AFRICAN DEVELOPMENT BANK

NIGER

DEVELOPMENT AND IMPLEMENTATION OF THE NATIONAL ACTION

PLAN FOR INTEGRATED WATER RESOURCES MANAGEMENT (PANGIRE) OF NIGER

PROJECT COMPLETION REPORT

(PCR)

Public Disclosure authorized

RDGW/AWTF/AHWS

March 2019

Translated document

Public Disclosure authorized

PROJECT COMPLETION REPORT (PCR) FOR AFRICAN DEVELOPMENT PUBLIC SECTOR OPERATIONS BANK GROUP DEVELOPPEMENT

I BASIC DATA

A Report data

Report date Date of report: September 2018 Mission date (if field mission) From: 13/08/18

B Responsible Bank staff

Positions At approval At completion Regional Director Franck J.M. PERRAULT Marie-Laure AKIN-OLUGBADE Sector Director Mohamed ELAZIZI Gladys Wambui GICHURI Sector Manager Akissa BAHRI Jean Michel OSSETE Task Manager Jean Michel OSSETE Ousseynou GUENE Alternate Task Manager PCR Team Leader Ousseynou GUENE Francis Daniel BOUGAIRE, Adolphe PCR Team Members TITIKPEU

C Project data

Project name: Development and Implementation of the National Action Plan for Integrated Water Resources Management (PANGIRE) of Niger Project code: P-NE-EAZ-004 Grant No.: 5600155003602 Project type: Institutional support Sector : Water Country : Niger Environmental category (1-3): 3 Processing milestones (grant) Key events (grant) Disbursement and closing dates (grant) Date approved: 20 December 2013 Cancelled amounts: Nil Date of 1st disbursement: July 2014 Date signed: 16 April 2014 Supplementary financing: Original closing date: 31 October 2016 Swiss-Luxembourg Coop: (CFAF 252 600 000) DANIDA (CFAF 220 000 000), OXFAM-GB: (CFAF 60 000 000) Government of Niger: CFAF 249 919 617 Date of entry into force: 12 June 2014 Restructuring (specify date & amount Revised (if applicable) closing involved): - disbursement date: 30 November 2018 Date effective for 1st disbursement: Extensions (last disbursement): 30/11/18 Revised (if applicable) closing date: 30 July 2014 November 2018 Date of actual 1st disbursement: July 2014

Committed amount Percentage Uncommitted Percentage Financing source (Euros): (Euros): Committed amount (Euros): uncommitted (%): (%):: AWF 876 650.77 88 121 349 12 1

DANIDA 335 388 100 0 0 Swiss-LUX DEV Coop* 385 082 100 0 0 OXFAM* 91469 100 0 0 Government of Niger 381000 100 0 0 TOTAL 2 069 589.77 98 121 349 12 Financing source(UA): Disbursed amount Percentage Undisbursed Percentage (amount, Euros ):: disbursed (%): amount (Euros): undisbursed (%): AWF 876 650.77 88 121 349 12 DANIDA-LUX DEV* 335 388 100 0 0 Swiss-Lux DEV Cooperation 385 082 100 0 0 OXFAM* 91 469 100 0 0 Government of Niger 381 000 100 0 0 TOTAL 2 069 589.77 98 121 349 12 Co-financiers and other external partners: DANIDA-Lux Dev and OXFAM Executing and implementing agency: Ministry of Water and Sanitation through the PANGIRE Management Unit

D Management review and comments

Report reviewed by Name Date reviewed Comments

Peer Review

Division Manager Sector Director Resident Representative Regional Director

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II Project performance assessment

