 220 kg estimated consumptionin the southern district,which, hovever, seems to be an excessivelyhigh estimate. During project implementation,all the rural populationof the project area would have access to extension services,input supply and credit services.

III. TEE FIRST MARADI RURAL DEVELOPHENT PROJECT (Cr. 608-NIR)

A. Objectivesand Design

3.01 The project was designed to implementGovernment's policy aimed at making better use of the potential in both rainfed agricultureand livestock productionand at introducingcontrolled irrigation in the area. The project vas appraised in 1975, became effective on October 6, 1976, and vas opera- tional for the 1977/78 growing season, one year later than expected.

3.02 Project Description. The project comprises: (a) provision of productionpackages--extension, applied research,credit, and input supply-- aimed at the improvementof the productivityof groundnuts,millet and covpeas grown by about 37,500 farm families. By PY3, it was expected that the project would have been extended ta about 25% of the balance of about 210,000ha; (b) strengtheningof cooperativeinstitutions; (c) expansionof educationaland training programs, including the implementationof a Centre de Promotion Rurale (CPR), in each of the 15 ALCs to train young farmers and a functional literacy program among the project area community; (d) improvement,expansion and transformationof the Centre de Formationdes Jeunes Agriculteurs(C.F.J.A.) into a training center for extensionagents with a training capacity of 100 trainees and the provision of training scholarshipsfor project personnel; (e) study of the optimum means of developingthe irrigationpotential of the Goulbi de Maradi; (f) pilot developmentof irrigation in the Goulbi de Maradi through exploitationof the Goulbi's undergroundvater resources; (g) construc- tion of 80 km feeder roads to provide communicationsvithin a fertile, but hitherto isolated,sector of the project area; (h) planting of 500 ha of trées in fuel wood plantations; (i) improvementof livestock services in the project area and preparationof a livestockdevelopment project; (j) provision of credit for the purchase of livestockby pastoralistswho lost their herds during - 15 -

the sahelian drought; and (k) establishmentof a project evaluationunit to establish and record the economic and social impact of the project.

3.03 The project was carried out over a three-yearinvestment period, 1977-79,by a ProJect ManagementUnit (PMU) establishedfor this purpose. During the first year, the project area was limited to the district of Madarounfa;in PY2, it was extended over two additionaldistricts, those of Aguie and Tessaoua. It was estimated at appraisal that project activities would reach 15 "Local CooperativeAssociations" (ALC), 150 primary coopera- tives, 750 villages, and some 37,500 rural families.

3.04 Project Costs. Project costs, net of import duties and other clearly identifiabletaxes, were estimated at appraisal to total CFAF 2,670 million (US$11.9 million),of which the foreign exchange componentwould have been US$5.9 million or 50%. Constructioncosts of the irrigation schemes assumed that the labor needed in these operationswould be provided by the prospectiveusers, who would be prepared to work for half the minimum daily wage for rural areas. Physical and price contingencies amounted to CFAF 570 million (US$2.5 million) or 24% of base costs including taxes. An IDA credit of US$10.7 million was concluded to finance 90% of total project costs excluding import duties and other identifiabletaxes. The credit was to cover the foreign cost estimatedat US$5.9 million, and 81% of local costs excluding import duties and other identifiabletaxes. The remaining 10% of project costs, and the taxes estimated at 10% of total project costs, or a total of US$2.5 million, was to be met by Government. To ensure the efficient and timely execution of the project, assurances were obtained from Government that it would deposit an initial amount of CFAF 125 million into the Project'sBank account, and that it would replenish the account quarterly. Retroactive financingby IDA of up to US$0.3 million was approved to finance expansionof the extensionworkers' training center and to initiate the seed multiplicationprogram for the 1977 cultivationseason.

3.05 Organizationand Management. A Project Management Unit (PMU), headed by a Project Manager, was to be responsiblefor day-to-dayproject implementation. On the organigram,the Unit reports to the Prefet, who in turn is accountable to the Conseil National du Developpement(CND). Annual work programs and budgets are prepared by PMU and approved by the Prefet and the Minister of Rural Development. Coordinationbetween PMU and other Gov- ernmental activitiesin the Departementde Maradi is assured by the Prefet, assisted by a committee comprised of all the heads of Governmentservices in the Departement,including the Project General Manager. Coordinationat the national level is carried out by the Minister of Rural Development.

3.06 As the project is the first phase of a developmentprogram for the Departement,PMU activities initiallycovered only part of the Departe- ment's area. Existing services, agriculturaland social, continued to be extended to other parts of the Departement. Consequently,there arose two distinct services operating in the Departement:the Project Service, under which project activitieshave been extended, and the regular Government services which operate outside the project area. - 16 -

3.07 PMU was conceived as a four section unit, with section heada reporting to the Project Manager: (a) the AdministrativeSection, responsible for project accounting,staff administration,financial arrangementsfor agriculturalcredit and for crop marketing, and project evaluation; (b) the Technical OperationsSection, responsiblefor planning and implementing either directly or indirectlyall physical aspects of the project; the Technical OperationsSection comprises five subsections: Rural Engineering, General Agriculture,Seed Multiplication,Applied Research, Extension Staff Training and BlacksmithTraining; (c) The CooperativeAffaire Section, responsiblefor cooperativedevelopment, staff secondment to cooperatives, delivery of inputs, crop marketing, and audit of cooperativeaccounts; and (d) the CommunityDevelopment Section, responsiblefor all actions involving the motivation of rural communitiesto participate in the project, and training programs for rural people in cooperativeactivities, functional literacy,health and mid-wifery.

3.08 The Project'sheadquarters are at Maradi, with bran$hes in three of the six districts that comprise the Departement. Each branch is staffed by a representativeof the four HeadquartersSections, one of whom is appointedby the ProjectManager as Branch Manager. The branches are supposed to liaise closely with the Arrondissementadministration to achieve at this lover level the same type of cooperationand coordination as provided at the Departementlevel. The branches are responsiblefor assisting and supervisingthe activitiesof those of the Departement's15 ALCs that are located in their Arrondissement. PMU staff representation at the ALC and individualcooperative levels depends upon the degree of development of each ALC.

B. Experienceof the First Two Years

3.09 As the project had to start from scratch, an entirelynew organiza- tion was created, which, at the beginning,faced problems related to staff secondmentand working relationswith the Governmentagencies and represen- tatives at province level. After two difficult years, the Project Management Unit became well establishedand accepted. The project has been well managed, accountinghas been satisfactoryand the financialsituation remains sound.

3.10 After only two years, several targets have been achieved: (a) the CooperativeDevelopment Program was extended over 812 Mutual Guarantee Groups (GMV), grouped into 82 cooperativesand 15 Local CooperativeAsso- ciations (ALC). (b) The training center equipmentwas improved and buildings were extended to house 100 extension agent trainees per year. (c) Each of the 15 ALCs, which were establishedone year ahead of schedule,was equipped with a Rural Promotion Center (CPR) for giving a nine-monthtraining course for selected young farmers and their spouses. For the CPR, results achieved in two years are highly promising from the viewpoint of both agricultureand training;yields in the CPRs have almost doubled in two years, thus permitting a significantincrease of seed multiplicationproduction, research plots were - 1 7 -

successfullycarried out, and about 300 young farmers are currentlybeing trained every year in agriculturewith additional training in literacy, health, nutrition and small farming activities. (d) About 400 demonstration plots were set up by farmers each year and have confirmed the high response to the proposed package of improved cultural methods (+95% for millet and +101% for groundnuts in the first two years). Results were even better in 1979/80 when rain distributionwas very favorable (+122% for millet, +158% for ground- nuts and +219% for cowpeas) and show that an importantpotential exists for increasing rainfed production in years of satisfactoryrainfall, provided that an efficient extension and input supply service is establishedto promote these methods. (e) The road, health, livestock,research and functional literacy componentswere carried out successfullyand have met the appraisal estimates.

3.11 The project also showed some weaknesses: (a) the extension ser- vice's achievementswere modest, falling short of the appraisal targets. At the end of the second project year (1978), 231 extension agents were supervising7,533 farmers (23 farmers per agent) who grew about 4,536 ha groundnuts, 2,322 ha-millet/sorghumand 749 ha cowpeas on a total surface of 7,607 ha equal to 21% of their total acreage. Absorbed by the establishment of the project organizationand infrastructure,the PMU did not pay enough attention to the impact of the extension service, the low efficiencyof the staff at field level, and the understaffingof the extension services at district and ALC levels. In 1979, management has taken several measures to remedy the situation,and a 33% increase of the improved acreage has been attained and the number of farms reached by the extension service exceeds appraisal estimates. This first experience has demonstratedthat, due to the farm structureand division of cultivated land into collective and individual plots with autonomousmanagement (para 2.07), it is almost impossible to obtain introductionof improved cultural practices to more than a fraction of the cultivated land, at least at this early stage. (b) The extension training program (para 3.02 - (d)) was too ambitious and led to the recruitmentof low-level trainees;many of them (30%) had to be dismissed after the first year of employment because of inaptitude or lack of motivation for extension work. (c) The study of a pilot irrigation project was delayed because government gave priority to other irrigationstudies. As a consequencethe study was submitted in July 1979, too late to allow implementationof the planned 500 ha irrigation scheme before the project'send on December 31, 1979. (d) The fuel wood plantationswere reduced by about 50% due to the lack of farmers' interest. Because of the reduced acreage grown with the use of improved cultural practices, short-termcredit amounted to 20% of the appraisal estimatesbut was progressingby 50% from one year to the other. On the other hand, medium-term credit is about 20 times higher than expected. The recovery rate, which was low the first year, has greatly improved in 1979 and amounts to 90% for medium-term,80% for short-term,and 70% for groundnut seed for which the interest rate is 50%. (e) Seed supply and quality - see para 6.02.

3.12 To date, the three-year credit is 87% disbursed; it is expected to be fully disbursed by the end of June 1980, three years and nine months after the effectivenessdate. At the end of the second year, it appeared that two - 18 -

credit categorieshad been greatly underevaluatedat appraisal: (1) irrigation through pumping at a cost of US$1,900/ha,and (2) PMU local staff salaries and PMU operating costs. The latter costs will double due to two sharp salary increasesthroughout the civil service of Niger and the necessity to increase the number of local staff. A reallocationof credit was requested by Govern- ment in August 1979 and approved by the Association;savings on several componentsand the use of unallocatedfunds will ensure the normal completion of the project except for the irrigationcomponent and part of the fuel wood plantations.

3.13 In retrospect,the three-yearFirst Maradi Rural DevelopmentProject must be considered as a successfulpilot project which has laid an effective institutionalfoundation, collected necessary basic data for designing the developmentof the project area, trained field staff, and tested the proposed extension themes. It is not surprisingthat the physical impact is still modest as it normally takes more than three years for a project starting from scratch to achieve a notable impact at the farm level. The encouraging results obtained in the third year, however, make it possible to foresee a continuingmomentum even in the absence of a follow-upproject, and an economic rate of return of about 16% (see para 8.05).

C. Special Action Credit (EEC)

3.14 The three-yearimplementation period of the first project ended in December 1979, and it is expected that the proposed second project will start in mid-1980. To ensure a smooth transitionbetween the two projects, Governmenthas decided to extend the first project by six months, to June 1980. This extensionwill permit the improvementof training for the extension staff and a start to be made on the irrigationwork.

3.15 Financing of this period,which is an extensionof the First Maradi project (Cr. 608 NIR), is assured by both the EEC SpecialAction Credit and the Government. The EEC Special Action Credit of US$2.0 million has been made available to Niger on the same terms and conditions as the Maradi Rural Devel- opment Credit. It partly finances (i) purchase of earth-movingequipment, pumps and vehicles (US$0.94 million); (ii) construction of the irrigation net- work, includingon-farm developmentof a first section of 100 ha and of the electric line (US$0.66million); and (iii) services of internationally- recruited staff for the Project ManagementUnit (US$0.25million), includinga foreman and a chief-mechanicto strengthenthe irrigationsection and a train- ing specialist to design and launch a new extensionstaff training program. An amount of US$0.15 million is unallocated. During the same period (January 1 to June 30, 1980), the Government will finance the project operating costs estimated at about CFAF 500 million (US$2.4million). During the intermediate six-monthperiod, all project activitieswill continue at the 1979 level. - 19 -

IV. THE PROJECT

A. Objectives and Summary Description

4.01 The objectives of the proposed project are in accordance with Government's policies of increasing agricultural production and extending irrigation to improve farm incomes and the general welfare of the rural population. The project will be a follow-up and an extension of the ongoing Maradi Rural Development Project (para 3.02). The main specific objectives are to increase production of cereals, cowpeas and groundnuts and thereby the income of 63,000 farmers in the rainfed area, to increase cotton, vegetables and staple production and thereby income security for 2,600 farmers through the development of an irrigation scheme, and to strengthen and improve the existing project organization. To achieve these objectives, the project will finance the following items:

(a) expansion of improved cultural practices in rainfed farming areas;

(b) training the extension staff in line with the "Training and Visit System" adapted to local conditions;

(c) agricultural credit for the purchase of incremental inputs and farm equipment;

(d) development of 740 ha (net) of irrigation (bringing the total to 1,000 ha or 840 ha net including the 100 ha developed under the Special Action Credit);

(e) construction and equipment of an irrigation center, construc- tion of a new CPR and additional buildings for the extension of 19 CPRs and the training center;

(f) applied agricultural research;

(g) a seed multiplication program;

(h) development of functional literacy and health programs and mainte- nance activities for the wood plantations and livestock programs financed under Cr. 608-NIR;

(i) technical assistance to the PMU; and

(j) a project Monitoring and Evaluation Unit.

The project will also contribute to the financing of technical assistance and equipment for a Central Technical Monitoring and Evaluation Unit to be established at the ministry level in Niamey.

4.02 The project will be implemented over a five-year period from July 1980 to June 1985. - 20 -

B. Detailed Features

4.03 Rainfed Farming. The project interventionwould improve the agriculturalpractices of approximately63,000 smallholders,who would adopt the use of improved and treated seed on about 87,000 ha; of these, 26,000 smallholderswould adopt the use of higher density plant populations and fertilizerson about 45,000 ha. Nearly 10% of the latter will be equipped with animal-drawnequipment. Details of inputs and estimatedyields are given at Annex 2, Table 1, and the main project inputs are summarizedat Table 4.1. The existing extension staff will continue to be trained using the "Training and Visit System" adapted to local conditionsin the sense that it is difficult to clearly separate the extensionwork from input supply. The extension structurewill be reorganizedby the strengtheningof supervisionstaff and the introductionof more efficientworking schedules to allow close supervision of the extensionwork at all levels. With the extension of the activities over a fourth district of the Maradi province, the project area vould cover most of the province'sarea south of the 550 mm isohyet (Map Slo.14531). Two types of farming will be consideredaccording to differencesin rainfall and soil conditions. The establishmentof an efficient extension and training service and of an adequate and timely input supply system will be critical to the success of the project.

4.04 Training. For that purpose the project will benefit from the "Centre de Formation des Jeunes Agriculteurs" (CFJA) and its 120 ha farm which has been reorganized and improved under Cr. 608-NIR. About 300 extension staff members will receive an annual three-week retraining course during the dry season and several short refresher courses (2 days) during the growing period. The center will also carry out training sessions organized by the cooperative training division, the seed multiplicationservice, the evaluationunit, and other training sessions within the project. In spite of the low consump- tion of pesticidesin the project area, extension staff will be trained in safe and effective pest control methods. All training activitieswill be managed by the Training Division. Courses will be given by senior agricultural staff from the project, the Department of Agriculture at Maradi, the research station of Tarna, the research organizationsINRAN-IRAT-IRHO, and by the Kolo AgriculturalTraining Institute.During the growing season about 50 boarders will be trained annually for extensionwork to meet: (1) irrigationstaff requirements;(2) necessary replacementof extension agents; and (3) the need for skilled extensionagents in the northern districts of the Maradi province not included in the project area. The admission of new extension agent trainees to the CFJA will be contingentupon full literacy or an ele- mentary school education. The admission age will be maintained at 22/25 years in order to recruitmore stable traineeswith greater experiencein agriculture. The CFJA will also continue to train 30 blacksmithsper year in its special section (created in 1978). The "Centre de Promotion Rurale" (CPR) program will be completedwith the constructionof an additionalcenter in the Guidan-Roumjidistrict. At Madarounfa the CPR cropping area will be extended to include an irrigatedplot. Each of the 20 CPRs is establishedon a 30 ha farm where 20 young farmers are trainedwith their wives over a nine-monthperiod. They receive practical training in the fields and attend evening classes on farming practices,functional literacy,health, nutri- tion, and small-farmanimal raising. At the end of the trainingperiod, - 21 -

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the trainees are entitled to apply for a medium-term credit to buy a set of animal-drawn machinery. They will be integrated into the extension system as demonstration and "contact" farmers and receive special attention from the extension staff. All technical and theoretical training programs and all operating rules will be established by the Training Division.

4.05 Input Supply and Credit. At Government's request a study is presently being carried out by French aid to prepare a new and efficient system of input supply at the national level. To ensure adequate financing for the project a Farm Supplies Fund (FSF) will be created. The project will supply inputs and farm equipment through the FSF, administered by CNCA on behalf of the project. The estimated input requirements over the project life are: 8,300 tons of triple superphosphate; 4,500 tons of urea; 1.2 million fungicide packets; 118,000 liters of insecticides; and farm equipment, includ- ing about 1,500 sprayers and 2,500 animal-drawn sets and oxen. The Project Management Unit's (PMU) Cooperative Support Division will secure inputs with funds from the FSF. Inputs and equipment will be distributed on credit in kind to farmers through their respective Mutual Guarantee Groups (GMV). The UNCC will, on behalf of CNCA, organize the accounting of the credits granted to the farmers by the GMV and credit repayments. CNCA will assume credit risks to GMV with Government guaranty. Credit terms and conditions will be consistent with those laid down by the Monetary Union of West Africa. The rate of short-term agricultural credit for seasonal inputs is currently 9.5 percent. Loans for farm equipment will be repayable over four years, also at 9.5 percent a year. Since annual inflation for the last three years was not less than 15 percent, and it is expected to remain at this level in the near future, there is consequently an indirect subsidy element in the Government's rate policy for agricultural credit.

4.06 Irrigation Development. The project will develop the irrigation component prepared under Cr. 608-NIR and begun under the Special Action Credit (para 3.14/3.16). An irrigated area will be developed over 740 ha (net) through: drilling 54 wells (in addition to the 21 wells to be completed under that credit); equipping tubewells with electric pumps; reinforcing the existing electric line, and extending it to cover the whole project area; constructing irrigation and drainage schemes and "on-farm" works; constructing access roads to the tubewells as well as tracks for access to farms; construct- ing a flood protection dike; and constructing offices, houses, workshop and warehouses. The schedule of operations is shown on Chart 20663. Drilling of tubewells will be completed in two steps, 20 wells in PY 1 and 34 wells over PY 2 and 3. Storage basins and pumps will be progressively installed, 16 per year in PY l and 2 and 17 per year in PY 3 and 4 and'the electric line will be extended accordingly. The implementation of irrigated plots with irrigation canals, drainage system and levelling will take place over four years: 180 ha per year in PY 1 and PY 2, 190 ha per year in PY 3 and PY 4. Because of the inexperience of local farmers, irrigation will be practiced during daytime only but pumping will be done 20 hours a day and water will be stored in a nearby basin. From each basin an irrigation canal (25 lls) 600 m long - 23 - will supply an irrigatedblock of about 13.6 ha gross and 11.2 ha net. A layout of a typical irrigationblock is in the Annexes, Chart no. 20664. The irrigationcanal will be lined and, every 45 m, unlined irrigationditches vill distributewater to the fields to limit the length of the furrows to about 40 m. An irrigationditch will control a 120 m long by 40 m vide plot which would be grown under the same crop. The land vill be carefullylevelled using the "piano keys" method. A drainage system will be implementedparallel to the irrigation system. To ensure all-weatheraccess to the irrigated scheme, the existing roads, Maradi-CFJAand -RN6,will be rehabili- tated on about 12.6 km. About 74 km of tracks connecting the tubevells and the roads vill be constructed. Both the access road and tracks vill be maintained by the project. The downstreamhalf of the project area vill be protected from floods by a 3.2 km dike and groynes in gabions and rockfill ripraps on about 1 km. (See Map 14533). The necessarybuildings, including a house, offices and storage facilities,will be built at Djiratava to house the management of the irrigationscheme. Except for the drillings,all works will be done on force account. Test drillingshave been made in the project area, and informationabout the water supply and drilling cost derived therefrom is satisfactory. As a trial for a possible further extensionof the irrigated scheme, one well could be equipped with a sprinklersystem.

4.07 Irrigatedcultivation vill start in PY 1 over 100 ha developed under the Special Action Credit. The area would be progressivelyextended over a total of about 840 ha or about 2,600 farmers. To match the technical requirementsof water distribution,individual plots will have a gross area of 0.38 ha (190 m by 20m) or 0.32 ha net. Each plot will be divided by the irrigationditches into four parts by lines of citrus fruit trees to ensure easy control of rotation and observanceof boundaries. Each 45 m vide strip will be planted under the same crop by all farmers (see layout of a typical irrigationblock, Chart 20664). Thorny bushes (Euphorbiabalsamifera) will be planted to protect crops from wandering animals.

4.08 Construction. Since most of the building infrastructurevas constructedunder the first project, buildings vill be limited to one additional CPR in the Guidan-Roumjidistrict, a shed (90 m2) and a hen roost at the CFJA and to the irrigationcenter at Djiratava (para 4.06), which would include offices (100 m2), a shed (90 m2) and a house (60 m2 ). To improve the existing CPR infrastructure,13 blocks of latrine/showers, 20 cattle sheds and four wells will be built.

4.09 Applied Research. The project's rainfed farming activitiesare based on a few simple agriculturaltechniques which have been proven success- ful under the first project (see chapter VI). Nevertheless,there is still a need for more research to identify further improvements.The applied research sector will continue to carry out its activitieson rainfed farming systems, fertilization,seed varieties and plant protection. In addition a new program for irrigatedcrops vill be conductedat the Tarna (INRAN) research station located within the project area. It vill cover a selectionof varie- ties adapted to irrigation,fertilization, plant protection,water require- ments and irrigationtiming. The research section of the project will keep close contact with the Tarna station and maintain research plots at the CPRs - 24 -

and in farmers' fields according to programs designed in cooperation with the research station. Moreover, the Tarna station will second to the project specialized staff to control the seed multiplication program (para 4.10) and assess the seed quality of groundnuts, millet, sorghum and cowpeas. The station would also carry out various tests on soil, leaves or chemicals. The study of two types of farms, one located on the plateau sandy soils and the other in the Goulbi flood plain, will be carried out by the Tarna station to determine the efficiency of improved farming techniques, the time devoted to each cultural practice, and the economic impact of improved cultural methods. The project will finance allowances and travel expenses for research specialists and cost of small equipment, analysis and inputs.