A Relevance

1. Relevance of project development objective

Rating* Narrative assessment (max 250 words) 4 The development objective of the project is to improve the country's socio-economic situation and reduce the incidence of poverty through sustainable management and rational use of Niger's water resources. This development objective was defined on the basis of the Government’s vision to reduce the country’s poverty threshold from 50% in 2012 to 40% by 2025. The project is consistent with Niger’s various strategy papers and programmes: the Poverty Reduction Strategy Paper (PRSP 2008-2012), particularly its focus area No.2 relating to the development of productive sectors and job and income creation, the Water and Sanitation Sector Policy and Strategy Paper (2000), the Rural Development Strategy (SDR 2011-2015), Economic and Social Development Plan (PDES 2012-2015), the National Environmental Plan for Sustainable Development (PNEDD 1998), and the various instruments of the water and sanitation sector, namely: the Water Code, the National Water and Sanitation Commission and the Regional Water and Sanitation Commission (CNEA and CREA 2006), and the 2007 instrument relating to the establishment of the Ministry of Water and Sanitation (MHA) and the implementation of water policy in 2013. The project is aligned with the first Millennium Development Goal (MDG 1) which aims to reduce extreme poverty and hunger. It is also aligned with the Government’s 3N strategy, and the various sustainable development goals (SDGs). The project is fully in line with the shared vision and the Sustainable Development Action Plan (PADD) of the Niger River Basin adopted in 2007 and updated in 2012, the Water Resources Policy in West Africa (ECOWAS), developed in collaboration with WAEMU and CILSS (2008), the Regional Strategic Plan for Concerted Management of Water and Land Resources of the Lake Chad Basin, adopted in 1998 and revised in 2008, the AfDB's 2013-2022 Long-Term Strategy which seeks to achieve inclusive growth and transition to green growth. The project is also consistent with the African Water Vision 2025 and the Regional Plan of Action (PARGIRE/WA, 2000), the World Water Fora, the goals of the World Summit on Sustainable Development, which was held in Johannesburg in 2002 and focused on the development of integrated plans for the management and rational use of water resources to accelerate economic and social development. The project helps to effectively combat poverty stemming from the effects of climate change and to boost the climate resilience of water sector development operations. In term of the relevance of its development objective, the project remains fully aligned with the various strategies outlined above

For all ratings in the PCR use the following scale: 4 (Highly satisfactory), 3 (Satisfactory), 2 (Unsatisfactory), 1 (Highly unsatisfactory)

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2. Relevance of project design

Rating* Narrative assessment (max 250 words) 3 The project consists in developing PANGIRE and its investment programme, as well as the Priority Investment Programme (PIP). The project contributes to addressing the challenges pertaining to the sustainable management of the country's water resources. The project prepares investment projects in the water sector. The technical activities are accompanied by capacity building. All these activities should lead to sustainable socio-economic development, while enabling the achievement of the objectives of PANGIRE. The diagnosis led to the development of PANGIRE from which the Priority Investment Plan (PIP) was drawn. The implementation mechanism, in particular the institutional framework (the Project Management Unit (PMU), attached to the Directorate of Water Resources (DRE) of the Directorate General of Hydraulics (DGH) at the Ministry of Water and Sanitation (MHA), as well as the multi-stakeholder and interinstitutional Steering Committee), the procurement arrangements (in line with the Bank's current provisions), and the monitoring and evaluation system are relevant. However, reducing Niger’s poverty threshold by 10 percentage points between 2012 and 2025, as estimated at project design, was deemed too optimistic.

3. Lessons learned related to relevance

Key issues Lessons learned Target audience (max 5, add rows as needed) 1. Project’s alignment with the 1. The project is fully aligned with the water and 1. The technical country strategy sanitation sector strategy developed by Niger’s authorities, services of the the IWRM strategy and its adoption, and addresses the MHA, the people country's needs with respect to the effects of climate of Niger change. It is an indispensable element for ownership of the outcomes by the authorities and the donors.

B Effectiveness

1. Progress towards the project’s development objective (project purpose)

Comments The project's development objective is to help reduce poverty reduction, particularly from a threshold of 50% in 2012 to 40% by 2025. The project will not make it possible to achieve this rate by 2025, given the failure to mobilize financing for PANGIRE at the round table of the Economic and Social Development Plan (PDES) that was organized in place of the originally planned PANGIRE donors’ roundtable. This delayed the implementation of PANGIRE activities. Even though financing was secured and the infrastructure built, this project’s outcomes may not achieve the goal of reducing the poverty threshold by 10 percentage points, from 50% in 2012 to 40%, by 2025. Other factors and projects may help achieve this goal.