4.10 Seed Multiplication. The project will also finance the costs of the seed multiplication section (Annex 2, Table 2, page 2). Production will be controlled by the Tarna research station, which would extend its activities to cope with the project's increasing demand for improved seeds. During the growing season, specialists of the Tarna station will control the seed quality in the fields in coordination with the project multiplication section and will issue a quality label after harvesting. The seed multiplication produc- tion vill be based on the needs of the extension development program (Annex 2, Table 5). The section will provide over the project's life about 2,120 tons of improved groundnut seed, 1,340 tons of millet and sorghum, and 160 tons of cowpeas. Multiplication programs will be carried out at CPRs, the CFJA, and at selected multiplication centers in the project area, some of vhich are already in operation. The seed multiplication program will cover between 913 ha to 2,418 ha annually for groundnuts and between 636 ha to 936 ha for millet and sorghum according to the project needs. Cowpea seeds vill be produced on 107 to 512 ha.

4.11 Functional Literacy Program. The functional literacy program, which reaches some of the CFJA trainees and all village level cooperative staff, vill be extended from 247 to 375 centers over the project life. The project will finance teachers' compensation costs in the new district of Guidan-Roumji, the cost of the teachers' refresher courses, the equipment of the new centers, and class stationery for all centers.

4.12 Health. The health component, which started on a modest but realistic scale--reaching 16% of the project area villages--will be further developed through (a) financing of refresher courses, every two years, for first-aid volunteers and midwives posted in the villages; (b) annual training of 80 first-aid volunteers and 80 midwives; and (c) financing of the supervi- sion costs of the staff at village level.

4.13 Fuel Wood Plantations and Livestock. In the light of past exper- ience, promotion of tree plantations will be limited to the maintenance of the existing village fuel wood plantations over about 120 ha, the creation of five plantations at the new CPRs in the district of Guidan-Roumji, and the production and distribution of trees to be planted around houses in the villages. Since livestock development in the area will be carried out by a separate Bank-financed project (Cr. 885-NIR), the project will limit its activities to the promotion of milk production through financing the purchase of 250 cows on credit over five years. - 25 -

4.14 Technical Assistance. Due to the shortage of trained and experi- enced staff with the ability to initiate and implement a development program including irrigation works, the project will finance additional technical assistance. A monitoring and evaluation specialist, a training specialist, an accountant, a works and equipment section chief, and a chief mechanic will be recruited to start the initial work and train local staff. In addition the expatriate staff assisting the first Maradi Project will continue to be employed: the staff are shown in Table 5.1 (para 507).

4.15 Monitoring and Evaluation Unit. The project will finance this Unit. An expatriate will be appointed to manage it until a Nigerien is trained abroad to take over and would then assist him until the project end. The staff will be strengthened, trained and reorganized to meet project needs.

4.16 Central Technical Monitoring and Evaluation Unit. At the request of the Ministry of Rural Development the project will participate in financing the implementation of a Central Technical Monitoring and Evaluation Unit at the ministry level. The Government considers it essential to implement such a Unit in order to monitor, evaluate and coordinate all project activities throughout the country. It will gather data from the project evaluation units and make parallel surveys and checking through its enumerator staff. The administrative and financial coordinator for Bank-financed agricultural projects who was appointed under Cr. 851-NIR has proven useful and his operating costs will be integrated into the Central Unit. The Association will participate in financing one technical assistant and the equipment for the Unit; Government will finance local staff and operating costs; and the French Fonds d'Aide et de Cooperation (FAC) will provide one junior and one senior evaluation specialist. Terms of reference will be discussed with Government and other financiers before implementation.

4.17 Implementation Schedule. Rainfed activities would be a follow up and an extension of the ongoing project and no critical steps are foreseen. Critical steps for the irrigation component, contracts for drilling, construc- tion of the power line and purchase of pumps, will be taken under the Special Action Credit. The implementation of the irrigation scheme by force account will require particular attention during supervision, since this is a new activity for project management.

C. Cost Estimates

4.18 Total project costs for the five-year implementation period mid- 1980-1985 are estimated at CFAF 9.96 billion (US$47.5 million) with a foreign exchange component of 44% (Table 4.2). Project costs exclude duties and identifiable taxes, which Government has agreed to waive. Base cost estimates reflect mid-1980 prices since the expected date of project effectiveness is July 1980. 1980 prices result in a 11% upward revision of 1979 prices. Physical contingencies include 14% for the irrigation component, 5% for vehicles and 10% for all other expenditures, but no provision for staff since specifications and quantities are clearly established. Expected price increases amount to 23% of project base costs and are compounded at the following annual rate: 8% for civil works; 9% for the irrigation component; - 26-

Table 4.2 SUMMARY OF TOTAL, LOCAL AND FOREIGN PROJECT COSTS (US$1 CFAF 210)

Share of Foreign Local Foreign Total Local Foreign Total total coat exchange Project Expenditures -- CFAF million -- -- US$ million -- X 2

1-A/ InvestmentExpenditures 574 1.782 2.356 2.7 8.5 11.2 24% 76%

1. Initial expenses 40 60 100 0.2 0.3 0.5 lX 60% 2. Civil vork./Construction 40 60 100 0.2 0.3 0.5 1X 60% 3. Irrigationworks 321 818 1,139 1.5 3.9 5.4 12% 72% 4. Vehicles and equ±pment 30 600 630 0.14 2.86 3.0 7% 95% 5. Wood Plantations 5 - 5 0.02 - 0.02 - - 6. Animals of the project 25 - 25 0.1 - 0.1 - - 7. Working Capital 50 50 100 0.24 0.24 0.48 12 502 8. Physical contingencies 64 194 258 0.3 0.9 1.2 2% 75%

1-B/ AgriculturalCredit Program 868 389 1,257 4.1 1.9 6.0 13% 312

1. Short term inputs 505 281 786 2 3 1.4 3.7 8% 36i 2. Medium term samll equipment 284 73 357 1.4 0.4 1.8 4% 21% and animals 3. Physical contingencies 79 35 114 0.4 0.1 0.5 12 31%

1-C/ Operating Costs 3,036 1.175 4,211 14.5 5.6 20.1 442 28% 1. Local staff 1,843 - 1,843 8.8 - 8.8 19% - 2. Expatriate staff 151 606 757 0.7 2.9 3.6 8% 80% 3. Consumable supplies 40 160 200 0.2 0.8 1.0 2% 80% 4. Maintenance and repairs 241 80 321 1.2 0.4 1.6 4% 25% 5. Training expenses 237 26 263 1.1 0.1 1.2 2% 10% 6. Audit and surveys 44 251 295 0.2 1.2 1.4 3% 85% 7. Other operating coste 385 - 385 1.8 - 1.8 4% - 8. Physical contingencies 95 52 147 0.5 0.2 0.7 2% 35%

subtotal (A + B + C) 4,478 3.346 7,824 21.3 16.0 37.3 81% 43%

1-D/ Central EvaluationUnit in Niamey - 252 252 - 1.2 1.2 - 90%

Provision for price increase 1,136 746 1,882 5.4 3.6 9.0 19% 40%

9OTALPRO.9CT58614COST 26.7 4 a6620.8 ÀL.4 100% 44% TOTAL IR.OJECT COST 1 9__ 95_2_72_8 47_ - 27 -

8% for vehicles and equipment; 10% for expatriate staff; 15% for local staff and local expenses in line with inflation rates in recent years; 7% for all other expenditures. Project costs are summarized at Annex 2, Tables 8 and 9. Since the total number of project beneficiaries, for both rainfed and irrigated production, is estimated at 63,000 farm families, the cost of the project per family will amount to about US$735. The investment of the irrigation component financed under the project (740 ha) is estimated at US$8 million (without price increase). A part of the investment (equipment and on-farm works) has been absorbed, however, under the Special Action Credit; including these costs, investment per ha without price increases amounts to US$12,000 and cost per family to US$3,900. For the rainfed component the cost of project services including incremental inputs is estimated, without price increases, at US$30.3 million or US$480 per farm family. The total cost of the irriga- tion component is estimated at US$10.2 million, and the total cost of the rainfed component at US$36.1 million.

D. Proposed Financing

4.19 It is proposed that an IDA credit of US$16.7 million be made to Government on standard terms to finance 35% of total project costs. The International Fund for Agricultural Development (IFAD) and the French Caisse Centrale de Cooperation Economique (CCCE) will contribute US$12 million and US$7 million respectively. The terms of IFAD and CCCE loans are to be agreed between these organizations and the Government. Fulfillment of conditions preceding initial disbursement of IFAD and CCCE loans will be a condition of effectiveness of the IDA Credit. Total external financing will be US$35.7 million or 75% of total costs covering 100% of foreign exchange costs (US$20.8 million) and 56% of local costs (US$14.90 million).

Niger will contribijte 25% of total costs or US$11.8 million, of which Government would contribute US$10.3 million to finance:

(i) 11% of the investment expenditures including 100% of initial expenses, wood plantations, animals and working capital (US$1.25 million);

(ii) part of the credit for incremental inputs and farm equipment (US$1.90 million) and all subsidies for incremental inputs and farm equipment (US$1.85 million);

(iii) 100% of Government-paid civil servants employed by the project (US$2.6 million) and 23% of local staff hired by the project (US$1.4 million); and

(iv) 14% of the price contingencies (US$1.3 million).

The CCCE will finance (a) 26% of the investment expenditures i.e. irrigation works for US$1.9 million (including US$0.8 million for technical assistance) and vehicles and equipment for US$1.05 million, (b) 14% of the operating - 28 - costs (US$2.75 million), including US$1.8 million for expatriate staff, and (c) 14% of the provision for price increase (US$1.3 million). The cost to be borne by the CCCE contribution includes the total cost of the Evaluation Unit in Maradi (US$0.8 million). IFAD will finance the balance of US$28.7 million of the total project cost pari passu with IDA on a 3-4 ratio. Farmers, as beneficiaries of the project, will contribute US$1.5 million through (a) cash payment of agricultural equipment (US$0.05 million), and (b) water charges to be paid for irrigated production (US$1.45 million). Table 4.3 presents the uses and sources of funds for the project including the Central Technical Monitoring and Evaluation Unit. The financing plan is detailed at Annex 2, Table 10, and sunmmarizedbelow:

TOTAL IDA IFAD CCCE Government Farmers

-_------…US$ million------

Civil vorks/(buildings) 0.5 0.3 0.2 - _ Irrigation works (T.A. incl.) 5.4 2.2 1.6 1.6 - Vehicles and equipment 3.0 1.2 0.8 1.0 - Other investments 2.3 0.4 0.3 0.35 1.25 - Incremental agricultural credit program 6.0 1.3 0.9 - 3.75 0.05 PMU expatriate staff 3.6 1.1 0.7 1.8 - - Local staff 8.8 2.5 1.9 0.4 4.0 - Other operating costs 7.7 3.4 2.4 0.55 - 1.35 Central Evaluation Unit 1.2 0.7 0.5 - - - Price contingencies 9.0 3.6 2.7 1.3 1.3 0.1

Total 47.5 16.7 12 7 10.3 1.5

Percentage 100% 35% 25% 15% 22% 3Z - 29 -

Table 4.3 USES AND SOURCES OF FUNDS/TABLEAUDES RESSOURCES ET DES EMPLOIS (PY1 to PY5/Annees 1 a 5)

US$ CFAF Uses of Funds million million 1/ Z Emplois

A. Investment expenditures 11.2 2,356 23% A. Depenses d'investisse- ments

B. AgriculturalCredit B. Programmede credit Program 6.0 1,257 13% agricole

C. OperatingCosts 20.1 4,211 43% C. Chargesd'exploitation

Total (1980 prices) 37.3 7.824 (79%) Total (prix 1980)

D. Central EvaluationUnit 1.2 252 2% D. Unite Centrale d'evalua- tion

Expected price increases 9.0 1,882 19% Hausse des prix

TOTAL PROJECT COSTS 47.5 9.958 100% COUT TOTAL

US$ CFAF Sources of Funds million million 1/ Z Ressources

1. IDA 16.7 3,504 35% 1. AID

2. CCCE 7 1,470 15% 2. CCCE

3. IFAD 12 2,520 25% 3. FIDA

Total external financing 35.7 7,494 (75%) Total Financementexterne

4. Government 2/ 10.3 2,154 22% 4. Gouvernement2/

5. Farmers 1.5 310 3% 5. Paysans

Total Local Financing 11.8 2,464 (25%) Total financementlocal

TOTAL FINANCING 47.5 9,958 100% TOTAL RESSOURCES

1/ US$1 = 210 CFAF 2/ Includingsubsidies for the AgriculturalCredit Program of the project (CFAF million 385)/Subventionspour le programmede credit agricole du projet inclus (385 millions de FCFA). - 30 -

4.20 To ensure the efficient and timely implementation of the project, Government will establish two separate revolving funds to prefinance project activities as follows: (i) a Farm Supplies Fund with CNCA for prefinancing procurement of inputs, with an opening line of credit of CFAF 200 million; and (ii) a Special Project Account with the National Development Bank (BDRN), for prefinancing all project operating costs with a line of credit of CFAF 150 million. Establishment of these revolving funds with the lines of credit will be a condition of effectiveness of the IDA credit. Assurances were obtained at negotiations that:

(a) the Farm Supplies Fund will be augmented by Government with an additional line of credit of CFAF 220 million before September 30, 1981; subsidies on inputs for PY 1 and PY 2 are included in these amounts;

(b) subsidies on inputs to be distributed for the agricultural season of PY 3, 4 and 5 would be paid by Government into the same Farm Supplies Fund before September 30 of each year starting with 1982;

(c) all receipts from farmers' cash purchases, down payments on items acquired on medium-term credit and all receipts from short and medium-term loan repayments would be kept in the Farm Supplies Fund, beginning on September 30, 1980;

(d) any shortfall in seasonal and medium-term loan repayments and price increases on non-incremental inputs would be paid by Government into the Farm Supplies Fund by September 30 of each year, beginning in 1980; and

(e) the Special Project Account (ii) would be replenished as needed each quarter by an amount sufficient to cover the needs of the project for the following three month period on the basis of cash forecasts made by project management.

E. Procurement and Disbursement

4.21 Procurement of equipment, farm implements, inputs and tubewell drillings amounting to about US$14.3 million will be through international competitive bidding in accordance with IDA guidelines in the case of contracts over US$100,000, and through competitive bidding in accordance with local procedures acceptable to IDA, for contracts less than US$100,000 (amounting to about US$1 million). For contracts of less than US$30,000, competitive shopping will be employed (approximately US$0.7 million). Wells would be drilled and pumps acquired under existing contracts let under the Special Action Credit and through international competitive bidding procedures (approx- imately US$2.4 million). The electric power line would be constructed by the national utility company (NIGELEC) under a negotiated contract satisfactory to the Association (US$0.7 million). For civil works (US$0.5 million for buildings) contracts will be through local competitive bidding. The services - 31 - of internationally-recruitedstaff including the technicalassistance for the irrigationcomponent (estimatedcosts, US$8.1 million) vill be obtained followingprocedures acceptable to IDA. Part of the irrigationvorks (about US$3.4 million) will be done by force account. Force account will be used for irrigationdevelopment since (1) the EEC Special Action Credit has provided adequate equipment and staff to extend the works; (2) there are no skilled local contractorsfor this type of work; (3) works are impossibleto plan since they depend on vell output and therefore the irrigatedarea per vell is unknown.

4.22 Input orders to be procured through the project account vill include both incrementaland non-incrementalquantities and vill be subject to the procurementprocedures specified at para 4.21.

4.23 Disbursementsof the IDA credit will be against import documenta- tion and certifiedrecords of expenditures. For disbursementsmade against certified records of expendituresestimated at about US$3.0 million(category 7), documentationvill not be submitted for review by IDA, but for review by the financial coordinatorfor the IDA-financedagricultural projects based in Niamey (see para 4.24). Once certifiedby the coordinator,a full copy of this documentationwill be retained at his office for scrutiny by IDA missions. A schedule of disbursementsis at Annex 2, Tables 11 and 12. The,proceedsof the IDA credit will be disbursed against the followingitems:

Category 1 - Civil works/buildings,58% of total expenditures (US$0.3million)

Category 2 - Irrigationworks, 54% of total expenditures (US$1.9million)

Category 3 - Vehicles and equipment, 45% of total expenditures (US$1.6million)

Category 4 - Incrementalagricultural credit program, 25% of expenditures(US$1.5 million)

Category 5 - Expatriate staff and technicalassistance of the irrigation component, 30% of total expenditures (US$1.9million)

Category 6 - Audit and Surveys, 39% of total expenditures (US$0.6 million)

Category 7 - PMU local staff and other operatingcosts, 40% of total expenditures(US$6.2 million)

Category 8 - Central TechnicalMonitoring and Evaluation Unit in Niamey, 58% of total expenditures(US$0.7 million)

Category 9 - Unallocated (US$2.0 million). - 32 -

F. Accounts and Audit

4.24 The accounts of the project's firet phase are satisfactorilykept and audited and the project's Administrative,Commercial and FinancialDepart- ment vill continue to be responsiblefor keeping project records in accor- dance with sound accountingpractices. Audited balance sheets reflectingthe project's operationaland financialposition vill be submitted to IDA annually. During negotiationsGovernment gave assurances that: (a) project accounts vould continue to be audited by independentauditors acceptable to IDA; (b) the audit report would be submitted to IDA within four months of the end of the project financialyear; and (c) the report of the auditor would be of such scope and in such detail as IDA may reasonably request, includinga statement as to whether or not IDA funds had been used for their intended purpose. The financial coordinatorfor the IDA-financedagricultural projects, whose salary 18 paid under credit 851-NIR, vill provide technicalassistance to the project in accounting and financialmanagement, coordinatedisbursement applications and monitor financial reportingand auditing.

V. ORGANIZATIONAND MANAGEMENT

A. Prolect Management

5.01 The ProjectManagement Unit (PMU), already in place, has proven its ability. It will be maintained with some changes, to increase its efficiency, and its responsibilitieswill be extended over the district of Guidan-Roumji. Under the Minister of Rural Development,the Project General Manager will be responsible for planning,managing and supervisingall project activities. Re vould prepare and forward by May 31 of each year his annual work program and budget to Government and IDA for approval. The Project General Manager vill be a member of the Comite TechniqueDepartemental (COTEDEP). Coordina- tion between PMU and other governmentalactivities in Maradi province would be assured by the Governor.

5.02 Activities directly carried out by the PMU vill be organized into two departments,the structureof which is described in Chart 20666. The only exception is the Monitoring and Evaluation Unit, which will be directly attached to the General Manager's Office. Project annual and quarterly progress reports would be regularly forwarded to the Association,and assur- ances were obtained at negotiationsthat within six months of the project closing date, PMU would prepare a project completionreport.

5.03 As the project area will cover only four of the six administra- tive districts of Maradi province, the existing agriculturaland social services vill continue to be extended to other parts of the province. Consequently,there vill be two distinct services operating in the province, i.e. the Project Services under which project activitieswill be extended (para 4.01), and the regular government services which will operate outside the project area. To avoid duplicationin the project area, the project will - 33 -

carry out all extension and training activitiesrelated to productionand for applied research and seed multiplication,vill coordinateand cooperatevith the existing governmentorganizations. The Irrigationand Civil Works Division vill become a branch of the Office National des AmenagementsHydro-Agricoles (ONARA). Assurances vere obtained at negotiations that the General Manager of the Maradi Projectwould be the ONARArepresentative for Maradi province. The cooperative division vould pursue its activities and provide additionaltrain- ing to the existing organizationln cooperationwith UNCC. Other subproject activities,i.e. health, functionalliteracy, forestry and livestock,will be carried out by the respectivegovernment services operatingat the province level, and the use of funds vill be monitored by the Project General Manager.

5.04 The project'headquartersvill be located at Maradi and will have a representativein each of the four administrativedistricts (sous-prefectures) of the project area. At present, the project'sdistrict representatives coordinateall project activitiesat the sous-prefecturelevel and liaisevith administrativeofficials; therefore,they have little time left for effective field work. Assurancesvere obtained at negotiationsthat in the future, they will be assistedby an extension assistantwhose activitieswould be strictly limited to assisting and supervisingthe sector chiefs. Each district extension assistantwill supervisean average of eight sector chiefs. For each ALC, the sector chiefs will be grouped at the CPR level and will have responsibility over an average of eight extension agents. The project would also establish an irrigation subcenter at Djiratawa to assist and supervise all activities in the irrigation scheme. The center will be managed by an irrigation unit chief and vill have the same extension structure as rainfed crop production.

5.05 The project cooperative division will also have a representative in each administrativedistrict responsiblefor all cooperative activities. Cooperativesare, in effect, assembliesof Mutual GuaranteeGroups (GMV), and there vill be one or more of these groups in each village involved in the project. The cooperatives will be assistedby cooperativeadvisors at the ALC level. The present cooperative structure lnvolving UNCCwill be maintained at the beginning of the project but is likely to change with the implementationof the recently approved new statutes (para 1.05). These statutesprovide that the administrationof the cooperativesvill be taken over by the farmers.

5.06 As the CNCA is only representedat the provinciallevel, credit administrationand recoverywill continue to be undertakenon its behalf by the project cooperativedivision personnelat the sous-prefectureand cooperativelevel.

B. StaffinR

5.07 Under Cr. 608-NIR, the existingkey staff for the project included the General Manager, the Technical Adviser to the General Manager, the Director of Administrative,Commercial and FinancialDepartment, the Director of the Technical Department, the Agriculture Division Chief, the Cooperative Support Division Chief, and the Irrigationand Civil Works Division Chief. - 34 -

Of these seven senior positions, four are occupied by Nigerien staff, i.e. the General Manager, the Director of the Technical Department, the Chief of the Agricultural Division and the Chief of the Cooperative Support Division, and three by expatriates, the Technical Adviser to the General Manager, the Director of the Administrative, Commercial and Financial Department (ACF), and the Chief of the Irrigation and Civil Works Division. Under the proposed project, the following three positions would be created: Chief of the Moni- toring and Evaluation Unit, Chief of the Training Division, and Chief of the Works and Equipment Section. Because Niger is generally short of trained and experienced staff, these three positions will be filled by expatriates. To cope with the extension of the project and the need for strengthening some divisions, two further expatriates will fill the positions of Assistant Director of the ACF and chief mechanic, since no adequate local staff could be found during the first phase of the project. Three of the expatriate advisers employed under Cr. 608-NIR will be retained in the same positions: the adviser to the Agriculture Division Chief, the adviser to the Chief of the Cooperative Support Division, and the blacksmith trainer. The last two expatriates are provided at no charge to the project by the "Appui Cooperatif aux Projets d'Aide Alimentaire en Zone Sahelienne" (ACOPAM) for the cooperatives, and by the French organization "Volontaires du Progres" for the blacksmith. The remaining nine expatriates totalling 45 man-years (Table 5.1) will be provided at an average unit cost of US$107,000, based on recent experience in Niger. Recruitment of expatriates will be the project management's responsibility through direct contacts with foreign firms or through the Association's APMU. (Table 5.1).