All the products of components 1 and 2 were achieved. Important project documents, including the document on PANGIRE and the one on PIP, have been produced and approved. These flagship products of the project are available. Regarding component 3, the project completion report is yet to be produced, but will be at the end of the project. Only the financing for PANGIRE projects is still to be mobilised. Once the documents are produced and approved, the Government can at any time seek financingfinancing from the main development partners.

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2. Outcome reporting

Outcome indicators (as Baseline Most recent value End target (B) Progress Narrative assessment Core per RLF; add more rows as value (2013) (A) (expected value at towards (indicative max length: 50 words per outcome) Sector needed) project completion) target Indicator (% realized) (Yes/No) [A/B) ] Indicator 1: 60% Three sector-based programming documents are Yes 0 60% of sector- 100 The sector-based and adopted by the Government and available at the based and cross- cross-cutting programme PMU: PROSEHA and PANGIRE (09/05/2017) and cutting programmes developed SOPHAB 1/07/2014. Preparation of the Water programmes at are in line with IWRM Development and Management Master Plan end-2016 principles. (SDAGE) and installation of IWRM bodies at the sub-basin level are still to be done.

Indicator 2: 1% Priority Investment Plan (PIP) developed, validated Yes 0 80% of the 0.01 Rate of mobilization of and made available in May 2017 for a total of CFAF programme financing financingfinancing for 74.36 billion to be mobilized for 40 projects over the mobilized in the implementation of 2017-2030 period. The portion of financingfinancing 2016 PANGIRE actually mobilised is very small: Swiss Cooperation: CFAF 333 million, MCF-PROSEHA CFAF 40 million for 2018; CFAF 150 million for 2019. Nothing has yet been mobilised from PIDEC /AfDB, EU, WB, OXFAM, Mercy Corp, and MCC Compact 1. These donors have shown interest in financing the PANGIRE. The mobilisation rate is 0.07%, which is very low. The total PDES budget is CFAF 6,300 billion, while PANGIRE's share stands at CFAF 74.36 billion or 0.01% of the PDES allocation. RATING All important documents, including the three sector-based programming documents, have been adopted by the Government and are available. 3 These documents are of great importance and may be used at any time by the Government to seek financingfinancing for activities. Out of a total of two targets, one has been fully achieved (at 100%), while the other is well below 1%. The financing is not yet secured. With the PIP document, the Government can at any time seek the necessary financing. The outcomes are rated at 3.

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3. Output reporting

Outcome indicators (as per Most recent value End target (B) Progress Narrative assessment Core RLF; add more rows as needed) (B) (expected value at project completion towards (indicative max length: 50 words per outcome) Sector target Indicator (% realized) (Yes/No) (A/B)

Component 1: Development of PANGIRE Indicator 1: 1 document 1 document produced in 2014 All documents are developed and approved in a Yes 100% Number of documents developed and participatory manner. PANGIRE and PIP, adopted relating to the approved financingfinancing mobilization strategy, conceptual and communication and monitoring and evaluation methodological system. The monitoring and evaluation system was framework adopted at the end and not at the start of the project.

5 awareness meetings in 2014, 6 in Reports of the various workshops available Yes Indicator 2: 100% 3 sharing and 2015, 1 in 2016 (0 in 2013) PANGIRE and PIP, three sharing and feedback Number of awareness feedback workshops relating to the three strategy papers - 2 training workshops/seminars in meetings held, number workshops, (mobilisation of financingfinancing, 2014, 1 in 2015 and 1 in 2016 (0 in of training communication, monitoring and evaluation) 2013) workshops/seminars -One feedback workshop was organized

The PMU grouped awareness meetings into the

sharing and feedback workshops, and the training

seminar on feedback workshops

- 1 report on the 1 report on the status water resources 1 report on the status of water resources is available Yes Indicator 3: Number of 100% status of water produced in 2014 (0 in 2013) -6 thematic reports are available reports on the status of resources, water resources, number - 6 thematic studies carried out in -a study on the status of water resources was carried -6 thematic studies of thematic studies 2014 (0 in 2013) out (started in 2014 and completed in 2016) carried out carried out