5.08 Consultants will be recruited to: (a) assist the Irrigation and Civil Works Division in implementing the irrigated scheme: they would supervise the implementation of the drilling program and test the wells, carry out permeability and compaction tests, prepare topographical surveys, and check the pumps at the factory and in the fields; (b) carry out a ground- water study; (c) assist the Chief of the Applied Research Section in setting up applied research programs and implementing trials, including type of farming, pest control, variety and fertilizer use; and (d) prepare a possible follow-up project. The consultants for irrigation development will be provided by SCET International (France), which carried out the irrigation feasibility studies. Consultants for research will come from the INRAN station at Tarna. There will be a total of 54 man-months of consultant services (Table 5.1) with an average base cost of US$10,300 per man-month, of which US$7,700 for fees, US$1,550 for allowances and US$1,050 for international travel. The consultants for the groundwater and follow-up project studies would be inter- nationally recruited.

5.09 With regard to supply of middle-level staff, few difficulties are foreseen since most of the staff needed are employed under the ongoing project. It is expected that the secondment of officers from the Ministry of Rural Development, to the project, will be facilitated by new regulations issued in 1979, which provide for a new type of secondment (mise a disposition), more acceptable to the staff than present conditions--ensuring the staff of regular promotion and benefits during their appointment to autonomous organizations. Salaries of all civil servants will be paid directly by the State to ensure post project continuity, with the exception of allowances for local travel. - 35 -

The Project Manager and the Director of the TechnicalDepartment will receive allowancesfor representation,through the project account. Assurancesvere obtained at negotiationsthat (1) Nigerien staff would be appointedfor periods of time adequate to ensure against disruption in continuity;and (2) all consultantsand internationallyrecruited experts as well as key national personnelvill have the necessary experienceand qualifications. Responsibil- ities for expatriatestaff have been agreed to with Governmentand are detailed in Annex 1. - 36 - Table 5.1 PROJECT STAFFING

PY1 FY2 PY3 PY4 PY5 Total …______--_-man-years------

Local Technical Staff

Agronomist or Similar (Grade A) General Manager 1 1 1 1 1 5 Monitoring & Evaluation Unit 1 1 1 1 1 5 ACF Deputy Director 1 1 1 1 1 5 Division Chiefs 5 5 5 5 5 25 Technical Department Director 1 1 1 1 1 5 Subtotal 9 9 9 9 9 45

Technical Officers (Grade B) Section Chiefs 10 10 10 10 10 100 Deputy Chiefs 6 6 6 6 6 30 Irrigation Unit Chief 1 1 1 1 1 5 Construction Foreman 1 1 1 1 1 5 CFJA Center Chief 1 1 1 1 1 Blacksmith Training Assistant 1 1 1 1 1 5 District Representative 4 4 4 4 4 20 Subtotal 24 24 24 24 24 120

Junior Technical Officers (Grade C) Extension District Assistant 4 4 4 4 4 20

Field Technicians (Grade D)

Sector ChiefaL_ 35 37 40 42 44 198 Extension Agentsi' 274 289 306 323 340 1532 Cooperative Advisers 28 28 28 28 28 140 Seed Multiplication Agents 8 il 19 22 24 84 Enumerators 20 20 20 20 20 100 Subtotal 365 385 413 435 456 2054

Other Local Staff

Secretaries 19 19 19 19 19 95 Clerks il il il il il 55 Drivers/Assistant 42 42 42 42 42 210 Accountant/Assistant Accountant 8 8 8 8 8 40 Watchman 3 3 3 3 3 15 Analysts 2 2 2 2 2 10 Storekeeper 2 2 2 2 2 10 Senior Mechanic/>echanic 3 3 3 3 3 15 CFJA Assistant 1 1 1 1 1 5 CFJA Workers 10 10 10 10 10 50 CPR Center Chiefs 20 20 20 20 20 100 CPR Trainers 40 40 40 40 40 200 Subtotal 161 161 161 161 161 805

Total Local Staff 563 5e3 '1i 63' 654 3844

Expatriate Technical Assistants

*Techn±cal Adviser to Gi/ 1 1 1 1 1 5 Monitoring & Evaluation Unit Ç,ief 1 1 1 1 1 5 Adviser to Coop. Sa-pport Div._ pm pi p. pm pi -i tDirector of ACF4/ Department 1 1 1 1 1 5 *ACF Assistant Director 1 1 1 1 1 5 1 1 1 5 Adviser to the AgricultuL 6 Division 1 1 Training Division Chief - 1 1 1 1 1 5 * Irrigation Division Chief 1 1 1 1 1 5 Works & Equipuent Section Chief 1 1 1 1 1 5 Chief Mechanic 1 1 1 1 1 1 *Blackssith Trainer2 Pmn Pmn pn pn i Subtotal 9 9 9 9 9 45 Consultants / ------man-months------

Hydrogeologists 5 1 10 -- -- 16 Soil Senior Adviser -- 0.5 0.5 -- -- 1 Electromechanie 0.8 0.7 1.2 0.7 -- 3.4 Applied Research 2 2 2 2 2 10 Mon itoring and Evaluation 1 1 2 Training 1 1 2

Study on Ground water ------10 4 14 Preparation of s Follov-tp ------6 __ 6 Subtotal 7.8 6.2 13.7 20.7 6 54.4

V/ Rainfed and irrigated crops. 2/ GM - General manager. 3/ Expatriates currently financed by foreign organizations. 4/ Administrative, cosmercial and financial. i Man-month. 4Will be appointed early 1980 under Special Action Credit financing. * Existing expatriate staff. 7/ Counterpart - 37 -

C. Monitoring and Evaluation

5.10 The uncertainty surrounding data on farming in the project area creates a particular need for an effective Monitoring and Evaluation Unit (para 4.15). It will provide a dual service to the General Manager as a data collection, analysis and advisory unit, and to Govertiment and other project financiers as a source of information for effective project supervision and assessraentof performance. The Unit will first determine, in cooperation with project managment, the indicators needed to effectively monitor project success, and the most cost-effective and rapid means of collecting these data. Supervision missions will give special attention to the Unit during the crucial first year after its establishment. The unit will also carry out specific surveys to ensure smooth implementation of new activities, particularly in the newly irrigated area. It will survey the farming system throughout the project life (para 2.15) to provide information on the impact of extension, identify bottlenecks, and study the income and the financial situation of the farmers. Additional surveys would be conducted at a later stage to determine farmers' reaction to extension and the adoption of improved cultural practices, and to study the efficiency of input supply, credit and commercialization. The Unit will also be linked to the Evaluation Depart- ment at the Ministry of Rural Development level through (1) participating in surveys at the national level; (2) providing annual reports; and (3) coordinating its work program with the Central Technical Monitoring and Evaluation Unit.

D. Assistance to Farmers

5.11 Organization of the Extension Service. The organization of the extension service will be based on the Training and Visit System adapted to the conditions prevailing in Niger. At Headquarters level, the exten- sion service will be under the Agriculture Division Chief's responsibility, who will be assisted by an Extension Section Chief. Each district (arron- dissement), will have an extension technical assistant (para 5.04). Each technical assistant will have a four-wheel-drive vehicle in order to supervise an average of eight sector chiefs. He will spend at least one full day per sector every other week. The technical assistant will be responsible for reviewing the progress of the sector chiefs, and would brief them and organize the monthly meeting at the CPR centers. The content of the meeting programs at all levels will be defined by the training division in cooperation with the extension service. According to the area and rural population density, each administrative district will be divided into a different number of sectors. This distribution could be modified later on to meet the requirements of the expected restructuring of the cooperative organization. The sector chiefs will be based at the CPR centers. Each sector chief will supervise about eight extension agents and will spend a full day in the fields with them every other week. He will organize weekly meetings at the CPR to brief the extension agents, review progress, and prepare the work for the following week.

5.12 Extension Agents' Responsibilities. After the training course held during the dry season, the extension agents will visit their villages and choose, in cooperation with village authorities, the advanced farners - 38 -

who will be organized into extensiongroups of five or six based on affinities and neighboringfields, in order to ease the promotion of the whole package of improved cultural practices (Chapter VI). In the meantime, they vill promote the adoption of treated improved seed among larger groups of farmers in the community. They will also prepare the input requests and the selection of one demonstrationplot per village. During the growing season, they vill devote three days a week to visit the group of advanced farmers. Since the number of the latter will progressivelyincrease throughoutthe project's life, the weekly visit to each farmer would become fortnightlyin PY 4 and PY 5. One day a week the extensionagents will be briefed by the sector chief at the CFR center. The extension agents will devote a full day to each visited village. Small villages with less than 100 inhabitantscould be grouped together for extensionvisit, and the largest one would be divided into several groups of participatingfarmers and be visited for more than one day. Each extension agent will work with about 43 advanced farmers in PY 1; this number would progressivelyincrease to about 100 in PY 5; at the same time they will promote the diffusion of treated seed to a further 145 additional farmers on average. The extension service of the irrigatedscheme will be managed more closely; each well area will be cultivatedby an average of 34 farmers, and will be supervisedby an extension agent during the first five years; extensionwould then be reduced. Since special training courses will be organized beginning in 1980 under the ongoing project, the new extension organizationcould be implementedas early as PY 1. By PY 5, about 63,000 farmers in the rainfed area and 2,600 farmers in the irrigationscheme would have access to the extension services.

5.13 Input Supply. Inputs (para 4.05) will be delivered by suppliers to the district headquarters. Subsequentdistribution to the ALC centers, where farmers would collect their inputs, will be organizedby UNCC as at present. The inputs will be stocked at the ALC's CPR centers, where appro- priate buildings have been constructedunder the first project.

E. IrrigationDevelopment

5.14 Water Availability. The irrigationscheme will be located in the Goulbi de Maradi flood plain, upstream of the town Maradi, and water will be provided through pumping in the undergroundwater table which is fed by rainfall in the river basin and by the river flow. The river originates in Nigeria, enters Niger about 50 km upstream of Maradi, and returns to Nigeria 90 km west of the city (see Map 14532). The irrigationscheme will not have any repercussionon Nigeria's supplies. Conversely,even if a storage dam should be constructedin Nigeria, it would not cause a water shortage because the undergroundwater table at the Goulbi de Maradi, if reduced by more than 4-6 m as a consequenceof pumping or reduced river flows, would automaticallybe fed by the huge water reserve of the "Continental Intercalaire". Though no risks are foreseen for the developmentof the 840 ha Maradi irrigationscheme, the Niger Governnenthas informed the Nigerian Governmentof its irrigationproject in Maradi province. - 39 -

5.15 Land Rights. The procedures for land allocation in irrigation schemes are based on Law No. 60-28 of May 25, 1960 which requires: (a) ascertaining present land use rights through a series of interviews with the local population; (b) giving priority for land allocation to the farmers whose rights can be established; (c) selecting farmers according to a number of criteria including proximity to the schemes, size of the family, farming experience, and existing assets, including ownership of bullocks; and (d) allocating no more than 0.25 ha per male adult. Taking into account the terms of the law, a contract between the Goverrnent and the farmers (cahier des charges) will clearly define the conditions of land allocation and obligations of both parties. To ensure that the irrigated scheme will benefit as many farmers as possible, it is proposed to distribute one plot of 0.38 ha (0.32 ha net) per family. A condition of effectiveness would be that the contract documents (cahier des charges) for land allocations in the Goulbi de Maradi have been cleared and approved at government level. Assurances were obtained that farmers would be allotted more than one plot per farming unit only under special conditions to be agreed upon between Government and the Association. Land allocation will be handled jointly by the provincial Governor or his representative, the Project General Manager and the village representatives, in accordance with the "cahier des charges" specifications, terms of which are being discussed and will be tested through the first land allocation to be made in 1980 under the extension of Cr. 608-NIR (para 3.16).

5.16 Implementation and Organization. Except for wells, which will be drilled by contractors on the basis of international competitive bidding, on-farm works would be carried out by force account by the Civil Works and Irrigation Division. For that purpose, the Division would be strengthened through the recruitment of a chief of the Works and Equipment Section and a chief mechanic, and the maintenance equipment would be improved to cope with a larger work load. Consultants would assist the Division to carry out soil tests, topographical surveys, and pump control during project implementation. Maintenance would be carried out by the Irrigation and Civil Works Division., For the electric pumps, the supplier selected under the Special Action Credit -- has agreed to set up a maintenance unit and a stock of spare pumps for proposed instant replacement. Fruit trees would be provided by the project as well as "euphorbia balsamifera", for fencing.

5.17 Extension. The irrigated agriculture production will be managed by the Agriculture Division through its Irrigated Production Section and an Irrigation Unit Chief, who would be posted at Djiratawa. At full development, the extension staff would include 10 sector chiefs and 75 extension agents specially trained for irrigation at CFJA. A first group of seven extension agents was trained in 1979 and 15 will be trained in 1980. Each extension agent will supervise one well area covering about 35 farmers during the first five years, and then extension would be reduced to one agent for three wells. Extension agents will also manage water distribution. - 40 -

5.18 Farmers' participation. Farmers will be organized into cooperatives, one per well, and will benefit from credit and input distribution (para 4.05) under the same conditions as in rainfed agriculture. Farmers will pay for irrigation, the fees to include: (i) total cost for maintenance and operating expenses, (ii) a provision for the replacement of the tubewells and pumps, and (iii) a participation in capital recovery. Water charges are further discussed at para 7.05. Payments will be made twice a year, in December for the rainy season and in July for the dry season. Assurances were obtained at nego- tiations that if farmers did not comply with their financial obligations or cropping rules (cropping patterns, work quality), their land could be repos- sessed. The decision would be made by the Project Manager after consultation with the provincial Governor, the involved cooperative, and the Extension Section Chief. Assurances were obtained at negotiations that any reduction of farmers' water charges would be offset by a Government contribution.

VI. TECHNOLOGICAL AND PRODUCTION SPECIFICATIONS

A. Rainfed Farming

6.01 Improved Farming Techniques. Key technical coefficients are summarized in Table 6.1. They reflect soil conditions, rainfall distribution, socioeconomic constraints and labor availability. The proposed technology will involve better seedbed preparation, the use of improved seeds, higher plant population, appropriate fertilizer use, timely weeding and thinning for all crops, and pest control on cowpeas. Under the project, the seed multiplication program will be extended to cope with an expected higher demand and will be carried out through the CPR farms and seed farmers. All seed will be treated with fungicides prior to planting. Millet P3KOLO would progressively be replaced by the CIVT and in the northern project area by HAINI KIRE, both better adapted to weather and soil conditions. Sorghum a2b2 would progressively be replaced by the a4 d4 8.2.3 in sandy soils and the L30 would continue to be multiplied for the flood plain. The cowpeas variety TN 88-63 and the groundnuts varieties 55-434 and 4716 would continue to be multiplied. Introduction of other varieties is not excluded if experi- mentation proves their superiority. Triple superphosphate will be given as a base application for groundnuts, cowpeas and cereals. Urea on cereals will be applied at the appropriate time in the growing cycle. On fields where no intercropping of cereals and legumes is practiced, a simple rotation of pure stands of these crops would be promoted. - 41 -

Table 6.1 KEY TECHNICAL COEFFICIENTS AT FULL DEVELOPMENT

North _ South __ A. RAINFED MODEL FARMSlJ Millet Groutd- ,owDeas Total Labor Millet Ground- Cowpeas Total Labor

I. Unimproved (ha) 4.17 0.25 1.02 5.44 260 3.84 0.70 0.69 5.23-t' 269

II. Improved Manual Th. 1 and 2 2.00 0.50 __ 2.50 137 2.00 0.70 __ 2.70 159 Unimproved Remaining 1.94 __ 1.00 2.94 143 1.84 __ 0.69 2.53 124 Total (ha) 3.94 0.50 1.00 5.44 280 3.84 0.70 0.69 5.23 283

III. Improved Manual Th. 1 and 2 1.00 __ __ 1.00 51 1.00 __ __ 1.00 54 Improved Manual Th. 1 to 4 1.00 0.50 0.30 1.80 129 1.00 0.70 0.50 1.50 167 Unimproved Remaining 1.94 0.70 2.64 120 1.84 __ 0.19 2.73 97 Total (ha) 3.94 0.50 1.00 5.44 300 3.84 0.70 0.69 5.23 318 Improved Animal Traction (ha) 3.94 0.50 1.00 5.44 290 3.84 0.70 0.69 5.23 296

Yields (kg/ha) Unimproved 400/450-/ 400 400 550 500 400 Improved Th. 1 and 2 450/525 480 __ __ 675 600 __ Improved Th. 1 to 4 625/775 600 650 __ 975 800 650

Fertilizers (kg/ha) (Th. 1 to 4) T.S.P. 50 50 50 __ 50 50 50 Urea 50 __ -- __ 50 __ __ Insecticide _ 4.5 __ __ _ 4.5

North South rh. 1 and -Th. 1 nimal rh. 1 & Th. 1 Animal 2 only to 4 'raction Total 2 only to 4 Tractioj Total

B. NUMBER OF FARMERS

Incremental Adopters 4/ P. Year L1 - 9995 1461 200 11656 4694 - 300 4994 PY 2 5485 2695 200 8380 330 1075 300 1705 PY 3 4645 3510 200 8355 690 [2175 300 3165 py 46/ 2405 3189 200 5794 1200 1184 300 2684 PY 5 1100 4250 200 5550 150 2350 300 2800

Total 23630 15105 1000 39735 7064 784 1500 5348

CCttMn lSorghumlCgwpes Maize Tomator Total 7rees Labor 2 C. IRRIGATED FARMS J

Improved Th. 1/4 (ha) 0.16 0.08 0.08 0.24 0.02 0.58 13 86 Yields (kg/na) 2500 2500 2000 3500 30,000 _ 14008/ __ Fertilizers (kg/ha) Urea 100 200 __ 100 100 TSP __ __ 50 100 100 15.15.15 ______117 Pesticides (lit./ha) 16 __ 6 4 12 3 Water (m /ha) 6350 2720 1600 0430 11490

1/ Harvested area per crop in ha; labor inputs in days; millet area including sor um. 2/ Total area 5-33 ha of which 0.10 miscellaneous is irregularly cultivated. 3/ Yield differs in the three northern districts. 4/ It is assumed that farmers would adopt Th. 1 and 2 on cereals and groundnuts at the same time and Th. 1 to 4 on cereals, groundnuts and cowpeas at the same time. 5/ The project would be extended over an additional district in PY1 (Guidan-Roumji). 6/ The increase of Th. 1 to 4 is faster than Th. 1 and 2 which is not exoected to grow higher than 55 70% in the different districts for cereals and 90% for groundnuts'. 7/ Plots of 0.32 ha,"cultivated at 180% with trees. The owner would also cultivate a5. 23 ha. farm on the plateau. 8/ At full production after 10 years. - 42 -

6.02 At the Tarna research station (INRAN), located within the project area, good yields have been obtained with the use of the recommended improved cultural practices, and application of the same methods on farmers' demonstra- tion plots, the CPRs, and at the CFJA, has confirmed their efficiency. With the use of the complete package of improved cultural practices, the average yield increase obtained in the project over two years for groundnuts attained +95%, and for millet +101% (para 3.10). In 1979/80, due to a favor- able rainy season, the yield increase was even higher, more than double that obtained with traditional methods. In spite of a good potential for yield increases, the results achieved in promoting improved cultural practices fell short of appraisal targets (para 3.11). One reason is that the effects of the severe drought in the early 1970's followed by massive pest attacks on groundnuts, were still being felt by farmers, who have become more prudent about applying new techniques and have reduced their groundnut acreage. The present consumption of seasonal inputs is about 570 tons of fertilizer and about 150 tons of improved seeds (in fact, about 560 tons of seed were distri- buted, but 70% were of poor quality). These usage rates can be greatly improved judging from the highly encouraging results obtained on demonstration plots and on CPRs. About 400 demonstration plots have created a real interest for improved cultural practices, and a demand exists for improved seeds, fertilizers and animal-drawn equipment which will be met and developed through the reorganization and retraining of the extension service.

6.03 The proposed technology is adapted to local conditions and will be proposed to the farmers in two steps: first, the adoption of improved and treated seed with better and timely preparation of soil (themes 1 and 2), and secondly, additional use of fertilizer and higher plant population with timely weeding (themes 1 to 4). The use of animal-drawn machinery will also be promoted; but because of its cost and the relatively low income of farmers, it is expected that only farmers willing to rent their equipment to neighbors, an established practice in the project area, would acquire a complete set. As the results of the Project's applied research section become available, crop recommendations will be modified. Although the project has been calculated for practical reasons on the basis of simple cropping, this mode cannot be taken as a final recommendation. Inter-cropping, which is traditionally practiced in the project area, could be recommended as soon as agronomic data from the Project's applied research program becomes available. In this respect, liaison will be maintained with ICRISAT and INRAN, and the design of the project has been kept flexible: a cropping pattern, will not be imposed and project management will be prepared to adjust to changes in cropping patterns in response to changing crop techniques and prices. As a case in point, groundnut diseases, which have occurred in recent years, could affect progress in groundnut cultivation; but this would lead to larger areas grown under cowpeas or cereals and would not affect project benefits.

6.04 Based on the utilization of inputs shown in Annex 2, Tables l and 5, the return per hectare and required labor inputs are specified at Annex 2, Table 2. Returns per farm, per labor day at full development for adopters of improved manual farming techniques and for traditional cultivation are shown in Annex 2, Table 3. The total incremental area to be improved under the project would reach 81,500 ha of cereals; of this total, 60,500 ha - 43 - would receive improved and treated seed (themes 1 and 2) and 21,000 ha the full package of improved methods including higher plant population and fertil- izers (themes 1 to 4). The total incremental area of groundnuts to be improved would attain 26,900 ha, of which 16,000 ha would be under themes 1 and 2 and about 10,900 ha under themes 1 to 4. Improvement of cowpeas cultivation through the adoption of themes 1 to 4 would be extended to 6,000 ha (Annex 2, Table 4). On the irrigated scheme, all farmers would adopt the full package of improved cultural practices on about 1,500 ha at full development - details are at Annex 2, Table 4. The incremental area cultivated with improved animal traction techniques would reach 13,600 ha in PY 5. Although the use of animal traction ensures better and faster work at the appropriate time, it is usually used by advanced farmers and no yield increases have been attributed to these improvements. In the project area it has been observed ttat animal traction does not cause an extension of the cultivated area. In other words, instead of being motivated by direct increases to income, most farmers are interested in animal-drawn machinery because of the possibilities o- r(ducing work time and of renting the implements to their neighbors. The renting of equipment is very popular in the project area. In all cases, the production increase would be obtained in the first year of adoption of the improved cultural practices. Pro- jected production of rainfed and irrigated crops is shown in Annex 2, Table 6.

6.05 Rate of Adoption of New Techniques. It is expected that many farmers would adopt the improved cultural practices, although a large part of them may not follow all the recommendations of the extension service due to reasons explained at para 2.15. Since land distribution and cultivation are complex and since a part of the cereal fields is shared with other farmers, it is unlikely that improved cultural practices would be applied to the entire area grown under cereals. Nevertheless, since the average size of fields grown under groundnuts and cowpeas is small, it is very likely that improved cultural practices would be applied to entire plots. Expected increases in improved areas and production from improved areas are detailed in Annex 2, Tables 4 and 6, with respect to adoption of the basic package (improved seed and seed treatment) and the full package (pure stands, optimum density, insecticides and fertilizer). These data are summarized below. Adoption targets seem high for groundnuts, but it must be taken into account that the basic package involves only improved and treated seed, which is already used by two thirds of the farmers on about half of the total groundnut area; it is also expected that the seed multiplication and quality control program (para 4.10) will overcome the present constraints on seed supply. The most ambitious objective of the program is the introduction of the full technical package in cereals production. The target is justified by farmers' interest in improving cereals production before other crops; the project will remain flexible, however, with respect to the cropping pattern and follow farmers' preferences, as influ- enced by changes in relative crop prices. Since the economic value of the main crops does not differ much, changes in the cropping pattern would not significantly influence the economics of the project. -44 -

pY 0 PY 5 Share of Adopting Farm Units (Z)

Groundnuts 63 90

(Full package) (20) (38) (Basic package) (43) (52)

Millet/Sorghum 24 65

(Full package) ( 9) (36) (Basic package (15) (29)

Cowpeas 6 25

Share of Improved Area (Z)

Groundnuts 46 94

(Full package) (22) (39) (Basic package) (24) (55)

Millet/Sorghum 4 33

(Full package) (2) (9) (Basic package) ( 2) (24)

Cowpeas 5 10

Share of Output from Improved Areas (Z)

Groundnuts 56 96

Millet/Sorghum 6 40

Cowpeas 8 15

6.06 Animal Traction. Although animal traction is relativelyexpensive for most of the farmers, the existing demand could not be met by the first project. Trainees of the CPR would be given priority to purchase a complete set includinga pair of oxen, a seeder, a tool bar with cultivatorand ground- nut lifter. It is expected that animal-drawnmachinery would be mainly developed in the southern area of the project among farmers working both rainfed and irrigated land. Introductionof animal tractionwould permit the use of the seeder, a pre-conditionfor planting in rows and achieving correct density, and would ensure faster work; thus it would eliminatebottlenecks which occur at planting and weeding time. It is estimated that the number of farmers using animal-drawnequipment would increase from 4.5% to 7.6% during the project life. In the irrigationscheme all farmers would use improved cultural practices on about 1,500 ha at full development. - 45 -

B. Irrigated Farming

6.07 Irrigated farming is currently practiced in some places of the Goulbi de Maradi flood plain, on very small hand-irrigated plots, to produce vegetables for local consumption. Flood recession cultivation is also practiced along Madarounfa Lake to grow cereals, vegetables and trees. UNCC is currently promoting irrigated cotton cultivation through the use of small pumps, and results are promising. At Tarna station, successful experiments have been carried out with irrigated cowpeas, vegetables and forage crops. The Goulbi de Maradi population has shown great interest in irrigation possibilities and, since it became known that an irrigation component was to be included in the first project, many requests have been forwarded to the Project Management to obtain irrigated land. Farmers will benefit from close supervision (one extension agent per well or about 35 farmers), and will apply improved cultural practices on all crops to ensure a maximum return. Special attention will also be given to ensuring intensive land use in the dry season.

6.08 Since both the alluvial soils of the flood plain and the pumped water are of good quality, almost all irrigated crops are possible. The proposed type of rotation would be flexible and adapted to possible changes to follow market demands. Because of anticipated constraints on demand, vegetable production would initially be limited to a total of 50 ha; but the area under vegetables could be substantially increased if a tomato processing factory now under review were eventually built in Maradi (para 7.01) or if trade to Nigeria increased. The land will be cultivated at a cropping intensity of 150%, which would progressively be increased to 180% at full development; the rotation would then include 50% cotton, 25% sorghum, 25% cowpeas in rainy season, and in dry season 6% vegetable and 45% maize (increas- ing to 74%). Cotton L299-10 will be sown early, in April-May, after preirroga- tion to ensure that fields are cleared in time before dry season planting. For the same reason, the envisaged varieties of sorghum would have a short growing cycle (100 days). Cowpea seeds adapted for irrigation would be imported from the IITA station at Ibadan, Nigeria, to be tested at Maradi. Vegetable production would be mixed and adapted to the market demand. For tomatoes, the recommended varieties for consumption are Marmande, Monita (Money Maker) and Fournaise; for industrial use Rosita and Piacenza; for onions, Violet of Galmi and White of Soumarana. Cabbages, beans, melons, red peppers, eggplants, salads and greenpeppers will also be grown. Moreover, in order to add appre- ciable income with a low labor input and to clearly establish the lines limiting the different crops, thus ensuring easy control of works, citrus trees would be planted along the irrigation ditches. Each farmer would own about 13 trees. Plants would be prepared by the project in cooperation with the Gabougoura station which would provide stocks and grafts. The trees would include Pomelo varieties: Marsh seedless or Shombar, Tahiti lime and Orlando tangelo. They would ensure after the tenth year an increase of about 50% in the net income from the irrigated plot (Annex 2, Table 3).

6.09 For all crops, the proposed technology will include the use of improved seeds provided by the local research station or imported, and the use of fertilizers and pesticides as recommended by researchers. Since farmers will work both rainfed and irrigated land and will benefit from higher incomes, it is expected that the use of animal-drawn equipment will increase more rapidly in the irrigated areas. - 46 -

6.10 Labor Requirements. Labor requirements are compatible with the size of the project families. The average monthly man-day availability is about 150 days in the north and 110 days in the south, sufficient to cope with the maximum of 100 days/month required at harvest time, in September. The average requirement from May to August is about 60 days/ month, which leaves an ade- quate margin to farmers in the Goulbi area cultivating both rainfed and irrigated fields. Hired laborers will only be required when family size is substantially below the average.

C. Production

6.11 The total expected production by volume and value is summarized at Table 6.2. At full development, output of cereals and cowpeas would both increase by 19%, making available 22,800 tons of millet and sorghum and 4,400 tons of cowpeas. Groundnut production should benefit from several favorable factors: (a) good yields in recent years, which demonstrates that, despite the low yields obtained prior to 1977, satisfactory increases can be achieved from groundnuts, especially with the use of improved cultural methods; (b) a regular extension of the groundnut acreage over the past three years, which suggests that the very low level of production reached in 1976 was below the minimum defined by farmers' cash needs; and (c) a series of good yields for cereals, which suggests, if it continues, a relative saturation of demand and fall in cereal prices would prompt farmers to switch back to groundnut production. During the project life, the relatively small area devoted to groundnuts is expected to be extended from 0.40 ha to 0.70 ha per farm in the south and from 0.25 ha to 0.50 ha in the north. With a larger acreage and good yields, the incremental production of groundnuts is estimated at 12,300 tons. With the probability of drought estimated at once in five years, the assumed average increase in yields is well below that obtained in demon- stration plots over the last three years. For project purposes, the increase obtained through the use of the whole package of improved cultural methods has been estimated to vary between 56% and 77% for millet and sorghum, according to the area, compared to average demonstration-plots' yields varying between +95% and +122%. For groundnuts, the project estimates are +60% compared with +101% and +158% obtained in demonstration plots over the last three years. - 47 - Table 6.2 PRODUCTIONVOLUME AND VALUE.

Without Total z Projectl/ PY 1 PY 2 PT 3 PY 4 Py 5 Increment Change

Volume ------000 Tons…------.-- .------RainfedFarmin/ Millet/Sorghum 120.5 123.8 129.3 133.5 138.6 143.3 22.8 19I

Groundnuts 10.0 12.0 14.8 16.8 20.6 22.3 12.3 1232 Cowpeas 23.6 24.3 25.4 26.3 27.1 28.0 4.4 19% Subtotal Leguminous 32.4 35.3 39.6 44.4 47.7 50.3 17.9 55%

Irrigation Developmentl/ - 0.2 1.0 2.0 3.1 4.4 4.4

X of Total ------CFAF Billion------Increment

Value_/ Rainfed Farming Millet/Sorghum 4.800 4.950 5.170 5.340 5.540 5.730 0.930 53

Groundnuts 0.500 0.600 0.740 0.840 1.030 1.115 0.615 35 Cowpeas 1.062 1.093 1.143 1.183 1.219 1.260 0°198 il Subtotal Leguminous 1.562 1.693 1.883 2.023 2.249 2.375 0.S13 47

Total Rainfed 6.362 6.643 7.053 7.363 7.789 8.105 (+27%) Incremental - 0.281 0.691 1.001 1.427 1.743 1.743 90

Irrigation Development3Ž - 0.010 0.046 0.088 0.135 0.188 0.188 10

Total . - Grand Total 6.362 6.653 7.099 7.451 7.924 8.293 (s302) Increment - 0.291 0.737 1.089 1.562 1.931 1.931 loC

1/ Detail Annex II, Table 4. 2/ At official prices 1979. In CFAF/kg - millet/sorghum 40; groundnuts 50, cowpeas 45; cotton 61.44; maize 50; tomatoes 20. ./ Trees would start production seven years after planting and reach the maximum after ten years, income not included. - 48 -

VII. DEMAND, MARKETING, PRICES AND FINANCIAL RESULTS

A. Demand Prospects

7.01 In the years after the 1973-74 drought, Niger imported a small percentage of its total requirements in foodgrains. Under current prospects, the country will soon be entirely self-sufficient in basic foodstuffs. Incremental production in the project area would be used by farmers first to continue their replenishment of stocks which were exhausted after the drought, and are still some 50-60% below their normal levels. Once this process is completed, about one-third of the incremental production would be required to maintain the per capita grain consumption of the project zone's growing population. The remainder is expected to be shipped to deficit zones in the rest of the country, with any surplus going to Nigeria. The latter is a chronic net food importer, and a number of studies have estimated that her national food deficit will continue to widen. Disposal of the incremental cereal production at remunerative prices should therefore be possible. Cowpeas are traditionally exported to Nigeria, where the market is quite large relative to project output, and where cowpea prices on the Kano market have been rising swiftly over the last few years; thus the export potential is far from saturated. Groundnuts can be exported to the world market, which is, of course, unlimited relative to Niger's production. In addition, local process- ing facilities are heavily underutilized and domestic demand for groundnut oil must presently be satisfied by imports from Nigeria. The fruit and vegetable production of the irrigated perimeter is intended to satisfy mainly the local market, with a limited surplus exported to Nigeria. The planned output level has been determined as a function of these outlets: about 1,500 tons per year (on 50 ha). A tomato-paste processing plant, which may be located at Maradi, is under consideration by the Banque de Développement de la Répu- blique du Niger (BDRN). A financial and economic study, carried out in January 1979 calls for a factory with an annual output of 1,700 tons of tomato paste derived from about 6,000 tons of fresh tomatoes. The Government is presently seeking financing and technical assistance to implement the proposal. Should the plant be established at Maradi, tomato production within the project could easily be increased to meet the factory's needs, which would require 200 ha (out of 840 ha to be developed).

B. Marketing and Prices

7.02 The parastatal crop marketing agencies, together with a handful of licensed traders, are the sole authorized buyers of farmers' products on the cooperative markets. Nevertheless, throughout the project area, private buyers with well-established networks are also operative. They provide effec- tive competition to the parastatal agencies, as the prices they offer farmers are generally above the official prices. Their existence undoubtedly improves the efficiency of the market, and is also advantageous to farmers since it prevents Government from setting official prices too far below market prices. Still, official prices for 1978/79 were 20-30% below market prices, a fact which accounts for the falling market share of the parastatal agencies. The latter trend is expected to continue, especially for groundnuts and cowpeas, if the increases in official prices of these crops do not at least keep pace - 49 - with inflation. Since Government is intent on raising rural income levels, considerationshould be given to raising the support prices for several crops, in the first place groundnuts and cotton, to the level of their economic price, i.e. to forego the margin of taxation implicit in their present support prices. The Central TechnicalMonitoring and EvaluationUnit in Niamey (para 4.16) will be requested to monitor the relation of support prices and economic prices and periodically advise Government on the scope for support price adjustments.

7.03 Official crop prices for the 1979/80 harvest are the same as for the previous season and represent 65-85% of the economic prices. Market prices, with the exception of cotton, show the usual seasonal fluctuations. Economic prices have been based on import parity prices for sorghum and maize and on export parity prices for groundnuts,cotton (world market) and cowpeas (Nigeria). As there is no measurable difference in local consumer preference for either millet or sorghum, the millet economic price (import parity from world market) is assumed to be the same as sorghum. For tomatoes and onions the export parity prices are derived from producer prices in Kano (Nigeria). A comparison with official market and economic prices is shown in the followingtable.

Official Market Price Economic Price Price 1979 1980 ------CFAF/Kg------

Millet 40 38 - 65 53.7

Sorghum 40 38 - 65 63.4

Maize - 60 - 200 58.2

Groundnuts 50 62 68.8

Cowpeas 45 41 - 125 67.2

Tomatoes - 50 - 60 21.9

Onîons - 35 - 200 24.2

Cotton 62 62 71.4 - 50 -

C. Financial Implications for Farmers

7.04 Rainfed Farming. The financial impact of recommended improved cul- tural practices in rainfed and irrigated farming is detailed in Annex 2, Tables 3 and 7, and summarized at Table 7.1 below. Returns per farm unit, per man-day and per incremental man-day, refer to the weighted average of improved and unimproved areas on the average farm. The table shows that, at subsidized input prices, farm income rises about twice as much in the south as compared to the north; the difference is even more marked with regard to net income per man-day. Indeed, even at subsidized input prices, income per man-day rises very little in the north. It should be noted, however, that these figures refer to the total farm and include the unimproved areas; for the improved areas, the increase is about twice the amount shown. Also, estimated increases in yield and income incorporate the effect of droughts (once every five years), which means that in years of satisfactory rainfall, income increases will be corre- spondingly higher. There is no doubt, however, that the income increases to be expected in the north are very modest and reflect the marginal ecological conditions of the area. The project's expected beneficial effects are not so much the increase in returns per man-day as the extension of the period of gainful employment per farm unit and the increase in cereals production per family, which in the north presently barely covers subsistence needs. With unsubsidized input prices, there is little financial incentive to adopt the full technical package of inputs and improved practices. As agreed under Cr. 608-NIR, Government and the Association will continue to monitor the relation of crop and input prices and periodically review input subsidy policies. - 51 -

Table 7.1 - Farm Income

Subsidized Inputs Unsubsidized Inputs Totally Partly 1/ Partly Totally Partly 1/ Partly Unimproved Th. 1 * 2 Th. 1 + 2 and Unimproved Th. 1 + 2 Th. 1 t 2 and Th. 1 to4 2/ Th. 1 to4 2

NORTH - Rainfed 3/

Net Income (FCFA 1000) 103 110 121 103 109 111 "l "l per MD (FCFA) 396 396 403 396 389 370 Net Return per Incremental MD (FCFA) 389 500 333 90 Il i" Il(overall) 6/ (450) {200)

SOUTH - Rainfed 4/

Net Income (FCFA 1000) 127 141 161 127 139 150 Il ", per MD (FCFA) 472 498 506 472 491 472 Net Return per Incremental MD (FCFA) 1,000 570 860 315 "l "l "l Il (overall) 6/ (695) (470)

SOUTH - Irrigation 5/

Net Income (FCFA 1000) 48 37 " per MD (FCFA) 685 589

1/ For shares of unimproved and Th. 1 + 2 see Annex 2, Table 3. 2/ For shares of unimproved, Th. 1 + 2, and Th. lto 4, see Annex 2, Table 3. 3/ 5.44 ha. 4/ 5.33 ha. S/ 0.32 ha. 6/ From unimproved to full package - 52 -

7.05 IrrigatedFarming. It is estimated that farmers will apply improved cultural practiceson the entire plot, i.e. 0.32 ha net. Calculated on the basis of one plot of 0.32 ha net per family, the net return based on subsidized inputs will amount to CFAF 48,000 per plot (Annex 2, Table 3); this will increase their income from improved rainfed cultivationby a further 40%. After 10 years, when trees reach full production,the net return should again increase by CFAF 29,000, to reach CFAF 227,000per farm. Governient'spolicy with regard to irrigation projects does not require farmers to pay for exten- sion services or contribute to the amortizationof the investment. Neverthe- less, assuranceswere obtained at negotiationsthat farmers will contribute to capital recovery to ensure some financialviability of the investmentthrough water fees of CFAF 104,000/haon average (US$495/ha). This includes: a) a flat rate per hectare for maintenance,replacement of equipment and partial recovery of investment cost; and b) a variable componentcalculated from the actual electricityconsumption on each well divided by the number of farmers. The level of water charges is in accordance with that applied in the Namari- goungou Project (Cr. 851-NIR) and will, in the present case, absorb just over 50% of the economic rent of irrigatedland and permit recovery of 43% of project costs over the project lifetime (Annex II, Table 14). The high rent recovery index reflects the prominence of relativelylow value cereals in the cropping pattern; expansionof the share of tomatoes would substantially reduce this percentage. Water charges will be reviewed with the Government during the course of project implementationto keep them at an acceptable level for the farmers.

D. Financial Implicationsfor Government

7.06 While cost recovery reaches about 43% in irrigatedproduction (para 7.05), the project will generate little direct revenue in rainfed production,the major project component,as (a) a substantialproportion of incrementalproduction is home consumed;and (b) governmentagencies must compete with private traders for the marketed share of incrementalproduction and can, for this reason, derive only limited revenue from it. There will be some spin-off of incrementalfarm income in expanded non-agriculturalactivi- ties and increased spending by project beneficiarieson consumer goods subject to indirect taxation but this will only marginally reduce the structural deficit of Government,which is shown in Annex 2, Table 13. After the end of external financing, the cash-flow shortfallwould amount to some CFAF 500 million (US$2.4million) annually (in 1986 prices) and would consist primarily of input subsidies, staff costs and reneval and maintenanceexpenditures not covered by water charges and marketing levies. According to Government's cooperativepolicy (para 1.05), the cooperativesin the project area, as elsewhere in the country, are to become financiallyautonomous eventuallyand would, under this policy, absorb at least the recurrent staff and maintenance costs. However, it is difficult to foresee a rapid evolution in the sense desired by Government,both for financial and managerial reasons, and no account has been taken of this in the cash-flow projection.

7.07 Because of the projected steep increase in Governmentrevenue from uranium royalties, the shortfall in Government'scash flow does not raise a financial problem; it is Government'sdeclared policy to transfer part - 53 -

of these revenues to the rural sector (para 1.10). Since the absorptive capacity for agricultural investment will remain limited over the medium term, the use of incremental resources for the subsidization of recurrent project expenditures is an acceptable policy.

VIII. BENEFITS AND ECONOMIC ANALYSIS

A. Project Benefits

8.01 Building on the foundations laid by the first Maradi Project, the project will provide improved inputs to some 63,000 farm families represent- ing 90% of the rural population in the project area and extension advice to about 40% of these. Project activities in rainfed agriculture would lead to incremental production of 22,800 tons of cereals, 12,400 tons of groundnuts and 4,400 tons of cowpeas; the economic value of this would amount to US$11.7 million annually at full development. Most of the benefits would be reached by the end of the project period in 1984/1985. The project will also provide additional income, and employment in the long dry season, through the develop- ment of an irrigation scheme, which will benefit about 2,600 farm families in the densely populated Goulbi of Maradi area. Except for the irrigation component, employment creation is not a primary objective of the project, as labor supply in the rainy season is already short at planting and weeding; however, the project would improve the intensity of employment in the rainy season by raising the number of days of gainful employment; this is reflected in the increase in family income per year (Table 7.1). There is no available data on agricultural income distribution in the project area; however, since almost all farmers are smallholders, income distribution seems relatively even. Due to low rainfall in the three northern districts of the project area, Aguie, Tessaoua, and Guidan-Roumji, farmers' income is likely to be lower than the national average. In the southern district of Madarounfa farmers' income should be higher than the average but still lower than the estimated national per capital income.

B. Economic Analysis

8.02 Economic prices of the crops to be grown under the project are discussed in para 7.03 above; other assumptions used in economic analysis are:

(a) without the project, there would be a spin-off from the extension and input supply capacity built up under Cr. 608-NIR, which is assumed to lead to further increases in production of 20%, 15%, 10% and 5% in PYl- PY4, respectively, and remain stationary thereafter;

(b) although there will be a reduction in extension and training needs after the project period (or a transfer of these resources to new developmental tasks), no - 54 -

allowance has been made for this in the economic cal- culation as the extent of these cutbacks is difficult to foresee;

(c) the opportunity cost of incremental farm labor is estimated at CFAF 700/day (US$3.30/day), but only for the periods of peak demand in the rainy season (46 man day/ha); this opportunity cost is in line with observed payments for hired labor in 1979;

(d) project life-time is 30 years, with a CFAF 80 million (US$400,000) residual value of irrigation construction equipment in PY6; and

(e) the standard conversion factor, expressing distortion of local prices by taxes and subsidies, is 0.92.

8.03 Economic costs and benefits based on these assumptions are presented in Table 8.1. The economic rate of return of the project is 28%, with rates of return of the two sub-projects of 36% (rainfed farming) and 14% (irrigation) (diagram 8.2). At an opportunity cost of capital of 10%, the net present value of the project is equal to CFAF 6 billion (US$28.6 million).

8.04 As stated in para 7.01, the irrigated area under tomatoes and onions is scheduled to be only 50 ha as this is expected to cover projected local demand. If a tomato concentrate plant were to be built in Maradi, the area under tomatoes could be expanded to 200 ha (with the area under cereals correspondingly reduced). This would raise the economic rate of return of the irrigation component from 14% to 22%, and the overall rate of return of the project to about 31%.

8.05 The satisfactory economic rate of return of the project is attribu- table to a considerable extent to the fact that the short first Maradi Project (Cr. 608-NIR) has absorbed the start-up costs, including project buildings, training of extension staff, irrigation studies and purchase of equipment for irrigation construction under the EEC Special Action Credit. Although these costs are sunk by now, it is legitimate to ask what the economic rate of return of the two projects as a whole would be, assuming for instance that the project had been conceived as a two-stage project from the beginning. The economic rate of return for the two projects combined is 23%; and the rate of return for the first project alone about 16% under the assumption spelt out in item (a) of para 8.02.

C. Risk and Sensitivity Analysis

8.06 Project risks are discussed separately for the rainfed and the irrigation component and are summarized in Table 8.1 and Diagrams 8.3. There is practically no risk of the rainfed component's rate of return falling below 10%. The adoption targets and expected yield increases are conservative (para 6.11); they take into account both the incidence of low rainfall years (about 1 year out of 5) and of groundnut diseases; lags in adoption rates may occur - 55 - but would not affect the project seriously (Table 8.1). On the cost side, steeper than anticipatedincreases in local cost may occur as a consequenceof the impact of increasinguranium revenues on the domestic price level, but again the impact of this factor, even if coincidingwith a shortfallin benefits, would be limited (Diagram 8.3).