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1 - 1 SESA report produced in 2014 (0 The various validated documents are available Yes Indicator 4: 100% in 2013) 1 SESA report accompanied by the Environmental Number of SESA -1 ESMF report produced in 2014 (0 and Social Management Framework (ESMF) reports, number of in 2013) produced and validated Environmental and Social Management Framework (ESMF) reports produced; number of documents produced relating to PANGIRE and its implementation Indicator 5 1 1 document relating to PANGIRE The PANGIRE document and its annexes are Yes 100% Number of documents and its implementation produced in available produced relating to 2015 The PANGIRE document was approved in a PANGIRE and its participatory manner involving all IWRM implementation stakeholders of Niger in 2017

Output indicators (as Most recent value End target (B) Progress Narrative assessment Core specified in the RLF; add more (A) (expected value at project towards target (indicative max length: 50 words per output) Sector rows as needed) completion) (% realized) Indicator (A/B) (Yes/No) Component 2: Development of the investment programme (PANGIRE and PIP) Indicator 1: Yes 1 1 investment 100% Document available Number of investment programme document programme document The PIP document is produced and validated in 2017 produced in 2015 (0 produced in 2013 Indicator 2: 1 technical report on Yes 15 150% Report available Number of reports on the the preliminary preliminary technical technical evaluation 15 reports on evaluated project sites available evaluation of 10 of 10 sites/projects sites/projects prepared produced in 2015 (0 in 2013)

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5 PD reports prepared Yes Indicator 3: 8 PD documents available in 2016 (0 in 2013) 160% Number of preliminary design (PD) reports prepared on priority infrastructure projects Output indicators (as Most recent value End target (B) Progress Narrative assessment Core specified in the RLF; add more (A) (expected value at project towards target (indicative max length: 50 words per output) Sector rows as needed) completion) (% realized) Indicator (A/B) (Yes/No) Component 3: Project coordination and management Number of project 1 Steering 1 multi-stakeholder 100% Two MHA orders concerning the establishment, composition and Yes structures put in place Committee (SC), and inter-institutional operation of PMU and Steering Committee (SC)structures are 1 Project steering committee set available, Management Unit up at the end of the - PMU set up and functional since 2014 (PMU) first quarter of 2014 - SC set up and functional since 2014

Indicator 2: 8, then 0 8 quarterly progress 75% All the documents are available Yes Number of progress reports 8 progress and management reports have been produced and are reports, number of -1 project completion available completion reports report - Completion report not produced (but will be at the end of the project) Indicator 3: 0 ; 1 donors’ roundtable There was no specific donors' roundtable for the financing Yes Donors’ roundtable in 2016 0 PANGIRE. However, a donors' roundtable for the Economic and organised, rate of - Financial resource Social Development Plan, of which PANGIRE is a major mobilisation of financing mobilisation rate of 0.1% component, `was organized in Paris in December 2017. The required for priority 1% 100% in 2017 document on the PDES financing roundtable is available, but there operations is no mention of the amount allotted to PANGIRE. In addition, MHA is planning to organize a meeting to mobilize financing for PANGIRE in 2019 in Luxembourg. Indicator 4: 1 document 1 capitalization 100% The capitalization document with the IWRM Guide is available. Yes Number of capitalization documents produced OXFAM has started disseminating the printed Guide in Great documents produced in 2016 Britain. The Guide has been translated into English All stakeholders have the document RATING Out of a total of 12 targets, 8 targets have been achieved 100%, one target 160%, one to the tune of 150%, one to the tune of 75% and 3 lastly one to the tune of 0.1%, representing a general output rate of 93%. The output score is 3

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4. Development Objective (DO) rating

DO rating (derived from Narrative assessment (indicative max length: 250 words updated IPR)* 3 The operations carried out to achieve the project's development objective are satisfactory (3). Indeed, one of the project’s objectives was achieved with the adoption of PANGIRE and its implementation instruments. On the other hand, the mobilization of financial resources for implementation of the PANGIRE investment programme has not yet been achieved.