8.07 The irrigationcomponent has limited risks on the cost side as the civil works equipmenthas been procured under the Special Action Credit and contractsfor well-drillingand for pumps (the main capital cost components) have been concludedunder that Credit (para 3.15) and will apply without change to the follow-upcontracts under the proposed project. However, the irrigationcomponent has substantialrisks on the benefit side. A shortfall may in particularoccur if double-croppingtargets are not fully achieved. If double-croppingwere less than 30% (instead of the 50-80% envisaged)the rate of return of the irrigationcomponent would fall below 10%. Special attentionwill be paid, therefore,to close supervisionof extensionwork and appropriateadministrative measures will be implementedto withdraw land titles from farmers unwilling to double-crop (para 5.18). Assurancesto that effect were sought at negotiations. Benefits from the irrigationcomponent would be significantlyhigher than stated, on the other hand, if the tomato concentratefactory materialized. Benefits per farm family could increase by nearly 50% in this case, which would strengthenthe incentive for double cropping. -56-

T.ble 8.21 6018062 108e AU2 68IMFI1- 8206y8 TOIT

92Io "il F112. ni 192 Mi3 MA0 P5 F26, 97 196 919

96.9 96.9 96.8 96.8a 96.8 lr,1.atîooC,mpooa,,î 431.3 292.3 671.2 330.4 216.2 94.9 96.6 56.9 56.9 56.9 56.9 56.9 Oth.,îofle, Co.- 419.1 128.1 127.6 112.9 77.9 56.9 56.9 .0 0 -- 201.0 201.0 001.2 201.0 întîaCOt rg-e Coti. 131.1 15 8.9 179.3 169.7 201.0 201.0 2010 699.6 699.9 699.0 699.8 699.6 OptîtCntt. 21707.1 708.6 753.6 629.4 766.3 699.8 699.8 A1/S 1,214.5 1,014.5 1,054.5 1,0-45 1,054.1 1,054.5 loteî 2~~~~~~~,688.81,308.7 1,731.1 1,642.5 1,261.4 1,052.6

1,137.9 1,117.9 1,137.9 1,137.9 1,137.9 ,3. MîîIîtItotohe 22~~~~13.6 366.1 563.7 940.1 1,126.5 1,137.9 571.0 517.2 ¶71.0 69.2 293.0 270.4 498.7 587.4 571.0 171.0 171.0 571.0 297.3 297.3 297.1 297.3 297.3 297.3 Cooga.. ~~~~~ ~~~44.5 120.6 184.9 238.7 297.3 297.3 330.3 345.3 361.5 3177. 391.1 193.7 1.t1Crepa.tiO 2~~~~6.2 59.3 113.4 182.8 255.9 3826 2 2,367.7 2,384.0 2,397.4 0.399.9 Total ~~~~~~~~243.5739.0 1,I36.9 1,751.2 2,069.1 2,366.8 2,336.5 2,351.4

125.4 115.6 111.9 125.9 125.9 lodax ~~~~~~~~102.6108.0 112.3 110.9 1226.5 125.9 125.2 97.4 99.0 98.7 99.3 99.9 1M00. Iratel Idao 10.1 30.9 47.4 73.0 94.5 99.5

1,313.1 1,329.5 1,362.9 2,341.4 "n Eît*ttt* -1,441.3 .~~~~~569.6 -593.2 306.7 1,007.7 1,336.2 1,292.0 1,299.9

229216 782300 90126322 RATE 0F 900009 969101291T9 851,1

2.e 2 Yî*- 2.g 3 lai 1- Onîlto 9*ao.ta Ucia 13%20e ~~~~~2w, ~~03% 10%Up 205 Or I T*-

as.. 0.. ~~~~28.1533.68 41.39 23.41 19.47 10% Iboita ~~~22.95 29.13 34.311981.1 20% Io,,17,72 22.30 28.15 13.81 10.46> 23.60.2 10% Up 33.39 39.90 48.Z3 29.11 28,15 .- 292 Up 38.70 45.93 55.27 32.91 25.15 I lee-* 19.50 23.07 272-.1130 i9,54 26.14 2 Tes 2* 15.08 11.00 19.10 28.12 3980 12.12 .-.

20%- sirY.2 2 0.2-~ 3 5.- 1*6 ledIt Coot. 8.î. C.5~~~~ 105Dot. 205 ios,21 tp

24.57 - 26.23 44~~~ ~ ~~~~~54.36 ~~.19 29.86 18.71 .- 18% 2,9.23 36.25 45.19 23.50 12.65 0852.." 2.23 28.45 36.25 17.39 30.29- 28%Up43.38 52.39 63.83 36.25 36.25- 28%Up 50.65 00.64 73.68 42.73 36.23 I 0a2- I* 23,10 23.05 36.25 2 bar2.2 17.04 ... 23.03 36.24 3 y... 2.-e 10.38 . - . . ~~~~~~~~~~~~~~~~~~~~~~~~~~~17.00

2923 I Tit ,2 2 Tet22-iS * Itoafît*2a 62*a ~C... 205 og 20% Dot. 10% Up

00.25- 9fl, Ceea ~~~19.37 13.96 18.57 11,66 12.05- Ilp 10% 15.74 18.06 21,85 13.77 23.77 Up 20% 17.64 10.00 2309 25.16 8.32 1o.05. 11.70 13.77 21.22 9.91 7.77 9.21 2.20% 9.50 11.46 11.77 13.70 -- I 3t.- 1*9 11.50 13.26 15.35 9.4 8.54 11,42 13.61 21*6 Tnt ~~~~9.81 . 1m.9 12 09 3 lier 1*60,6

CA?Oot t tteslo!7l6 et09000 il hoodaoi. paeîtiosîft t ti rtgaloitopo.aî;tota , 12 e. 76. .11e 70. it.lu7t3 tt4008 1112

SI pto3atTota tûota ItF18 1t.1233.7 illo.C.7 "tF23 1424.6 .1114e072

il--ttOott-j-t o6tPtII - lO.0 81 et dtoaop.,tro3.t t.tae,tl- 0000 i-100. 11. 9/6t6.tot 08aa ,6. lîo .2 10 t 7. îîo 77 - 57 -

To .i ' ET1 Ur403_T VALUE F[ ÂAITMNAT0E DIVWUNT lliT:

S 01.1 PFroJ-ct

VS t 75 . O

Ig 150.0,

c7 125.0 . o

'U 100.0_

",500'. II,0,It

..1' to1 12 14 16 18 ZO Z2 24 26 28 30 DISCOUNT RRTE

LEGEND * l0.005 - OFPoRTINTrY cosr 0F CaPProt -_ _ PROJECr 6sENFtrS - PRoJEcr cosrs

h1 ?rrir«tson Co,.S'Sr'nn

t160 - <,,2X6oO .-

O,150.0: - ______L22 , - X

1 Z.] ° 6

l 12 D RR;E 4 0.O0 10.6 11.0 t1.5 12.0 12.5 t3.0 13.6 14.0 oe20.0~ ~~~~~~.11,.1T s. A.~~~~~.RRR

c - O OCrN -, 14 0 - co6r OF C.r0RL 5PPORTu0rYLEGENO00 - 58 -

T.bl. .3 35ODITIVIrY AtALYSIS TD CM5T IN8EEAS AND SHDRTFALS IN BLNUYITS

5> ToI.) 5,03.80

z40

a 30

tt:20_ \ l.Je

a so3 z 2 0 4 8 12 16 Z0 24 28 32 PERCENTRGE SHORTFRLL IN BENEFITS

LEGEND M8aXrM80 EXPECTEO FRLL rN BENEFrrS rs 21.5 l' OnXrMUn EXPECEO RrSE INY cosTs rso s.0x

s rRRoErREL_- 0 Il 0.02 8ENEFrr siSci[NwGPOINT rs -34.0% c03sr S16r1CHN1 POINT IS 51.6%

y/ 6ight,d sV?g SfOr rrtRntioD nssrainf.0 eanponnts

b) Irrigasoon Cocpo,not )a,fCopet

023 a 80

:20 18 a ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~I60

=18

3~~~~~~~~~~~~~~~~~~~~~~~~a3 ~~~~~~~~~~18~~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~1 0~ ~~ ~~~~~~~~~~~~~~~~2

0 2 4 8 N 1012 14 1818 20 2224 O 4 8 10 18 20 24 28 32 38 PERCENTRGE SHORTFRLL IN BENEFITS PERCENTRGE SHORTFRLL IN BENEFtTS

LEGENO LEGEND o 8805888 E2PECT00 FAILLrH BE81F15S 10 25.0% M8X5MUMEXPECTEO F81L IN, IENEFITS r8 20.0% 8 858NU8 01XPEC0EO ME tN C08E0 r 2S15.0% 82- 5X8MU4EXPECTE1 ME ON c00,5 rE 00%

- TTRROET YIELO is o.oY - s tRROET YIELO IS 0.r% 8080F[ SW81Cn 1N4POrINT rs -t7.8%6YN0F50 cosr C8180 00? 15 -88 . eY C008 841006580 POrNT55 Z1.6% 0OT081 CHM P850058.58T0 50 8.2 - 59 - 8.08 The risk of the project as a whole, results from the analysis of the two componentsand is shown in Diagram 8.3. It appears that due to the dominance of the rainfed component there is no reasonableexpectation of the project falling below a 10% rate of return even if no tomato concentrate factory is built and the rate of return of the irrigationcomponent remains, for this reason, precarious. This latter risk must be accepted,however, in the interest of pioneeringirrigation development based on undergroundwater resources in this arid and resource-poorcountry.

IX. AGREEMENTTO BE REACHED AND RECOMMENDATIONS

9.01 During negotiationsassurances were obtained from Governmentthat:

(i) it would make satisfactoryand timely arrangementsconcerning the augmentationof the Farm Supplies Fund, for the replenishment of such Fund with monies on account of input subsidiesin PY3, 4 and 5, for the deposit into the Farm SuppliesFund of farmers' payments and repaymentson account of input acquisitions,for the meeting of any default of farmers' credit repayments,and for the adequate replenishmentof the Special Project Account, including meeting any shortfall of water charges (para 4.20);

(ii) it would make satisfactoryaccounting and auditing arrangements (para 4.24);

(iii) the PMU would prepare a project completionreport within six months of the closing date (para 5.02);

(iv) the project manager would be the ONAHA representativefor the Maradi province (para 5.03);

(v) the four district extension assistantswould be seconded to the project prior to December 1980 (para 5.04);

(vi) local staff would be appointedfor adequateperiods of time to ensure againstdisruptions in continuity(para 5.09);

(vii) all consultantsand internationallyrecruited experts as well as key national personnelwill have the necessaryexperience and quali- fications (para 5.09);

(viii) the Associationwould be consultedwhen more than one plot (0.38 ha gross surface) is allocated to a family (para 5.15);

(ix) irrigated land could be repossessedif farmers do not comply with their financial obligationsor cropping rules (para 5.18);

(x) the Governmentwould compensatefor any shortfall of farmers' charges in irrigation(para 5.18); - 60 -

(xi) farmers on the Maradi irrigation scheme would pay recovery charges at a level mutually acceptable to Government and IDA and their level would be reviewed from time to time (para 7.05).

9.02 Conditions of effectiveness would be that:

(1) conditions preceding initial disbursement of the CCCE and IFAD loans have been fulfilled (para 4.19);

(2) Government has (a) opened a line of credit of CFAF 150 million (US$0.7 million) in the Special Project Account with BDRN for prefinancing all project operating costs, and (b) has granted a CFAF 200 million (US$1.0 million) line of credit with CNCA for the Farm Supplies Fund (para 4.20);

(3) The contract documents (cahier des charges) for land allocation in the Goulbi de Maradi irrigated scheme have been cleared and approved at Government level (para 5.15).

9.03 With the indicated assurances and conditions, the proposed project is suitable for a credit on standard terms of US$16.7 million equivalent to the Government of Niger. - 61 - ANNEX I Page 1

NIGER

SECOND MARADI RURAL DEVELOPMENT PROJECT

Responsibilities and Qualifications of Key Personnel

General Manager

1. Under the Minister of Rural Development and the Provincial Governor, the General Manager would be responsible for project execution and its tech- nical, financial, and economic success. He would implement the project direct- ly with staff posted to PMU who would report to him, and indirectly through contacts established with government services at the province level for health, functional literacy, forestry and livestock. He will be assisted by:

i) the Administrative Commercial and Financial Department,

ii) the Technical Department, and

iii) the Monitoring and Evaluation Unit.

2. The General Manager would be appointed for a period of at least three years and he would specifically be responsible for:

a) planning, managing and supervising all project activities;

b) preparing annual work programs and budgets;

c) preparing quarterly and annual progress reports;

d) coordinating project activities with Government agencies operating in the project area, some of them carrying out part of project activities;

e) recruiting all key project staff;

f) ensuring adherence to all covenants of the Credit Agreement; and

g) preparing a completion report and preparing a follow-up project.

3. The qualifications and experience of the Project Manager would be:

a) a post graduate degree (or its equivalent) in agriculture, business or government administration; - 62 - ANNEX I Page 2

b) at least five years' experience in a senior position within the Niger Government administration, preferably in rural development; and

c) a proven ability to lead and coordinate the activities of a team.

Advisor to the General Manager

4. His responsibility would be to advise the General Manager on all the following aspects of the project:

a) planning, managing and supervising all project activities;

b) preparing annual work programs and budgets;

c) preparing quarterly and annual progress reports;

d) coordinating project activities with government agencies operating in the project area, some of them carrying out part of project activities;

e) recruiting all key project staff; and

f) preparing a completion report and preparing a follow-up project.

5. The qualifications and experience of the Advisor to the General Manager would be:

a) graduate degree in general agriculture, agricultural economics, or agriculture research;

b) at least 10 years' experience in a senior management position in an agricultural project;

c) good experience in rainfed farming with most of the project area crops, such as sorghum, millet, groundnuts, cowpeas, and in irrigated crops such as vegetables, cotton, maize, and leguminous and fruit trees;

d) good communication with staff; and

e) fluent in French.

Director of Administrative, Commercial and Financial Department

6. Under the direction of the General Manager he would be responsible for: ANNEX I - 63 - Page 3

a) setting up detailed accounts and a consolidated project account and control of book-keeping;

b) preparing project financial statements, including detailed annual budgets and quarterly cash flow projections;

c) designing and implementing sound internal and management controls particularly with regard to equipment maintenance, stocks and receipts, and vehicle operating costs;

d) follow-up of auditor's recommendations;

e) preparing withdrawal applications from the IDA credit account and maintaining disbursement records for which he would liaise with the IDA Agricultural Projects Coordinator in the Ministry of Rural Development;

f) processing of tender documents and supervision of all pro- curement procedures;

g) establishing an efficient system of recording agriculture credit transactions;

h) dealing with personnel problems; and

i) training in technical and managerial matters all staff under his supervision.

7. The qualifications and experience of the Administrative, Commercial and Financial Director would be:

a) a university degree (or its equivalent) or membership in a recognized professional body evidencing formal knowledge of modern accounting theory and practice in accordance with generally accepted international standards;

b) at least five years' professional experience, preferably in a country using the OCAM or French accounting plans, and some of which in a commercial enterprise, or a large public corporation; and

c) actual experience with procurement (preferably including agricultural inputs), with input distribution and rural credit.

Technical Director

8. Under the direction of the Project Manager, he would be responsible for all technical operations including the development of rainfed agriculture and the implementation of an irrigation scheme on about 1,000 ha. He would be assisted by the division chiefs for Agriculture, Cooperative Training, Irriga- tion and Civil Works, and Training. His duties would specifically include: - 64 - ANNEX I Page 4

a) planning the annual agricultural work program for all technical divisions;

b) supervising the execution of all technical programs;

c) periodically reviewing and revising all technical recommenda- tions for project technical activities;

d) ensuring close coordination between the technical divisions with special attention to extension and training programs;

e) assisting the training and extension chief in establishing extension programs and the training of extension staff;

f) liaising and coordinating with the chief of the Monitoring and Evaluation Unit;

g) ensuring the preparation of monthly progress reports; and

h) liaising with the agencies of the Ministry of Rural Development at the province level.

9. The qualifications and experience of the Technical Director would be:

a) a university degree (or its equivalent) in agriculture;

b) at least five years' professional and practical experience with the introduction of improved farming techniques to smallholders under rainfed conditions; and

c) preferably some experience with applied research on farming systems and farm management, irrigation development and training.

Chief of the Monitoring and Evaluation Unit

10. Under the direction of the Project Manager he would be responsible for:

a) identifying and selecting the main key indicators of the project and organizing a survey of the farms in the project area;

b) establishing sampling procedures for farm monitoring, and implementing a system of keeping farm records;

c) instituting studies of the main farming systems, and carrying out baseline farm management studies; - 65 - ANNEX I Page 5

d) designingand establishingbaseline data for current planning and future evaluation. The survey would cover the followingmain aspects: (i) human resources, (ii) cropping and livestock patterns and activities, (iii) mechanization,(iv) input use, (v) markets and marketing, and (vi) farm incomes;

e) assistingwith defining the overall developmentstrategy in the project area;

f) liaising and.coordinating the work of consultantson rural sociologyand consultantsinvolved in preparationof a possible follow-upproject;

g) training and supervisingthe enumerators;and

h) training in technicaland managerialmatters all staff under his supervision;and

i) he would visit APMEPU and one or two agriculturaldevelopment project monitoring and evaluation units in Nigeria, shortly after taking up post.

11. The qualificationsand experienceof the Chief of the Monitoring and EvaluationUnit would be:

a) a university degree (or its.equivalent)in agricultural economicsor a related discipline;

b) at least five years of professionalexperience in project evaluation techniques,including sampling techniques,data collectionwith rural people and statisticalanalysis; and

c) experiencewith data processing and analysis is essential.

AgricultureDivision Chief

12. Under the direction of the Technical Director he would be res- ponsible for:

a) planning the annual agriculturalwork program;

b) implementing,executing and coordinatingthe work programs for extension,seed production and applied research and agricultural production in rainfed and irrigatedareas, within CPR and the CFJA;

c) introducingimproved farming techniques;

d) periodicallyreviewing and revising all technicalrecommenda- tions for agriculturalproject activities; - 66 - ANNEX I Page 6

e) assisting the four sections: production/extension, seed production, applied research, and irrigated production in establishing their work programs;

f) specifying annual agricultural input requirements in liaison with the cooperative division and UNCC; and

g) coordinating the applied research and extension services work with a view to introducing improved cultural practices or necessary modifications to farmers.

13. The qualifications and experience of the Agriculture Division Chief would be:

a) a university degree (or equivalent) in agriculture; and

b) at least five years' professional and practical experience with extension, rainfed and irrigated production, seed multiplication, and applied research.

Advisor to the Agriculture Division Chief

14. His responsibility would be to advise the Agriculture Division Chief on all the following aspects of his task:

a) planning the annual agricultural work program;

b) implementing, executing and coordinating work programs for extension, seed production, applied research, and agriculture production in rainfed and irrigated areas, within CPR and the CPJA;

c) introducing improved farming;

d) periodically reviewing and revising all technical recommenda- tions for agriculture project activities;

e) assisting the four sections: production/extension, seed pro- duction, applied research, and irrigated production in establishing their work program;

f) specifying annual agricultural input requirements in liaison with the cooperative division and UNCC; and

g) coordinating the applied research and extension services work with a view to introducing improved cultural practices or necessary modifications to farmers;

15. The qualifications and experience of the Advisor to the Agriculture Division Chief would be: - 67 - ANNEX I Page 7

a) a universitydegree (or equivalent)in agriculture;

b) at least five years' professionaland practical experience with agricultureproduction, research or seed multipli- cation in rainfed and irrigated farming;

c) interestcovering the whole system of agriculturalpro- duction; and

d) good communicationability and fluency in French.

CooperativeSupport Division Chief

16. Under the direction of the Technical Director he would be respon- sible for:

a) developingthe cooperativesystem in the project area;

b) collectingthe needs and organizing input supply;

c) assisting cooperativesin marketing;

d) keeping financialrecords of cooperatives;

e) training the cooperativestaff; and

f) ensuring smooth transitionwith the new organizationto be implementedby the Government.

17. The qualificationsand experience of the CooperativeTraining Division Chief would be:

a) a universitydegree (or equivalent)in agriculture;and

b) at least three years' professionaland practical experience with cooperativeactivities with UNCC.

Irrigationand Civil Works Division Chief

18. Under the directionof the TechnicalDirector he would be res- ponsible for:

a) coordinatingall work programs within the project, irrigation, development,building constructionand maintenanceand, truck maintenance;

b) coordinatingconsultants' work and programs;

c) supervisingimplementation of contractedworks (studies, drilling,supply); - 68 - ANNEX I Page 8

d) implementing work on force account (land preparation and irrigation network);

e) advising contractors for preparation of bills to meet project and finance requests;

f) giving final agreement for all civil works;

g) designing all small buildings to be constructed wlthin the project;

h) preparing tender documents for all civil works, and technically evaluating bids; and

i) coordinating with the Administrative, Commercial and Financial Director all matters related to the procurement of civil works.

19. The qualifications and experience of the Irrigation and Civil Works Division Chief would be:

a) a university degree (or equivalent) in rural civil work or irrigation works, and

b) at least five years' professional and practical experience with irrigation development work.

Works and Equipment Section Chief

20. Under the Irrigation and Civil Works Division Chief he would be responsible for:

a) all work on force account, land levelling, reservoir basins, irrigation and drainage canals, roads, tracks and dikes construction for the irrigation component; and

b) work in the rainfed area including road and building maintenance.

21. The qualifications and experience of the Works and Equipment Section Chief would be:

a) a university degree (or its equivalent) in rural engineering; and

b) at least 10 years of experience in irrigation work and specially in land levelling. - 69 - ANNEX I Page 9

Training Division Chief

22. Under the direction of the Technical Director he would be res- ponsible for:

a) evaluating the level of extension staff and the needs in training;

b) establishing training programs for extension staff at all levels;

c) preparing in cooperation with the CFJA and CPR trainers, annual work programs, assisting them during implementation, and monitor- ing their activities;

d) coordinating training activities of all project divisions;

e) teaching the main subjects in extension training;

f) organizing the participation of project staff members, representatives of research and government organizations in the teaching program;

g) evaluating in coordination with the Production and Extension Section Chief the field activities of the extension staff;

h) coordinating with consultants on training and agricultural extension;

i) liaising with the Kolo Agricultural Training Institute;

j) assisting in the recruitment of trainees; and

k) preparing the shift of CFJA responsibilities to new activities which could include training extension agents for the south- eastern part of the country.

23. The qualifications and experience of the Training Division Chief would be:

a) a university degree (or its equivalent) in agriculture or related discipline;

b) at least five years' professional and practical experience with extension training; and

c) experience with the introduction of agricultural extension to illiterate small farmers. - 70 - X 2 Table l NIGER

SECOND MARADI RURAL DEVELOPMENTPROJECT

Physical Input and Yielde

Triple

Seed Fungicide 1/ Supheo 11rea Insecticide Yield Kg/ha (Kg/ha) (packets/ha) (Kg/ha) (Kg/ha) (1/ha)

I. MILLET (M)/SORGHUM(S) M S M S

Madarounfa unimproved 8 16 _- - - 550 Themes I and 1 1 0 25 1 2 - - - 675 Themes I to IV 3i 10 25 l 2 50 50 - 975

Aguie/Tessaoua/G,Roumji unimproved 8 16 _- - - - 450/400/450 Themes I and II 10 25 1 2 - - - 525/450/525 Themes I to IV 10 25 l 2 50 50 - 775/625/750

I.GROUNDNUTS

Madarounfa unimproved 30 - - - - 500 Themes I and II 60 4/ 5- - - 600 Themes I to IV 60 5 50 - - 800

Aguie/Tessaoua/G.Rour..Ji unimproved 30 - - - - 400 Themes I and II 60 5- - - 480 Themes I to IV 60 5 50 - - 600

I. COWPEAS unimproved 15 - 15 - - 400 improved 20 2 50 - 4,5 650

l/ 25 gr. packet. 2/ Themes I and II : use of improved seed treated with fungicides. 3/ Themes I to IV in addition to Themes I and II (a) Use of higher density 10,000 hill/ha for cereals 150,000 hill/ha for groundnuts ; 55,000 hill/ha for cowpeas ; (b) use of fertilizer : cereals = TSP 50 kg/ha plus urea 50 kg/ha ; groundnuts and cowpeas 5P 50 kgtha ; (c) use of insecticide : cowpeas 4.5 1. 4/ Shelled seed (or 100 kg/ha unBhelled). ANNEX 2 TABLE 2

NIGEP

SECOND MARADI AGRICILTIdRAL DEVELOPMENTPROJECT

Return Per ha and Per Man-Day (FCFA)

roo G.P. - Irnu VCa Net Return Labor eurpr iIyIncremental Retn Loe Jubsidid nsubsidised Subsidined Unsubsioised mn ubs,daed Unsubsidised Subsidised Unsubsidised

Millet/Sorghum

North unimproved 21250 19450 '00 300 19150 19150 45 425 425 )/ / imnmroved ' + 2 ?5COC 22875 400 600 22475 22275 51 440 437 554 521 ) 456 233 improved 1 to 4 '625C 13175 4000 8900 29175 24275 67 435 362 419 125 )

South -!/ nimproved 27500 ?5175 '00 300 24875 24875 48 518 518 improved 1 + 2 -75C '0875 400 600 30475 30275 54 564 560 933 900 ) 562 387 improved 1 to 4 4P75C 4460G 4000 8900 40600 '5700 76 5'4 470 645 247 )

Groundnute

North unimproved 24000 2195C 2500 2500 19450 19450 67 289 789 improved 1 + 2 2880G 26'50 5100 7200 21250 19150 71 300 270 450 - 75 ) 850 275 improved 1 to 4 3600() '?950 6700 11300 26250 21650 75 350 289 1250 625 )

South '/unimproved 3000G ?7450 2500 2500 24950 24950 69 362 362 improved 1 + 2 36000 32950 5100 7200 27850 ?5750 74 376 348 580 160 ) 1115 698 improved 1 to 4 48000 43925 6700 11300 37285 32625 80 465 408 1562 1145

Cowpeas21

unimproved 20000 18300 700 700 17600 17600 54 326 326 improved 1 to 4 32500 29750 5300 11400 2445C 18350 62.5 391 294 8o5 88

Irrigated Area :/

Cotton improved 168000 154000 6 5 8 0 0 6 8 1 4 0 0 -/ 106150 72600 177 600 410 Sorghum improved 109000 100000 31000 40300 69000 59700 94 734 635 Cowpeas improved 100000 90000 18600 26700 71400 63300 95.5 748 663 Maize improved 190000 175000 97100 109400 77900 65600 96 811 683 Tomatoes improved 650000 600000 109100 125600 490900 474400 384 1278 1235 Trees 100oo0 91000 2000 6000 89000 85000 39 2282 2180

2 L Average of Aguie, Tessaoua and G. Roumji. 2/ Same for North and South; only one package (1 to 4). ' For cereals, official market Drices are used. g/ Except for irrigated area, an average of official and market nrices is used throughout: millet/sorghum 50 F/kg; cowpeas 50 F/kg; groundnuts 60 F/kg. I/Input prices in CFAF/kg. All unimproved seed at output prices. Improved seed at economic price millet/sorghum 63; cowpeas 67; groundnuts 69; maize 58. Other items at subsidised/unsubsidised prices fungicide 15/35 per 25 gr. package; superphosphate triple 33/75; urea 38/75; ineecticides 600/1300 liter (interest included for fertilizer). W Cost of irrigation included CFAF 8.20/m3. / In 1979 insecticides for cotton were provided free of charges. 2 Incremental return for shift from unimproved to improved 1 to 4 for subsidised and unsubsidised, respectively. NIGER

SECOND MARADI kGaICULTURAL DEVELOPMENT PROJECT

Peturn Per Farm and Man-Dey

Input Coste 21 Net Return Net Return Per Gross Return / FCFA 1000 FCFA 1000 Man-Days Region and Farm Type FCFA 1000 af Labor Man-Day (FCFA) Subeidised Uneubsidised Subsidised Unsubsidised Subeidised Un6ubsidis0d

A. Rainfed

North 3/ 4 Unimprovedl 4- 106 3 'C3 103 260 396 396 Improved Th. 1 and 2 115 5 6 110 109 278 396 389 Improved Th. 1 to 4 - 132 il 21 121 111 300 40' 770 Animal Traction 7/ 132 il 21 121 111 290 417 83

South 8/ Unimproved - 9/ 131 4 4 127 127 269 472 472 Improved Th. 1 and 2 - 146 5 7 141 139 283 498 491 Improved Th. 1 to 4 12/ 175 14 25 161 150 318 506 472 1 Animal Traction 7/ 175 14 25 161 150 296 5/ 544 507

B. Irrigated Scheme

Improved irrigation il/ 93 45 56 48 37 73 658 507 Imuroved rainfed 12/ 16o 10 26 150 134 300 500 447

Total 753 55 72 198 181 373 531 485

Total with Fruit Trees -/ 284 57 78 227 206 386 588 534

1/ Minus 8.5% lasses; see Table 2 above. Weighed with cropping pattern as specified in footnotes 4/ to 12/. 2/ See Table 2. Weighed with cropping patterns as specified in footnotes 4/ to 12/. 3/ Average of Aguie, Tessaoua and G. Roumji. / 5 ha 44 of which 4.17 millet/sorghum; 0.25 groundnuts; 1.02 cowpeas. 5/ 5 ha 44 of which Themes 1 and 2 applied on 2 ha millet/sorghum and O ha 50 groundnuts. Traditional cultivation on 1 ha 94 millet/eorghum and L ba cowpeas. 6/ 5 ha 44 of which traditional cultivation applied on 1 ha 94 millet/sorghum and 0 ha 70 cowpeas; Themes 1 and 2 on 1 ha millet/sorghum; f Themes 1 to 4 on 1 ha millet/sarghum, 0 ha 50 groundnuts and O ha 30 cowpeae. ' " 7/ Animal traction would ensure faster work and fewer man-days/ha but is proved to have little impact on the cultivated area. Costa are currently amortized by renting to neighbore. Animal traction ie used on the whole farm. Ceat calculated during the '-year amortization period for irrigation only since disposal of equipment for rental would be reduced. 8/ 5 ha 33 of which 3.84 millet/sarghum; 0.70 groundnuta; 0.69 cowpeas and 0.10 miscellaneous. 9/ 5 ha 33 of which Themes 1 and 2 applied on 2 ha millet/sorghum and C ha 70 groundnuts. Traditional cultivation on 1 ha 84 millet/sorghum and O ha 69 cowpeas. Miscellaneous 0 ha 10. 10/ 5 ha '3 of which traditional cultivation applied on 1 ha 84 millet/earghum and O ha 19 cowpeas. Themes 1 and 2 on 1 ha millet/sorghuo. Themes 1 to 4 on 1 ha millet/sorghum, 0 ha 70 groundnuts, O ha 50 cowpeas, and 0.10 miscellaneous. 11/ 0 ha 32 cultivated with improved cultural practices at 180% at full development; cotton 0.16; sorghur c.o8; cowpeas C.C8; maize 0.'4; tomatoes 0.02; without trees. 12/ Assuming that the average farn haa 50% of the area under Themea 1 and 2 (South) and 50% of the area under Themes 1 teo 4 (iouth). 71/ Tree at full production after 10 years. Il/ Man-daya per ha with animal traction (not shown in Table 2) are; for millet,'sorghum 56/ha; for groundnuts 5'2,/ha; for cowreas 52.5/ha. 15/ Man-days per ha with animal traction (not shown in Table 2) are: for millet/sorghuo, 58/ha; for grounrnuts 55/ha; for cowneas 52.5/ha. - 73 Amex 2

SSCMM AIADX RURALDEVELO?UT YROJECT

IhimagodI 1M d Ix,d 21 AMOfeaaied and Ltod Ce..

vithoiit ProJ.cti, 91 1 P 2 PY 3 n 4 T 5

NORTH NORTH ~~~~~~~~~-~-----~~000ha------

Uni proved Mi4llet/Oorghu 167.7 157.0 152.0 145.5 136.8 130.0 Groundnute 7.0 4.1 3.1 1.9 2.0 1.2 Cowpeaa 43.1 43.2 44.1 45.2 45.6 45.6 Subtotal 217.8 204.3 199.2 192.6 184.4 17.-8 Improved Thems 1 md 2 )lillet/sorshu 4.4 16.5 23.5 30.3 37.8 44.2 Groundnuts 2.0 5.9 8.9 12.0 13.2 13.0 Subtotal 6.4 22.6 32.4 42.3 51.0 57.2

Iuproved Themb 1 to 4 9fillet/Borgbuf * 3.0 3.6 6.3 9.8 12.6 16.9 Groundnute 1.9 2.8 3.5 4.5 6.6 8.9 Cowpees 0.2 0.8 1.7 2.1 2.7 3.6 Subtotal 5.1 7.2 11.5 16.4 21.9 29.4

Total 229.3 233.9 243.1 251.3 257.3 263.4

SOUTH

Unimproved ±illet/Sorgbuo 74.8 68.8 64.4 59.6 56.8 53.7 Groundouts 3.2 1.6 1.3 1.2 1.3 0.9 Cowpeas 15.3 15.3 15.0 14.7 14.4 14.1 SubtOtai 93.3 85.7 ô0.7 75.5 72.5 68.7

I'proved Thesa 1 and 2 Nillet/SorghuP 1.5 6.0 13.3 15.7 19.3 22.0 Groundnuts 2.6 5.2 6.6 8.2 8.0 7.7 Subtotal 4.1 13.2 19.9 23.9 27.3 29.7

Improved The_m 1 to 4 `iîllet/Sorghu' 1.5 2.0 3.1 5.3 6.5 8.8 Grouadnuts 2.3 2.4 3.1 4.0 4.8 6.2 Cowpeas 0.1 0.5 1.0 1.6 2.2 2.8 Subtotal 3.9 4.9 7.2 10.9 13.5 17.8

Total 101.3 103.8 107.8 110.3 113.3 116.2

PROJECT ARlA

Unimproved ±illat/Sorghau 242.5 225.8 216.4 205.1 193.6 183.7 Croundoute 10.2 5.7 4.4 3.1 3.3 2.1 o,pepas 58.4 58.5 59.1 59.9 60.0 59.7 Subtotal 311. 1 290.0 279.9 268.1 256.9 245.5 IXproved Them_ 1 nmd2 Nl1iet/Sorthu 5.9 24.5 36.8 46.0 57.1 66.2 Groundauts 4.6 11.1 15.5 20.2 21.2 20.7 Subtotal 10.5 35.6 52.3 66.2 78.3 86.9

Improvsed Theme 1 to 4 Nill t/SorghuU 4.5 5.6 9.4 15.1 19.1 25.7 Groundflute 4.2 5.2 6.6 8.5 11.4 15.1 Coupus 0.3 1.3 2.7 3.7 4.9 6.4 Subtotel 9.0 12.1 18.7 27.3 35.4 47.2

GIUND TOTAL 330.6 337.7 350.9 361.6 370.6 379.6

IllpROVFD AREA S

Thme_ 1 and 2 3.2 10.5 14.4 18.3 21.1 22.9 Theme 1 to 4 2.7 3.6 5.3 7.5 9.6 12.4 IRRIGATION SCHIUE LJ

Improved Cotton - 0.050 0.140 0.230 0 325 0,420 Sorghum - 0.025 0.070 0.115 0.162 0.210 Leguminous - 0.025 0.070 0.115 0.162 0.210 4alze - - 0.040 0.122 0.240 0.376 Vegetable - - 0.006 0.017 0.028 0.039 'rotal 0.100 0.326 0.599 0.917 1.255

1/ The Oum of non-adopting far_ *nd of unimpreoved are. of farum adoptiag i.aproved cultural practicea. 2/ Rate of adoption of i provmd cultural practices vary between 5 and 10S per year according to local climte snd *oil conditions in escah district. 31 Aggregated from fats model et 4/ At full devalopust, t. years after the project'a ad, 1510ha would be cultivated under irrigation. ANNEX2 Table 5 NIGER

SECONDMARADI RURAL DEVELOPMENT PROJECT

Incremental Inputs for Rainfed and Irrigated Areas

Volumes Supplied Total PYl PY2 PY3 PY4 PY5 Increments

2/ Improved Seed (tons) Millet 3/ 192 161 143 152 157 805 Sorghum 4/ 128 107 95 101 105 536 Cowpeas 5/ 22 32 27 33 42 156 Groundnuts6/ 504 486 546 326 260 2,122 Cotton 2 3 3 3 3 14 Maize - 1 3 4 5 13 Trees - 11,300 7,300 7,700 7,700 34,000

Chemicels Fungicides ('000) 72 67 69 53 49 310 T.S.P. (tons) 7/ 231 492 605 567 736 2,631 Urea (tons) 8/ 88 243 343 277 411 1,362 Insecticides('000 liters)

Equipment Sprayers 9/ 231 329 261 310 381 1,512 Animal Drawn EquipmentLO/ 5oo 500 500 500 500 2,500

~/ Input per ha from Annex II Table 1>area AnnexII Table 4 plus eeed zglttplication. t/ Seed renewed every year for cowpeas,maize, and cotton;everytwo yeçrs for millet and sorghum and every four years for groundnuts. S/ P3 KOLO progressivelyreplaced by CIVT. ç/ L30 on flood plains and a2b2 on the plateau; the latter being pregressively replaced by a4d,8.2.3 SJ TN 8865. 4 S/ 55437 and 4716 7/ 50 kg/ha for groundnuts,cowpeas,and cereal8 Th 1 to 4 S,/ 50 kg/ha for cerealsTh 1 to 4. t./ One sprayer for 5 ha. LO All incremental,no replacementduring project life. - 75 - Annex 2 -,able 6

NIGER

SECOND MARADIRURAL DEVELOPHENTPROJECT

Outputs of Rainfed and Irrigated Crops

Without Project j1 PY 1 PY 2 PY 3 PY 4 PY S

…------…000 tons------

NORTH Unimproved Millet/Sorghum 72.5 67.9 65.8 62.9 60.2 56.3 Croundnuts 2.8 1.7 1.2 0.8 0.8 0.5 Cowpeas 17.3 17.3 17.7 18.1 18.2 18.3 Subtotal 92.6 86.9 84.7 31.8 79.2 75.1

Improved Th. 1 and 2 Millet/Sorghum 2.2 8.1 11.6 15.0 18.8 22.0 Groundnuts 1.0 2.8 4.2 5.8 6.3 6.2 Subtotal 3.2 10.9 15.8 20.8 25.1 28.2

Irproved Th. 1 to 4 Millet/Sorghum 2.2 2.6 4.6 7.1 9.0 12.0 Groundnuts 1.2 1.7 2.3 2.9 4.2 5.7 Cowpeas 0.1 0.5 1.1 1.4 1.7 2.3 Subtotal 3.5 4.8 8.0 11.4 14.9 20.0

Total 99-3 102.6 108.5 114.0 119.2 123.3

SOUTH Unimproved Millet/Sorghumi 41.1 37.8 35.4 32.8 31.2 29.5 Croundnuts 1.6 0.8 0.7 0.6 0.6 0.4 Cowpeas 6.1 6.1 6.0 5.9 5.8 5.6 Subtotal 48.8 44.7 42.1 39.3 37.6 35.5

Improved Th. 1 and 2 Millet/Sorghum 1.0 5.4 9.0 10.6 13.1 14.9 Grounduts 1.5 3.1 4.0 4.9 4.8 4.6 Subtotal 2.5 8.5 13.0 15.5 17.9 19.5

Improved Th. 1 to 4 Millet/Sorghum 1.5 2.0 3.0 5.1 6.3 8.6 Groundnuts 1.8 2.0 2.5 3.2 3.9 4.9 Co-peaa 0.1 0.3 0.7 1.0 1.4 1.8 Subtotal 3.4 4.3 6.2 9.3 11.6 15.3

Total 54.7 57.5 61.3 64.1 67.1 70.3

PRI)JECT AREA Uni.proved Millet/Sorghum 113.6 105.7 1-11.2 95.7 91.4 85.8 Groundnuts 4 4 2.5 1.9 1.4 1.4 0.9 Cowpeas 23.4 23.4 23.7 24.0 24.0 23.9 Subtotal 141.4 131.6 126.8 121.1 116.8 110.6

Improved Th 1 and 2 3 2 13.5 20.6 25.6 31.9 36.9 Erulne/drnuts 2:5 5.9 8.2 10.7 11.1 10.8 Subtotal 5.7 19.4 28.8 36.3 43.0 42.7

Improved Th.1 to 4 Millet/Sorghum 3.7 4.6 7.6 12.2 15.3 20.6 Groundnuts 3.0 3.7 4.8 6.1 8.1 10.6 C-wpeas 0.2 0.8 1.8 2.4 3.1 4.1 Subtotal 6.9 9.1 14.2 20.7 26.5 35.3

Grand Total 154 160.1 169.8 178.1 186.3 193.6

Iaproved Production % Th. 1 and 2 3-7 12.1 17.0 20.4 2J.1 24.6 Th. 1 to 4 4.5 5.7 8.4 11.6 14.2 18.2

IRRIGATION SCEE

Cmprote - 0.1 0.4 0.6 0.8 1.0 Sorghtom 0.06 0.2 0.3 0.4 0.5 Leguminous - 0.05 0.1 0.2 0.3 0.4 Maize - - 0.2 0.5 0.8 1.2 02 05 08 12 Vegetable-Subtotal - 0.2 1.O 2.0 3.1 4.4

1/ Aggregated from frar model ulsng an increase of 11% in farm numbers over the 9 roject life. NIGER

SECOND _RADI RURALA_VELOPMENT PROJECT

Farmers' Retur0 with AdoptiC u Prcie

RAINFE- ARKING Subsidi.ed Prices Unsu_ajdized Prices IRRIGA1T;D FARMING iubsidized Fricee U| subsidi..d Prices _ ~~~~~~~~~Typeof Farm - South6/ 5h"23__

------______------CF---______. ------______------_ _----_-CFA]- -- 'OO-______-______tanual Cultivation Cuitiv1tion 1nual Gro.s ReturnL/ 106 115 132 115 132 Grose Retornl/ of ohich cash soîesI/ 1? 160 124_/ 160 1242 18 33 18 53 of which cash sa1e6_/ 74 118 74 li8 Coster...port of Outputs to Mrket3/ -- 1 1 1 1 Co5seraport of Outputs to Mark.t2/ 4 Inputs Pri,ncipai/ 5 4 5 3 5 10 6 20 Inputs Principa1/ Interest_/ 9 42 20 53 _- 0.3 o.6 0.4 1.5 interestâ/ Subtotal o.8 2.7 1.5 3.3 3 11.6 7 22.3 Subtotal 13.8 49.7 25.5 61.3 Net Rleturn 103 108.3 120.4 107.4 109.7 Net Return Net Return per h.. 146.2 74.3 134.5 62.7 18.9 20. 22.1 19.8 20.2 Net Return per ha. 27.9 232 25.7 Net Cash Income 9 196 11.7 21.4 Jn.f 10.7 Net Cgsh lncoes 60.2 68.3 48.5 56.7

Type or ForM - South 5 ha,3

nual Cultivation Anieal Traction/

Gross Peturnl/~ 2,'z133 146 175 146 175 Orofs cesrn2./ of shi.h cash sales- 160 124Z/ 160 124 39 51 74 51 74ofhchah 1e.Y4î874u Coato. o, ~~~~~~~~~~~~~~~~~~~~~Cosat Transport of OGtp/ts to Market' 2 3 4 4 Inpots PrincipalS/ Ispota Princina 9 42 4 5 13 7 24 2t Seasonal Intereat 0.8 2.7 Irterest5/ __ 1.5 3.3 0.3 o.8 0.5 1.5 Mediu Tee. Loan S.btoto1 Repavyent9/ 14.4 14.4 24.3 6 8 . 317 . 10.5 2ub.5 s.hotat1 56 3 Net Return 125 137.7 157,2 135.5 145 5 Net Return 135.8 Net Retorn Per ha. 23.9 26.3 79.3 110.2 67.7 300 25.9 27 Net Return per M. Net Coah Income 2b.9 247.8 21.1 211.6 33 42.? 56.2 0, .5 4 .5 Net Cash I-ome 49.8 73.3 24.2 61.7

aretorst Annex 2, Table 3. 2/ Cash sole. estimated as the proportion of gro.s income from the oluoe of produce in exceos of 2200kg cereals and 200kg legoolsoos per form in the north and 1500 kg c-reals or 140kg in the south. All incremental gro. retors avtailble for cash e-l,e. leguoicooe D/Cifference bet.een base and adjusted groas return at Annex 2, Table 3. Supplied as seasonal credit in kind. Interest at 9.5% par y-ar of 8 montho. 6 Owners would cultivate a rainfed form on the plateau and an irrigeted plot. /Including trees at f1l1 production affer 10 years. Returns without trees are shown et Anneo 2, Table 3. ç No doua payment in the project area. Complete oeit cst CFAF 72,500 e-beidized. Unsubsidized, CFAF 122,500 2/ Three yeare 9.5% per year - interest included. NIGER

MARADI Il RURAL DEVELOPMENTPROJECT ! PROJET DE DEVELOPPEMENTRURAL MARADI II

1-2 / Project Cost Estimates Coûts prévisionnels du Projet

Expenses by Categories of Same Type Dépenses par catégories de même nature

(CFAF 000)