5. Beneficiaries (add rows as needed)

Planned (A) Actual (B) Progress towards % of women Category (eg. farmers, target students) (% realized) (A/B) The people of Niger The people of Niger 100% 49.4 Not Applicable

The State, through the Public administrative 100% Not Applicable Not Applicable administrative services of services and devolved ministries (central and services, all associations, devolved services), Water the private sector and Management Units NGOs involved in water (WMUs), the National management Water and Sanitation Commission (CNEA) and its regional branches (CREA), public water supply (SPEN and SEEN) and sanitation services, local authorities, the private sector (consultants, water works companies, etc.), the National Water Partnership (NEP), NGOs and water users’ associations. Basin agencies (NBA, Basin agencies (NBA, 100% Not Applicable Not Applicable LCBC); LCBC); - Regional and sub- - Regional and sub- regional organizations regional organizations (ECOWAS, WAEMU and (ECOWAS, WAEMU and CILSS; CILSS)

Technical and financial Technical and financial 100% Not Applicable Not Applicable partners partners

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6. Unanticipated or additional outcomes (add rows as needed)

Description Type (e.g. gender, Positive or Impact on climate change, social, negative project (High, other) Medium, Low) There were no unanticipated outcomes

7. Lessons learned related to effectiveness

Key issues (max 5, add rows as needed) Lessons learned Target audience 1. Proper preparation of the project-specific donor 1. Proper preparation and organization of a roundtable roundtable dedicated specifically to the Bank and donee financing of a project or programme helps to secure the commitment of the various donors for the financing of activities

2. Preparation strategy 2. The preparedness strategy adopted allowed Bank and donee the effective participation of all IWRM actors Bank and donee 3. Project coordination 3 The establishment of project coordinating bodies including the PMU and the SC was effective in enabling the production and approval of the various documents

C Efficiency

1. Timeliness

Planned project duration – years (A) Actual implementation time – years Ratio of planned and actual Rating* (as per PAR) (B) (from effectiveness for 1st disb.) implementation time (A/B) 30 months 52 months 0.57 2 Narrative assessment (indicative max length: 250 words) The total duration of the project initially planned is 30 months, with effect from the date of signature of the Grant Agreement. It took long for the counterpart financing to be made available because of cash flow issues, and there were also long delays in the processing of files at the Bank, justifying extension. Prior to the Bank's first disbursement, the project received significant financing from Swiss and Luxembourg Cooperation, which was not originally planned. DANIDA also increased its contribution from CFAF 20 million planned to CFAF 219 million. These contributions made it possible to finance such activities as the situation analysis of water resources prior to the signing of the grant. A substantial balance was left, in addition to the savings on the procurement process. So the Government of Niger requested permission from the Bank to use the remaining funds to finance additional activities (PD in other regions). The Bank gave its consent for the use the funds. This justifies the second extension, given that the activities were not part of the original project. The grant was initially scheduled to close on 13 October 2016, but this date was extended to 30 November 2018 to allow the completion of all project activities. The turnaround time from the effectiveness of the first disbursement until the project completion is 52 months. The delays observed at the start of the project and during its implementation are not related to the design, but to other factors (effectiveness conditions, additional activities undertaken thanks to the savings made on the procurement process, and the funds contributed by DANIDA at the start of the project). The rating is 2.

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2. Resource use efficiency

Median % physical implementation of RLF outputs financed by Commitment rate (%) (B) Ratio of the Rating* all financiers (A) (see II.B.3) (See table 1.C – Total commitment rate median percentage of all financiers) physical implementation and commitment rate (A/B) Component 1: Development of PANGIRE 100% 3 (i) All PANGIRE and PIP documents prepared and approved, financing mobilization and communication strategy, and the monitoring and evaluation system, prepared; (ii) Three sharing and feedback workshops were Budget at appraisal = organized for PANGIRE and PIP, a feedback workshop was EUR 390,000 organized for the three strategy papers (mobilization of Actual expenditure = financing, communication, monitoring and evaluation); (iii) EUR 390,000 a study on the status of water resources was carried out, a Disbursement rate = 100 % report covering six thematic areas was produced and approved; (iv) a SESA report complete with the Environmental and Social Management Framework (ESMF) was produced and approved; (v) the PANGIRE document was approved with the participation all IWRM stakeholders in Niger. Overall implementation rate: 100%.