PY I PY 2 PY 3 PY 4 PY S Total Année I Année 2 Année 3 Année 4 Année 5

L.A Investment Expenditures 809,555 370o760 623,350 353,075 199,215 2,355,955 I.A Dépenses d'investissements immobiliser I. Initial Expenses 100,000 - - - - 100,000 I. Frais à 2. Civil Works/Construction 75,475 24,750 - - - 100,225 2. Génie Civil/Constructions 34 Irrigation Works 280,310 171.820 426,090 170,860 89,550 1,138,630 3. Travaux d'irrigation 4. Vehicles and Equipment 214,970 108.345 95,785 127,775 83,080 629,955 4. Vehicules et équipement 5. Wood Plantations 4,500 - - - - 4,500 5. Bois de village 6. Animals of the Project 3,000 4,000 5,000 5,000 8,000 25,000 6. Animaux du projet 7. Working Capital 50,000 20,000 20,000 10,000 - 100,000 7. Fonds de roulement 8. Physical Contingencies (12 , in average) 81,300 41,845 76,475 39,440 18,585 257,645 8. Imprévus physiques (12% en moyenne)

I.B Agricultural Credit Program 229.150 242.110 276,390 245,225 264,665 1,257,520 1.B Programme de Crédit Agricole

1. Short term Inputs 137,880 148,,80 180,444 151,464 168,192 786,360 1. Intrants à court terme et animaux à 1 2. Medium term small equipment and animals 70,422 71,720 70,818 71,467 72,413 356,840 2. Petit équipement moyen terme

3. Physical Contingencies (10%) 20,828 22,010 25,128 22,294 24,o60 il4,320 3. Imprévus physiques (10%)

1.C Operating Costs 758,455 788,435 898,725 913,155 851,925 4,210,695 L.C Charges d'exploitation

1. Local Staff 349,545 357,635 370,135 378,845 387,13S 1,843,295 1. Personnel local 2. Expatriate Staff (See detailed table) 151,400 151,400 151,400 151,400 151,400 757,000 2. Personnel expatrié (voir Tableau détaillé) 3. Consumable Supplies 32,400 38,600 42,800 43,100 43,100 200,000 3. Matières consommables 4. Maintenance and Repairs 39,700 53,400 67,100 77,000 83,800 321,000 4. Entretien et réparations 5. Training Expenses 55,000 55,000 51,000 51,000 51,000 263,000 5. Frais de formation 6. Audit and Surveys 30,000 30,000 105,000 100,000 30,000 295,000 6. Révision comptable et études 7. Other Operating Costs 77,000 77,000 77,000 77,000 77,000 385,000 7. Autres charges 8. Physical Contingencies (10% except for staff) 23,410 25,400 34,290 34,810 28,490 146.400 8. Imprévus physiques (10% sauf sur personnel) Subtotal (A+B+C) 1.797.140 1,401,305 1,798,465 1,511,455 1,315,805 7,824,170 Sous-total (A+B+C) Provision pour hausse des prix Provision for Price Increase (See detailed table) - 158,080 414,410 574,990 734,920 1,882.400 (Voir Tableau détaillé) ToTal PROJTCT COST 1,797,140 1,559,385 2,212,875 2,086,445 2,050,725 9,706,570 COIIT TOTAT DlI PROIFT

CFAF 000 1,800,000 1,560.000 2,210,000 2.090,000 9,710,000 FCFA 000

US$ 000 8,600 7,400 10,600 9,900 9,800 46,300 SEll 000 I

I.D Technical Central Evaluation Unit (Niamey) 300 280 220 200 200 1,200 1.D Unité Centrale d'Evaluation Technique (Niamey) 6 8 0 uRAND TuTAL 8,29.. L. 10 802 10,100 10Q000_M TOTAL GENERAL

2 drought-oxen, cows 1 dollar EJ = 210 FCFA

J us$ I = CFAF 210 NIGER

MARADI Il RURAL DEVELOPMENTPROJET / PROJET DE DEVELOPPEMENTRURAL MARADI Il

2-2. Project Cost Estimates / Coûts prévisionnels du projet

Expenses by Center of Responsibility or by Component Dépenses par Centre de responsabilité ou composante (CFAF 000)

PYI PY2 PY3 PY4 PYb Année 1 Année 2 Année 5 Année 4 Année 5 Total

1. General Management 2ii905 97,645 98,510 175,725 103,425 686,370 1. Direction Générale 1.1 Initial expenses 100,000 - - - -- 100,000 1.1 Frais à immobiliser 1._ Véhic.es 4,500 - - - 4,300 8,600 1.2 Véhicules 1.3 Office equipment and furniture bO0 - - _ - 500 1.3 Matériel et mobilier de bureau w 1.4 House furniture 1,000 500 - - - 1,500 1.4 Mobilier d'habitation 1.5 Local Staff salaries 7,035 7,035 7,035 7,035 7,035 f, '75 1.5 Salaires personnel local 1.6 Expatriate Staff salaries 33,700 33,700 35,700 33,700 33,700 168,5o0 1.6 Salaires personnel expatrié 1.7 Audit and Surveys 30,000 50.000 50.000 100,000 30,000 220,000 1.7 Révision comptable et études 1.8 Other operating costs 19,240 21,235 22.525 22,720 22,870 108,590 1.8 Autres charges d'exploitation 1.9 Physical contingencies 15,290 5.175 5,250 12,270 5,520 43,505 1.9 Imprévus physiques

2. Evaltuation Unir (Maradi) 52,82b 26,570 26,570 30,075 26,570 142,61i 2. Cellule d'évaluation 'Maradi) 2.1 Vehicles 3,353 - - 3,335 - 6,670 2.1 Véhicules 2.2 Office equipment and furniture 1.500 - - - l,OO 2.2 Matériel et mobilier de bureau 2.3 House furniture 1,000 - - - - 1,000 2.5 Mobilier d'habitation 2.4 Local Staff salaries 6,300 6,300 6,300 6,500 6,300 31,500 2.4 Salaires personnel local 2.b Expatriate Staff salaries 18,400 18,400 18,400 18,400 18,400 92,000 2.5 Salaires personnel expatrié 2.6 Other operating costs 1,700 1,700 1,700 1,700 1,700 8,500 2.6 Autres charges d'exploitation 2.7 Physical contingencies 590 170 170 340 170 1,440 2.7 Imprévus physiques

3. Financial Commercial and Administrative 166,515 126,410 127,87b 114,395 104,575 633,570 5. Direction Financière Comerciale et Department Administrative 3.1 Vehicles 2,490 1,245 2,150 - 2,490 8,375 3.1 Véhicules 3.2 Equipment 1,000 500 - 250 250 2,000 3.2 Matériel 3.3 Furniture 1,500 500 - - - 2,000 5.3 Mobilier 3.4 Working Capital 50,000 20,000 20,000 10,000 - 100,000 3.4 Fonds de roulement 3.5 Local Staff salaries 28,675 28,675 28.675 28,675 28,675 143,375 3.5 Salaires personnel local 3.6 Expatriate Staff salaries 42,800 42,800 42,800 42,800 42,800 214,000 3.6 Salaires personnel expatrié 3.7 Other operating costs 25,890 27,750 29,220 28,770 27,360 138,990 3.7 Autres charges d'exploitation 3.8 Physical contingencies 7,960 4,940 5,030 3,900 3,000 24,830 3.8 Imprévus physiques

'mI D q tr (DK) 2.2 Project Cost Estimates Z Coûts prévisionnels du projet

Expenses by Center of Responsibility or by Component / Dépenses par Centre de responsabilité ou composante (CFAF 000)

PY1 PY2 PY3 PY4 PY5 Année 1 Année 2 Aanée Année 4 Année 5 Total

4. Technical Department 1,360,165 1,120,150 1,512.030 1,155.720 1,039,905 6.187,970 4. Direction Technique 4.1 Management 21.325 18,655 18,315 19,345 22.095 99,735 4.1 Direction 4.2 Agriculture Division 240.510 238.510 258,910 290.520 293.100 1,321.550 4.2 Division Agriculture a. Production and extension 162,670 148,670 148,670 162,670 148,670 771,350 a. Production et vulgarisation b. Seed multiplication 11,270 12,530 15,890 17,150 17,990 74,830 b. Multiplication des semences c. Applied research 13,200 13,200 13,200 13.200 13.200 66,000 c. Recherche appliquée d. Irrigated production 19,100 33,330 50,370 66,720 79,970 249,490 d. Production irriguée e. Other expenditures 34,270 30,780 30,780 30,780 33,270 159,880 e. Autres dépenses 4.3 Cooperativ* Sussort Division 309.302 309,210 540972 321.041 332,805 1.613.330 4.3 Division d'appui aux coopératives a. Agricultural credit program 208,302 220,100 251,262 222,931 240,605 1,143,200 a. Programme de crédit agricole b. Other expenditures 101,000 89,110 89,710 98,110 92,200 470,130 b. Autres dépenses 4.4 Irrigation and Civil works Division 487,640 327.230 648,535 315,485 210,320 1,989,210 4.4 Division irrigation et travaux a. Irrigation component 380,810 239,720 567,790 237,560 119,550 1,545,430 a. Composante irrigation b. Other expenditures 106,830 87,510 80,745 77,925 90,770 443,780 b. Autres dépenses 4.5 Training Division 202,670 150,350 122,900 132,525 122,900 731,345 4.5 Division Formation a. CFJA 29,620 18,620 18,070 22,950 18,070 107,330 a. CFJA b. Blacksmith training 8,460 5,410 5,260 7,960 5,260 32,350 b. Formation des forgerons c. CPR 125,175 91,950 69,200 67,200 69,200 422,725 c. CPR d. Project Staff Training 6,000 6,ooo 2,000 2,000 2,000 18,000 d. Formation du personnel du projet e. Other expenditures 33,415 28,370 28,370 32,415 28,370 150,940 e. Autres dépenses 4.6 Physical Contingencies 98,718 76.195 122,398 76,804 58,685 432.800 4.6 Imprévus physiques

5. Subprojects Costs 32.77O J,50 33.480 35,540 41,550 17'i,650 5. Coût des sous-projets 5.1 Forestry subproiect 12,120 7.620 7.620 7,620 7,620 42,600 5.1 Sous-projet Bois de village a. Investment expenditures 9,000 4,500 4,500 4,500 4,500 27,000 a. Dépenses d'investissements b. Operating costs 3,120 3,120 3,120 3,120 3,120 15,600 b. Charges d'exploitation 5.2 Health Subproject 5,700 5,700 6,180 6,18g 6,670 50.430 5.2 Sous-projet Santé a. Equipment 3,040 3,040 3,040 3,040 3,040 15,200 a. Matériel b. Operating costs 2,660 2,660 3,140 3,140 3,630 15,230 b. Charges d'exploitation 5.3 Functional literacy subproject 6.970 8,435 9.635 11510 15,280 49,830 5.3 Sous-projet alphabétisatim fonctionnelle a. Equipment 3,00 4,400 4,600 5,700 6,300 24,600 a. Matériel b. Operating costs 3,370 4,035 5,035 5,810 6,980 25,230 b. Charges d'exploitation 5.4 Livestock subproject 5,000 6 7000 7,000 107000 35,000 5.4 Sous-projet élevage a. Animals 3,000 4,000 5,000 5,000 8,000 25,000 a. Animaux b. Animal Health 2,000 2,000 2,000 2,000 2,000 10,000 b. Frais vétérinaires 5.5 Physical Contingencies (10%) 2,980 2.775 3,045 3.230 3.760 15,790 5.5 Imprévus physiques (I0%)

TOTAL COST 1 to 5 (19e0 prices) 1,797,140 1,401,305 1,798,465 1,511,455 1,315,805 7,824,170 COUT TOTAL 1 à 5 (prix 1980)

Provision for price increase - 158,080 414,410 574,990 734,920 1,882,400 Provision pour hausse desprix

TOTAL PROJECT COST 1,797,140 1,559,385 2,212,875 2,o86.445 2,050,725 9.7o6,570 COUT TOTAL DU PROJET

CFAF 000 I,2OOOO - ?__!0902ê2_L0,O_2= =°2=0 2&050&_02 9I1_O 000 000 FCFA

US$ 000 us$ ooo 1 8j00 ~ 7140__.O0~0 10J00~~~LIO6O 219°=990O ==9======.9000 800 $2LEU5 2/2/3O00

6. Technical Central Evaluation Unit (Niamey) 300 280 220 200 200 1,200 6. Unité Centrale d'Evaluation Technique (Niamey)

GRAgD TOTAL =82=O là§2 1_,820 12à122 1=0= Uà:29 TOTAL GENERAL

8% for civil works; 9% for irrigation component; 8h~ for vehicles *nd equipment; I/ Annuellement 0 sur génie civil; 9% sur composante irrigation; n. sur véhicules et 10%; for expatriate staff; 15,% for local staff and local expenses; 7,%for all équipement; 10% sur personnel expatrié; 15% sur personnel local et dépenses other expenditures annually. locales; 7% sur les autres dépenses. 2/ US$1 = CFAF210 _,/ 1$EU - 210FCFA .o NIGER

MARADI II RURAL DEVELOPMENT PROJECT / PROJET DE DEVELOPPEMENT RURAL MARADI II

2-3/ Detailed Cost Estimates of the Technical Department / Détail des coûts prévisionnels de la Direction Technique

Expenses by Center of Responsibility or by Component / Dépenses par centre de responsabilité ou composante

(CFAF 000)

PYl PY2 PY3 PY4 PY5 Année 1 Année 2 Année 3 Année 4 Année 5 Total l. Technical Department Management 21,325 18,655 18,315 19,345 22,095 99,735 1. Direction - Vehicles 2,150 - - - 2.150 4,300 - Véhicules - Office equipment and furniture 1.000 500 - 250 250 2,000 - Matériel de bureau et mobilier - Local staff salaries 4,635 4,635 4,635 4,635 4,635 23,175 - Salaires personnel local - Expatriate staff (30% of the - Personnel expatrié (30% du coût de irrigation engineer cost) 7,900 7,?00 7,900 7,900 7,900 39,500 de l'ingénieur irrigation) - Operating expenses 5,640 5,620 5,780 6,560 7,160 30,760 - Frais de fonctionnement

2. Agriculture Division 240,510 238,510 258,910 290,520 93,100 1,321.550 2. Division Agriculture 2.1 Management 34,270 30.780 30,780 30,780 33.270 159,880 2.1 Administration .Vehicles 2,490 - - - 2,490 4,980 - Véhiculas _ Office equipment and furniture 1,000 - - - - 1,000 - Materiel de bureau et mobilier _ Local staff 4,180 4,180 4,180 4,180 4,180 20,900 - Personnel local - Expatriate staff 20,300 20,300 20,300 20,300 20,300 101,500 - Personnel expatrié - Operating expenses 6,300 6,300 6,300 6,300 6,300 31,500 - Frais de fonctionnement 2.2 Production and extension 162,670 148,670 148,670 162,670 148,670 771,350 2.2 Production et vulgarisation - Vehicles 14,000 - - 14,000 - 28,000 - Véhicules - Local staff 143,170 143,170 143,170 143,170 143,170 715,850 - Personnel local - Operating expenses 5,500 5,500 5,500 5,500 5,500 27,500 - Frais de fonctionnement 2.3 Seed multiplication 11,270 12.530 15,890 17.150 17,990 74,830 2.3 Multiplication des semences - Local staff 8,270 9,530 12,890 14,150 14,990 59,830 - Personnel local - Operating expenses 3,000 3,000 3,000 3,000 3,000 15,000 - Frais de fonctionnement 2.4 Applied research 13,200 13.200 13,200 13.200 13.200 66,000 2.4 Recherche appliquée - Local project staff 5,340 5,340 5,340 5,340 5,340 26,700 - Personnel local projet - Research expenses 4,860 4,860 4,860 4,860 4,860 24,300 - Frais de recherche - Other operating expenses 3,000 3,000 3.000 3,000 3,000 15.000 - Autres frais de fonctionnement 2.5 Irrigated production 19,100 33,330 50,370 66.720 79,970 249,490 2.5 Production irriguée - Local staff 8,600 15,430 23,970 31,420 38,870 118,290 - Personnel local - Operation and Maintenanceof 7,500 14,900 23,400 32,300 38,100 116,200 - Fonctionnement et entretien des irrigated perimeters périmètres irrigués - Other operating expenses 3,000 3,000 3,000 3,000 3,000 15,000 - Autres frais de fonctionnement

3. Cooperative Support Division 309,302 309.210 340,972 321,041 332,805 16133330 3. Division d'appui aux Coopératives - Vehicles 10,890 - - 8,400 2,490 21,780 - Véhicules - Equipment and furniture 1,000 - - - - 1,000 - Matériel et mobilier - Agricultural credit program 208,302 220,100 251,262 222,931 240,605 1,143,200 - Programme de crédit agricole - Local staff 70,310 70,310 70,910 70,910 70,910 353,350 - Personnel local - Expatriate staff pm pm pm pm pm pm - Personnel expatrié - Operating Expenses 18,800 18,800 18,800 18,800 18,800 94,000 - Frais de fonctionnement

4. Irrigation and Civil Works Division 487,640 327.230 648.535 315,485 210,320 1,989,210 4. Division Irrigation et Travaux s x 4.1 Management 19,705 14,970 14,970 14,970 18,705 83,320 4.1 Administration e - Vehicles 3,735 - - - 3,735 7,470 - Véhicules - Office Equipment and furniture 1,000 - - - - 1,000 - Matériel de bureau et mobilier O - Local staff 6,970 6,970 6,970 6,970 6,970 34,850 - Personnel local a - Operating expenses 8,000 8,000 8,000 8,000 8,000 40,000 - Frais de fonctionnement Techniaue 2.3 / Detailed eoot Estimates af the Techoical Department / Détail des coûts previsionnels de 1a Direction composante Sxpenses by Center cf Reaponsibility or bv Composent / Dépenses par centre de responsabilité ou (CFAF 000)

PYI PY2 PY3 PY4 PYF Année I Année 2 3m%p Année 4 Année 5 Total

119550 1 4s,5%40 4.2 Composante irrigation 4.2 Irrigation Component 380,810 239.720 567.790 237,560 77,950 - 659,560 - Trvaux s l'entreprise - Cootracted Works 200,080 70,780 310,750 68,050 522,200 - Travaux an régie - Works hy force cornant 121,700 111,600 114,750 106,100 51,500 288,670 - Asalatance technique - Technical assistance 59,030 57,340 67,290 53,510 - - 71,000 - - 75,000 Etude - Survey 4.3 Service Bâtiments 4.3 Civil Worksitonstruction Section 25,55O 6,700 6.700 6,700 6,700 50,330 - 13,830 - Centre de Giratana - Cira.tsa Cester 13,830 - -- - 3,000 - Matériel - Equipment 3,000 - - - 2,900 2,900 2,900 2,900 2,900 14,500 - Personnel -oal projet - Local project staff - de fonctionnement 3,800 3,800 3,800 3,800 5,800 19,000 Frais - Operating expenses 4.4 Service pool véhicules 4.4 Vehicles Pool Section 63.221 651840 59,075 56 255 651365 310,130 18,785 82,730 - Véhicules - Véhicles 21,515 22,260 12,495 ~7~,5 12,000 - Matériel de garage - Garage equipment 8,000 2,000 - 2,000 - - 500 - Mobilier - Fur-iture 500 - - - 16,580 16,580 16,580 16,580 16,580 82,900 - Personnel local - Local staff expatrié (50% du otaff (50% cf 8,000 8,000 8,000 8,000 8,000 40,000 - Personnel - Expatri-te coût du chef mécanicien) the chief Mechf nic'pcost) 92,000 - Frais de fonctionnemant - Opersting expenoes 9,000 17,000 22,000 22,000 22,000 5. Division Forsation Division 202.670 110.10 121 900 132,525 122 900 731,345 5 Training 5.1 Administration Management 30,91 25.870 21,870 29 915 2.87 13,440 5,1 - - Vehicles 4,045 -_M - 1,000 - Matériel de bureau et mobilier - Office equipment and furniture 1,000 - - - 3,150 15,750 - Personnel local - 1cclstaff 3,150 3,150 3,150 3,150 20,300 101,500 - Personnel expatrié - - EDpatriale staff 20,500 20,300 20,300 20,300 12,100 - Frais de fonctionnent - Operating expeeses 2,420 2,420 2,420 2,420 2,420 107,330 5.2 CFJA 5.2 CFJA P9,6?0 18 62? 1807 2c4.9 18,070 _ 4,670 -Aménagements CFJA - CFJA fixtores 4,670 - - - - 10,i60 - Véhiculer - Vêhicles 1,080 - - 5,080 _ 500 - Matériel de bureau et àobili-r - Office equipment and furniture 500 - - - 200 2,650 Matérielpédagogique et de - Training and rural cquipnent 1,500 750 200 - formnation - Personnel local - Local staff 6,170 6,170 6,170 6,170 6,170 30,850 - Sessions formation - ae..ions 6,500 6,500 6,500 6,5oo 6,500 32,500 Training - Frais de fenctionnement expensea 5,200 5,200 51.Oo 5,200 5,200 26,000 - Oper-ting 5.3 Formation dea forxerena 5.3 Blacksmith Training 8,4460 5,44 .5260 7,960 5.260 52,550 - 5,600 - Véhicules - Vehicles 2,800 - - 2,800 950 - tdriol pédagogique - Training equip-t 500 250 100 - 100 - Personnel local - Local staff 2,060 20,060 2,060 2,060 2,060 10,300 pm - Personnel expatrié - Eaptriate staff pis pm ps pm pm 3,100 15,S00 - Frais de fsnctionnent - Operating expenses 3,100 3,100 3,100 3,100 91,950 69,200 67.200 69200 422 72 5.4 CPR 5.4 CPR 125,175 - BUtirnta/Génie Ç.hvl1 - Civil Worka/constructio 56,975 24,750 - - - 81,725 - 2,000 - 2,000 5,000 - Matériel et mobilier - Equipment and furniture 1,000 local 25,200 25,200 25,200 25,200 25,200 126,000 - Personnel - Local staff - Frais de formation expenses 40,000 40,000 40,000 40,000 40,000 200,000 - Trainiog 2,000 10,000 - Autres frais do fonctionnement - oparating expensas 2,000 2,000 2,000 2,000 Other 155Formation peraso-el projet 5.5 Prolect Staff training 6 000 6 000 2 000 2_000 2,020 18 000 6,000 -t3 2,000 2,000 2,000 18,000 - Boursea - Scholar.hip6 5.6 Autres frais de fortion 5.6 Other traininc expens.e 2450 2,500 01500 2,500 2,500 12,500 432.800 6. Imprévu physiques L/ 6. Physical Contingenciesc / 98.718 76,195 122,398 76,804 58, 685 7. Total I à 6 (pric 1980) 7. Total I to 6 (1980 prices) 1,360,16 1 12_,0150 1,512,030 1.111.720 1,039,905 6.187,970 8. Prvision pour hausse des prix." 8. Provision for price increose _-_ 118 560 319,100 408.240 551,190 1.397,090 9. TOTALGENERAL 9. GRANDTOTAL 1, 1 11Ut46_s lj2L2Q ! à_2 5464462= 5j42h2245 144L462 irrigation (étude 10%) 1% sur les véhicules; 0% sur b" 14% for irrigation romponent (survey 10%); 5% for vehicolen; 0%for staff 1/ 14% soc 1 composante le et 10% sur toutes les autres dépenses. and 10% for *11 other axpenditures. personnel 8h sur génie civil; 9% soc composante irrigation; 87sur véhicules 2/ °% for civil works; 9% for irrigation component; 8 for vehicles and equipment; _2/ Annuellement 10% personnel expatrié; 15% sur personnel loraI et dépenses 10% for expatriote staff; 15% for local staff and local expe.. as 7T for s11 et équipement; sur sur les outres dépensea. other expenditurea .nnually. ocales; 7% NIGER