Component 2: Preparation of the Investment Plan (PIP) Budget at appraisal = 100% (i) The PIP was prepared on the basis of PANGIRE and EUR 479,000 approved; (ii) the technical evaluation of 15 project sites Actual expenditure = was conducted; and (iii) feasibility studies on 8 priority EUR 479,000 infrastructure projects was carried out (PD level). Disbursement rate = 100% Implementation rate for activities: 100% Component 3: Project Coordination and Management: Budget at appraisal = 50% (i) All project steering, supervision, monitoring, EUR 81 000 Euros coordination and management structures have been set up Actual expenditure = EUR and are functioning; (ii) progress and management reports 81 000 are prepared on a regular basis; (iii) a PDES donors’ Disbursement rate =100% roundtable was organized, but the amount allocated to PANGIRE does not seem to be clearly specified in the final document; (iv) a capitalization document along with an IWRM Guide was developed and approved with dissemination of this Guide. There is also an English translation of the Guide. The beneficiary's completion report has not yet been prepared. No donors' roundtable was organized for PANGIRE, but a PDES roundtable was held. The financing of PANGIRE is not complete. Implementation rate for activities: 50%

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Narrative assessment (indicative max length: 250 words) Resource use efficiency is satisfactory. Overall, with the exception of the beneficiary’s completion report that has not yet been produced, the project has achieved the expected outputs within the limits of the available AWF budget, although the donnee had to provide additional resources to cover the operation expenses of the PMU and the salaries of its team members, following the extension of the project's closing deadlines. The disbursement rate stands at 88% and will increase to 99.8% by the end of the project. A grant of about CFAF 219 million was also provided by DANIDA (Danish Cooperation), while Swiss Lux-Development Cooperation (Lux-Development) granted approximately CFAF 252,600,000 at commencement. The grant from DANIDA enabled the conduct of the diagnostic study on water resources (CFAF 20 million). The balance of the DANIDA and the Swiss Lux-Development grants and savings on the procurement amounted to CFAF 383 million. The reallocation of this amount made it possible to finance studies on the preparation of the Water Development and Management Master Plan (SDAGE) for four sub-basins and studies on the improvement of the new MHA database. The DANIDA and Swiss Lux Development Coorp grant funds have been disbursed in full.

3. Cost benefit analysis

Economic Rate of Return Updated Economic Rate of Return Rating* (at appraisal) (at completion) Not applicable(NA) NA - Narrative assessment (indicative max length: 250 words)

4. Implementation progress (IP)

IP Rating Narrative comments (commenting specifically on those IP items that were rated Unsatisfactory or Highly (derived from Unsatisfactory, as per last IPR). (indicative max length: 500 words) updated IPR) * 3 Two MHA decrees relating to the establishment, composition and functioning of the Project Management Unit (PMU) and the Steering Committee (SC) were issued in 2013 and are available. The PMU and the Steering Committee have been operational since 2014. The actors involved in the PANGIRE development process took part in sharing, feedback and awareness workshops that were held for the three strategy documents (mobilization of financing, communication and monitoring and evaluation). The project start-up workshop was held on 15 January 2015.

The first disbursement of EUR 100,590 from the AWF was made on 13 July 2014. The consultants were paid directly by the Bank.

The implementation of the project’s three components lasted a total of 52 months instead of the 30 months initially planned, following a second extension that was made with the agreement of the Bank to allow the implementation of additional activities. These activities were financed with the contribution from Swiss and Luxembourg Cooperation – not included in the original project financing - and the contribution from DANIDA, which increased its grant from CFAF 20 million to CFAF 219 million. There was a delay in the release of counterpart financing due to cash flow problems and also long delays in the processing of files at the Bank.

More than 80% of the activities have been completed and the disbursement rate stands at 88%. By the end of the project, 0.2% of the grant will be left. Still to be finalized are: (i) studies on the preparation of the Water Development and Management Master Plan (SDAGE) for four sub-basins. The contract, worth EUR 89,937, was approved by the Bank. AGHECRA consulting firm was told to start work on 15 August 2018 for period of four months; (ii) the remaining part of the balance was used to finance studies on the improvement of the new MHA database. The contract of the consortium, worth EUR 28,340, was approved by the Bank. NAZAN-Building Business Practice Group was asked to start work on 15 August 2018, lasting a period of three months. By the financing closing date set for 31/11/2018, only 0.02% of the financing was to be cancelled. All other financing was disbursed 100%.

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5. Lessons learned on efficiency

Key issues (max 5, add rows as needed) Lessons learned Target audience 1. Setting up of the PMU 1. The establishment of a PMU with various skills 1. Bank and helped to ensure the success of project activities. It Donee comprised Project Coordinator, Water Specialist (hydrogeologist and IWRM), 1 Monitoring and Evaluation Expert (hydraulics and IWRM); 1 Socio-economist and Gender Expert (socio-planner), 1 Environmentalist (environmental sector executive), 1 Communication Expert (journalist and MHA press officer), 1 Manager- Accountant (treasury inspector). 2. Donee 2. Provision of counterpart financing 2. The timely provision of counterpart financing helped to avoid delays in the commencement of the project. 3. Donee

3. Fulfilment of grant conditionalities 3. The expeditious fulfilment of grant conditionalities enabled the timely commencement of project activities 4. Bank 4. The expeditious processing of files at the Bank made 6. Processing of files at the Bank it possible to avoid delays in the implementation of project activities

D Sustainability

1. Financial sustainability

Rating * Narrative assessment (indicative max length: 250 words) 2 A Priority Investment Plan (PIP) for 40 projects worth CFAF 74.36 billion has been approved and is available. The MHA has programmed activities for a six-year period (2019-2024). The PIP is already being used for the programming of the activities for 2019. However, the mobilisation of financing for the budget, which depends largely on donors, remains low (less than 1%). The Government of Niger plans to make up for the shortfall by organizing a PANGIRE financing meeting in 2019 in Luxembourg. A monitoring mechanism for financing the PANGIRE is also not available. The financial sustainability of the project upon completion does not seem guaranteed as yet.

2. Institutional sustainability and capacity building

Rating * Narrative assessment (indicative max length: 250 words) 3 The Ministry of Water and Sanitation (MHA) has taken ownership of PANGIRE. All documents relating to the design and implementation of PANGIRE were prepared and adopted in a participatory manner with the involvement of all IWRM stakeholders in Niger, who took an active part in exchanges and discussions relating to the preparation of documents on the situation of water resources, development of the IWRM Action Plan, priority operations and the implementation arrangements of that plan. The various working sessions with the authorities at all levels, as well as all available documents, attest to the strong political will and commitment of 13

the Government of Niger with regard to the preparation of PANGIRE. The preparation of PANGIRE is founded on legal and institutional bases. To ensure institutional sustainability, the Government issued two decrees: one establishing the Ministry of Hydraulics and Sanitation, and the other transforming the PMU into the Permanent Secretariat (PS) of PANGIRE, headed by a Permanent Secretary appointed by decree of the Council of Ministers and ranking as Director General at the Ministry. The staff of the Permanent Secretariat (PS) is appointed by an MHA order. PS/PANGIRE relies on a committee of experts for support in various research activities (identification, design and validation of research themes or scientific studies). However, the thematic summary report document notes the lack of technical skills in terms of quantity, especially at the level of devolved services, even though there are existing and new vacancies created as part of the decentralization effort. In terms of quality, the regional and central services lack technical skills in such specialised areas as hydrogeology, hydrology and sanitary engineering. The project also addresses all water-related aspects by providing a plan that is consistent with national and regional policies and priorities (ECOWAS, WAEMU, NBA and LCBC). Capacity building was also provided to key players involved in the PANGIRE preparation process through awareness and training activities. The capitalization document, along with an IWRM Guide, has been prepared and approved. The Guide has been translated into English, and its distribution has also begun. Lastly, the IWRM process is steered and partly implemented by national executives with the support of experienced and competent consultants recruited through a competitive call.