2-4 MARADI II PROJECT (IRRIGATION COMPONENT); PROJET MARADI Il (COMPOSANTEIRRIGATION)

Investment Costs / Coûts d'Investissements

(in CFAF Thousands - 1980 prices) / (en milliers de FCFA - Prix 1980)

PY 1 PY 2 PY 3 PY 4 PY ' Total Année 1 Année 2 Année 3 Année 4 Année 5

1. Contracted Works 1. Travaux à l'entreprise 1.1 Geophysical Survey _/ ------1.1 Reconnaissance géophysique t 1.2 Tube Wells 132,700 - 232,800 - _ 565,500 1.2 Forages 1.3 Pumps and motors 34,500 37,900 36,700 36,700 - 145,800 1.3 Pompes et moteurs 1.4 Electric lines 32.880 32,880 41,250 41,250 148 260 1.4 Electrifications Subtotal 1 200,080 70,780 310,750 77,950 659,560 Sous-total 1

2. Works by Force Account 2. Travaux en Régie 2.1 Procurement of Eqoipuot 66,000 30,000 30,000 50,000 50,000 186,000 2.1 Achat du matériel 2.2 Fuel and Lubricants 12,100 23,300 23,800 19,800 9,900 88,900 2.2 Carburants, lubrifiants 2.3 Materials 13,600 25,300 27,950 24,500 12,150 103,300 2.3 Matériaux 2.4 Local Personnel 50,000 33,000 33,000 32,000 16,000 144,000 2.4 Personnel local Subtotal 2 121,700 111,600 114,750 106,100 68,050 522,200 Sous-total 2

3. Technical Assistance 3. Assistance Technique 3.1 Works and Equipment Section Chief 25,000 25,000 25,000 25,000 25,000 12b,000 3.1 Chef de la section travaux et équipements 3.2 Irrigation Engineer (704 of cost) 18,500 18,500 18,500 18,500 18,sOO 92,5'00 3.2 Chef Ingénieur Irrigation (70% du coût) 3.3 Chief Mechanics(50% of cost) 8,000 8,000 8,000 8,000 8i,000 40,000 3.3 Chef mécanicien (50% du coût) 3.4 Consultants 7,550 5,840 15,790 2,010 - 31,170 3.4 Consultants Subtotal 5 59,030 57,340 67,290 53,510 51,500 288,670 Sous-total 3

Total 1 + 2 + 3 380,810 239,720 492,790 257,560 lq,550 1,237 4 j0 Total 1 + 2 + 3

4. Physical Contingencies 4. Imprévus Physiques Tube Wells and Pumps, Electric Sur forages et pompes Lines 15°8 30,000 10,600 46,600 11,700 - 98,900 Lignes elect. 15% Equipment 5% 33,00 1,500 1,500 1.500 1,500 9,300 Sur le matériel 5,% other Works on Force Account 20% 11,200 16,300 17,000 15,200 7,600 67,300 Sur les autres travaux en régie 20% Technical Assistance 10% 5,900 5,700 6,700 5,300 5,200 28,800 Sur l'assistance technique 10% Subtotal 4: Physical Contingencies 50,400 34,100 71,800 33,700 14,300 204,300 Sous-total 4: Imprévus physiques

Total 1 + 2 + 3 + 4 431,210 275.820 564,590 271,260 133,850 1,674,730 Total 1 + 2 + 3 + 4

Provision for Price Increase 9% per year - 24,640 107,270 81,380 54,880 268,170 Provision pour hausse des prix

TOTAL INVESTMENTS 431,210 298.460 671,860 352.640 188,730 1,942,900 TOTAL INVESTISSEMENTS

Operation and Maintenance 7,500 14,900 23,400 32,300 38,100 116,200 Fonctionnement et Entretien

Groundwater Survey for Future Works - - 75,000 - - 75,000 Etude eaux soutérraines pour travaux futurs

1/ 15,000 charged to . / 15000 imputés à Maradi I- s |

's s NIGER

SECOND MARADI RURAL DEVELOPMENT PROJECT / SECOND PROJET.DE DEVELOPPEMENT RURAL MARADI

Proposed Financing Plan / Plan de Financement Proposé

Total IDA IFAD CCCE GOVt FARMERS ------US$ million ------

1-A Investment Expenditures 11.2 4.1- 2.9 2.95 1.25 - 1-A Dépenses d'investissements Frais à immobiliser 1. Initial expenses 0.5 - - - 0.5 - 1. 2. Civil works/Construction 0.5 0.3 0.2 - - - 2. Génie Civil/Constructions 1/ 3. Irrigation works 1/ 5.4 2.2 1.6 1.6 - - 3. Travaux d'irrigation équipement 4. Vehicles and equipment 3.0 1.2 0.8 1.0 - - 4. Véhicules et Bois de village 5. Wood plantations 0.02 - - - 0.02 - 5. du projet 6. Animals of the project 0.1 - - - 0.1 - 6. Animaux Fonds de roulement 7. Working capital 0.48 - - - 0.48 - 7. 8. Physical contingencies 1.2 0.4 0.3 0.35 0.15 - 8. Imprévus physiques 2/ 1-B Agricultural Credit Program 6.0 1.3 0.9 - 3.75 0.05 1-B Programme de Crédit Agricole (Augmentations annuelles) 1. Incremental inputs & 1. Intrants et équipement equipment 5.5 1.2 0.8 - 3.45 0.05 2. Physical Contingencies 0.5 0.1 0.1 - 0.3 2. Imprévus physiques

I-C Operating Costs 20.1 7.0 5.0 2.75 4.0 1.35 1-C Charges d'exploitation 1. Local project staff 6.2 2.5 1.9 0.4 1.4 - 1. Personnel local projet du Gouver- 2. Govt paid civil servants 2.6 - - - 2.6 - 2. Fonctionnaires nement 3. Expatriate staff 3.6 1.1 0.7 1.8 - 3. Personnel expatrié 4. Audit and Surveys 1.4 0.5 0.4 0.5 - _ 4. Révision Comptable et études 5. Other operating costs 5.6 2.5 1.8 - - 1.3 5. Autres charges 6. Physical contingencies 0.7 0.4 0.2 0.05 - 0.05 6. Imprévus physiques

d'Evaluation 1-D Central Evaluation Unit 1.2 0.7 0.5 - - - 1-D Unité Centrale

1-E Provision for price increase 9.0 3.6 2.7 1.3 1.3 0.1 1-E Provision pour hausse des prix

TOTAL 47.5 16.7 12 7 10.3 1.5 TOTAL

Percentage 100% 35% 25% 15% 22% 3% Pourcentage

1/ Including technical assistance for US$1.7 million 1/ Assistance technique pour 1.7 million $EU inclus. 2/ Including subsidies for US$ 1.85 million 2/ Subventions pour 1.85 million $EU inclus.

h 1§ - 84 - ANNEX 2 Table Il NIGER

SECOND MARADI RURAL DEVELOPMENTPROJECT

A. Tentative Disbursement Schedule (US$ million)

PYI PY2 PY3 PY4 PY5 PY6 Total

1. Commitments 8.9 7.68 10.82 10.1 10.0 - 47.5

2. Disbursements - Annual 4.45 8.29 9.25 10.46 10.05 5 - Cumulative 4.45 12.74 21.99 32.45 42.50 47.50

3. IDA Disbursements (35%) - Annual 1.6 2.9 3.25 3.67 3.53 1.75 - Cumulative 1.6 4.5 7,75 11.42 14.95 16.7

4. IFAD Disbursements (25%) - Annual 1.1 2.1 2.34 2.64 2.54 1.28 - Cumulative 1.1 3.2 5.54 8.18 10.72 12

5. CCCE Disbursements (15%) - Annual 0.65 1.21 1.35 1.53 1.51 0.75 - Cumulative 0.65 1.86 3.21 4.74 6.25 7.0

6. Government Disbursements (22%2. - Annual 0.98 1.84 2.02 2.26 2.15 1.05 - Cumulative 0.98 2.82 4.84 7.10 9.25 10.3

7. Farmers repayments (3%) - Annual 0.12 0.24 0.29 0.36 Ô.32 0.17 - Cumulative 0.12 0.36 0.65 1.01 1.33 1.5 - 85 -

ANNEX 2 Table 12

NIGER

SECONDMARADI RURAL DEVELOPMENTPROJECT

B. IDA Credit - Estimated Schedule of Disbursements (US$'000)

Undisbursed Fiscal Calendar Disbursements Amount at End Year Quarter During Quarter Cumulative of Qi.arter

1981 1 400 400 16,300 2 400 800 15,900 3 400 1,200 15,500 4 400 1,600 15,100

1982 1 725 2,325 14,375 2 725 3,050 13,650 3 725 3,775 12,925 4 725 4,500 12,200

1983 1 812 5,312 11,388 2 812 6,124 10,576 3 813 6,937 9,763 4 813 7,750 8,950

1984 1 917 8,667 8,033 2 917 9,584 7,116 3 918 10,502 6,198 4 918 11,420 5,280

1985 1 882 12,302 4,398 2 882 13,184 3,516 3 883 14,067 2,633 4 883 14,950 1,750

1986 1 875 15,825 875 2 875 16,700 0

End of disbursement: December 31, 1985 NIGER

SECOND MARADI RURAL DEVELOPMENTPROJECT

GOVERNMENTCASH FLOW 1/ (CFAF Million)

1990/91 1991/92 1992/93 1985/86 1986/87 1987/88 1988/89 1989/90 1980/81 1981/82 1982/83 1983/84 1984/85

A. Sources 682.5 770.7 741.3 367.5 IDA Credit 336 609 283.5 321.3 317.1 157.5 CCCE Loan 136.5 254.1 491.4 554.4 533.4 268.8 IFAD Loan 231 441 1,646.4 1,591.8 793.8 Total Credit and Loans 703.5 1.304.1 1.457.4

- - - Farmer pavments 40.2 40 34 30 10 - 4 34 53 41 260 260 énmr ai inputs 260 260 260 260 260 10.7 17.2 51 82.2 165.1 254.8 _ - Non-incremental inputs 115 115 115 115 115 61.1 97.8 112.2 115 115 115 - Water charges 10.3 33.6 385 375 375 375 375 165.1 221 317.5 409.8 409 405 Total Farmer payments 25 84.8 2/ 110.7 110.7 a 110.7 110.7 110.7 110.7 110.7 37.5 63.7 82.8 104.1 110.7 135.3 135.3 Projdect inucedirvenues 12.8 135.3 135.3 135.3 135.3 135.3 19.1 M8.s 61.1 89.1 126.6 135.3 621 _____ 612 2-&42 =4=4_9.6 655 651 0i 621 Total Sources -L60.4 1=464d 12=Oe=IILiL 4/ 807 807 B. Applications 807.- 807 0 7 7'807 807 807 2,172 2,053 2,000 - - Project net cost 1,802 1,550 - - - - 69 84 79 92 - - Subsidies on incremental inputs 61 261 261 261 261 261 87 145 196 261 261 2-61 Non incremental înputs subsidies 14 47 Debt service 26.3 26.3 101.8 101.8 101.8 7.1 12.2 18 23.6 26.3 26.3 - IDA Credit - 2.5 51.5 51.5 103 103 103 13.7 23.6 35 46 51.5 51.5 - CCCE Loan _ 4.8 18.9 18.9 73 73 73 5 8.7 13 17 18.9 18.9 - IFAD Loan - 1.7 277.8 96.7 96.7 96.7 277.8 277.8 25.8 44.5 66 86.6 96.7 Total Debt Service 9 1,164.7 1,164.7 1,345.8 1,345 1,345.8 2,321.5 2,354 1.14.6 1,1t.4.7 1,1064.7 Total Applications 1,877 1,675 2,368

Surplus (deficit) (54357) (724.8) (724.8) (724.8) C. (28292) (214) 295 (509.4) (513.7) (53357) (1,116.6) (210.3) (620.5) (4,249.1) (4,973. 9) (5,690.7) (6,4215.s5 Annual (2,229.6) (2,443.6) (2,148.6) (2,658) (3,171.7) (3,705.4) Cumulative (1,116,6)(1,326.9) (1,947.4)

thereafter 1/ Current terms until 1986 and cons tant terms for the 1979/80 harvest. Cowpeas and groundnuts - being the difference between Export parity and official prices 2/ Incremental - Revenues on cowpeas, groundnuts and cotton, prices crop revenues with official prices held constant. 207,of output - Cotton 100% of output. Inflation 6% a year on of duty, inflation 7% a year income of farmers are spent on duty bearing goods at 25% rate / Assuming that 60% of project incremental net cash that cooneratives reorganization will he accomalished the project plus CFAF 553 for recurrent expenses. with the essumption 4/ CFfr"154 million for Coverome.t paid civil servants of lm1> at that timea. ar - 87 - ANNEX 2 Table14

NIGER

SECONDMARADI RURAL DEVELOPMENT PROJECT

Rent and Cost Recovery Indices

Farm 1/ Project x lOO0CFAF x 1 million CFAF

1. Cross value of production ex sales taxes 2/ 928.8 1,983.7

2. Less production cost 3/ 772.0 150.4

3. Net cash income 851.6 1,833.3

4. Less Imputed value of family labor 41 119.3 413.4

5. Imputed value of management service 5/ 42.6 91.6

6. Allowance for risks 6/ 44.4 99.2

7. Rent (3-4-5-6) 645.3 1,229.1

8. Rent as a percentage of net cash income (7:3)% 75.7 67

9. Water charges 7/ 337.2 694.2

10. Rent recovery index (9:7)1 52.2 56.5

Il. Other revenues8/ - 193.8

12. Public sector outlays 9/ - 2,059

13. Cost recovery index (9+ 11):12 - 43.1

14. Farmers income per capita at full development 10/ CFAF 40,000 US$ 190

15. Estimated critical consumption level 11/ CFAF 31,500 US$ 150

16. Estimated national per capita income (1978) CFAF 52,500 US$ 250

17. Estimated rural per capita income (1978) CFAF 28,350 US$ 135

1/ Plot of 0.32 ha net (cotton 0.16 ha, sorghum 0.08, cowpeas 0.08, maize 0.24, tomatoes 0.02, and 13 fruit trees). 2/ 1980 constant prices. Items 1 to 9 are incremental discounted values at 10% over 30 years. 3/ 1980 constant prices. 4/ Cost of labor CFAF 248/day (man/days/ha: sorghum 94, cotton 177, maize 96, cow- peas 95, tomatoes 384, fruits 39). 5/ 5% of net cash income. 6/ 5% of production gross value. 7/ Flat rate CFAF 56,500/ha,variable charges 3.7 CFAF/m3 used. 8/ Generated by cotton CFAF 178,1 million and cowpeas marketing CFAF 15.7 million. 9/ Total investment and operating costs. 10/ Irrigated farm net income of full development CFAF 50,000/year. Active persons per farm 4.38. The irrigated farm provide for about 29% of the total farmers income service CFAF 125,000/year are generated by rainfed cultivation. 11/ 60% of 16. - 88 - ANNEX 3

NIGER

SECOND MARADI RURAL DEVELOPMENT PROJECT

Selected Documents and Data in Project Files

A. Selected Reports and Studies Relating to the Project

AI Detailed Study of the Irrigation Development of the Goulbi de Maradi - October 1977 - SCET International (in French).

A2 Detailed Study of the Irrigation Development of the Goulbi de Maradi (three options).

A3 Feasibility Study of Maradi Rural Development Project second phase - April 1979 - SCET International (in French).

B. Working Papers

B1 Rainfed and Irrigated Agricultural Development (French).

B2 Irrigation Development (English and French).

B3 Organization, Staffing and Vehicles (French).

B4 Extension and Training (French).

B5 Cooperatives (French).

B6 Inputs and Credit (French).

B7 Commercialization (English).

B8 Functional Literacy (French).

B9 Evaluation Unit (French).

B10 Fuel Wood Plantation (French).

Bll Health (French).

B12 Livestock (French).

B13 Construction Program (French).

B14 Economic Analysis (English).

B15 Cost Estimates and Financing Plan (English-French). NIGER SECONDMARADI RURAL DEVELOPMENT PROJECT

LMINISTRYOF RUJRAL DEVELOPMENT |

|G EN ERA L MA EM ENAG.t,, Montoin Un

Administrative,Commercial & Financial Department Technical Department

Admi|iC ea ii in Dv ngriculture Cooperative Irrigation & Training D'ivisionCommerciaDivision FinancialDivisionDivision Support Division Civil Works Division11 Division

teAdmmistraiveenance Secion tAccounting Section Extension ~ Accounting _Civi andk _C JA Personnel Section Storage1Section-FinancialSection O_ Productio Credit _Blacksmith Training

LU Rpedc Marketing -Buildings _CPR Vehicles Irrigated Production

Provincial Field Level Departments Coop. Irrigated Area ~Heaith Administrative ...... A.dmi.Admin-istrative Ch ief at Chief Heatth ~~~~~~District District Chief Adm. District Deputy Chief Level FunctiorialExtensinZone...... Sector Chief Coop. Adviser Irrigation CPRfChiefs Literacy Extension Unit Chief

Forestry Village .Extension Mutual Extension Agent Society Agent ~Livestock

Worîd Bank -20666

NIGER SECOND MARADI RURAL DEVELOPMENT PROJECT,SECOND PROJET DE DEVELOPPEMENT RURAL DE MARADI IRRIGATION COMPONENT/COMPOSANTE IRRIGATION Scheduleof Operations,Programme des Opérations

1979 ______PY4 |PY Year Année 1979 1 PY1 | PY2 PY3 F|M A J i A 5 0 N | FDM'AIM J J A S ON D Month Mois _ A S Q N D _ A S|OIN O _ F|M A M , JA S D J F A|MAM J JN7 M; v/V ZZ 1. Contracted VéorksfTravauxà l'Entreprisep/l,j,' / Z e t I *t 1.1 GepAisGohsqeZi,/,<"' "~ ' Z I! 1.2 Tube.ells/Forages (UpstreamZoné/ZGtsPjmont) 0»//î r DonstreI m Zone Zonieaval) I / ZZ~~~~~~~~~~~~~~3 //l TIS T20 , // /,/ lells/rni/orages/MI 2223~333 f~,Z/I ZZ rA/~~~~~~A Z /' Ze , 1.3 Pumps&Motors/Pompes et Moteurs "j5j &L rer $ F &L M F&L MF/LZz pumps/ pompes) (72) Z e 66 16 1171 7 t 4 Elcric es/L.ggnesélectriques ,ls't Trenche 1 ere Tra che,2 2nd +r ~l ~

/ 2. Force Account/Travau e, Rég,e Z I|

2.1 Procuremtent of equipment/Achat du matêriel 1

2.2 Storagenanks/Bassins M al lt17 17 16 i 2.3 Irrigation sysiems & on farm forks /r /Il m a a l1~I < 1 Il Il: 1 Réseaux d'irrigationD11ratawaCFJ~ ~et aménagementnc~ ~ ~ nte-res~~I t ia 6ho 18ha/ Z desha 190ies See detailedtable/Voie tableau dêtaillé

/ , 2.4 Road dike/Route digue /1/kZ Z Djiratawa -CFJA / Djiratawa -Tarnea//

t,,,~~~~~~~~~~~1SeasonImo Il Ran If/ ~ f" ~ ~ ~ ~ ~ ~ ~~~~~" ~ ~~ ~ ~ ~~ ~ f 1~~~~~~~~~~~Z/ H41~~~~~~~~~~~~~~~~~~~~~~~~~~Jgemen/AwadT: Ta~au/Work, Z j/ AOAppe F&L:d'Of,es/Tnder Fa,,caton e J: Z/ &Deliveirv; M Montage/installationZ Liv,aison/Manufactu,e 20/ 6 2/ 10mnths,qu,reforeaKtranheforpo~,e~tofmae,ialandi.tall.ton/10WorldBankZ moisnecesaiesaproviionnmens pur haquetinsallaion trache pou r777-1~ Rainy~ Season~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ ~~~~~~~~'

LinrSaiton/ManPufitaes&Oler:M MnaeIsalto

NIGER 2EME PROJETDE DEVELOPPEMENTAGRICOLE DE MARADI 2ND MARADI AGRICULTURAL DEVELOPMENT PROJECT

12

Schéma du Bloc-type d'Irrigation Layout of Tvpical Irrigation Block <13.6 h a b r ut /G ross; 1 1. 2 h a n et

E ~LEGENDE/LEGEND

6 1. Route d'accès (laterite) Access Road (laterite) 2. Forage Tubewell g-< br_ s _m3. Bassin de stockage Reservoir Basin 4. Canal d' Irrigation (bétonné) Irriqation Canal (lined) 5. Filiole d'Irrigation (terre) Ir,igation field ditch (earth) I1 r 7ColatureX \ _n de i ô6.drainage Field drainage ditch 7. Canal de drainage Drainage Canal 8 Piste (terre) Track (earth) 9. Parcelles 190 m x 20 m 0.38 ha brut /gross Farms 0.32 ha net/net E 9_ (avec sens d'écoulement des raies d'irrigation vvith direction of flovv for irrigation fLIrrovvs) 10. 4 soles 4 plots I/717/_~I LSousbloc sub-block (1.9 ha net)

Vers drain principal . Tovvards main drairn

\Norld Bank 20664

NIGER 3,50 SECONDMARADI RURAL DEVELOPMENT PROJECT/ DEUXIEMEPROJET DE DEVELOPPEMENTRURAL / oDAKORO , r- DE MARADI 40°- | 7 \\^ - > Proiect Area/Zone du Projet

Projectarse/Zone du projet! Extension'underMaradiI[Project/ \ //&ExtensionduprojetMaradiIl I Proposedirrigated areaI 500~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Futurezone 'rr,gquée S C.PR.- phaseI SXorna keC.PR. - phase1[

- \ AAYHI~ ; --400 Isohyetesenmilimetres AAAYAHI~ ~~ ~ ~ ~ ~ ) Provincecapital/Prefecture 55 OEKA8A 0 (D ~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Administrativedistrictcenter/ Chef-lieud'arrondissement/ Bakatc JOO ~~~~~~~~~~~~~~~~Admninistrativedistrictboundary Limnited'arrondissement

- - - - ProvinceboundaryI Limiede departement 600 t /e FrontièreInternationalinternationale boundooy/ -zRivers/Rivières ou Goulbi SotdouO ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Majorroads/Routes principales

O 10 20 30 40 .50 XjBALt ALGERIA/ALGERIE .~~-

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