3. Ownership and sustainability of partners

Rating * Narrative assessment (indicative max length: 250 words) 3 The Ministry Water and Sanitation (MHA) has forged and strengthened partnerships with the National Water and Sanitation Commission (CNEA) and the Regional Water and Sanitation Commission (CREA). The IWRM is now an instrument on which donors must rely in providing the subsidies needed for the implementation of sustainable water management operations in Niger. In addition, PANGIRE will promote regional integration by strengthening cross-border cooperation on shared waters (NBA and LCBC). Different partnerships have already been established with the partners who made commitments to finance PANGIRE (Swiss Cooperation and Danish Cooperation). Other partnerships will also be forged with other partners after they must have fulfilled their commitments (PIDEC/AfDB, EU, BM, OXFAM, Mercy Corp and MCC Compact1). The IWRM implementation process involves a large number of governmental and non-governmental actors and now relies on the expertise and know-how of the private sector and national NGOs for the reorganization of the water sector.

4. Environmental and social sustainability

Rating * Narrative assessment (indicative max length: 250 words) NA The PANGIRE preparation project is not likely to generate any negative environmental and social impacts, but environmental and social concerns have not been overlooked. A SESA report accompanied by the ESMF was produced and validated.

5. Lessons learned related to sustainability

Key issues (max 5, add rows as needed) Lessons learned Target audience 1- Financial sustainability 1- A permanent IWRM financing mechanism 1. Bank and is needed to consolidate the gains of the Donee project and ensure its continued existence.

2- Conduct of the SESA 2. The production of a SESA complete with the Environmental and Social Management 2. Donee Framework (ESMF) is important to ensure the environmental and social sustainability of the project.

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III Performance of stakeholders

A Relevance

1. Bank Performance

Rating* Narrative assessment by the Borrower on the Bank’s performance, as well as any other aspects of the project (both quantitative and qualitative). See guidance note on issues to cover. (indicative max length: 250 words) 3 AfDB/AWF has ensured compliance with Bank procurement rules and procedures. It has made arrangements to facilitate the project’s implementation, particularly by carrying forward the date of project closure in order to allow the PMU to complete all the activities. The grant beneficiary indicated that the project was implemented in collaboration and with the support of the AfDB/AWF, but noted that the time taken to process files at the Bank was rather long. The donee also reported that the AfDB/AWF carried out only one supervision mission during project implementation, instead of at least one mission per year. So there is a project monitoring problem. Also, the mission team was limited to one person, and had no financial expert. A mid-term audit of the project was conducted and approved by the Bank. The final audit has not been performed, but is planned for the end of the project.

Key issues (related to Bank performance, max 5, add rows as needed) Lessons learned 1. Consistency of supervision missions 1. The composition of supervision missions must be multidisciplinary to address the concerns of the project team

2. Processing of files 2. It is imperative to expedite the processing of files at the Bank to avoid project implementation delays.

2. Borrower performance

Rating* Narrative assessment on the Borrower performance to be inserted by the Bank (both quantitative and qualitative, depending on available information). See guidance note. (indicative max length: 250 words) 3 The donee set up the Project Management Unit (PMU) to manage the project. The donee took steps to ensure the involvement of stakeholders in all stages of the project, including in the conduct of studies and in their approval, but failed to provide the counterpart financing on time because of cash flow difficulties. Also, the donee took a long time to start the project because it needed to fulfil the grant conditionalities to avoid a repeat of problems, especially the difficulty of opening the foreign exchange account. The donee failed to approve the monitoring and evaluation of the project at the beginning but did so at the end of the project. It has taken steps to ensure the sustainability of the project, including by issuing the decree on PANGIRE and transforming the PMU of PANGIRE into a Permanent Secretariat responsible for project implementation. The donee has responded in a timely manner to the requests and implemented the recommendations of the start-up and supervision missions. It is making every effort to ensure that the last studies are conducted and approved before the close of the project, scheduled for 30 November 2018. It plans to produce the beneficiary’s project completion report at the end of the project. Key issues (related to Borrower performance, max 5, add rows as needed) Lessons learned 1. Project counterpart financing 1. The provision of counterpart financing at the start of the project makes it possible to avoid delays in the implementation of the project

2. Fulfillment of grant conditionalities 2. Expeditious fulfilment of grant conditionalities allows for timely commencement of project activities

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3. Performance of other stakeholders

Rating* Narrative assessment on the performance of other stakeholders, including co-financiers, contractors and service providers. See guidance note on issues to cover. (indicative max length: 250 words) 3 The project’s implementation involved the PMU, DANIDA, Swiss Cooperation/Lux Development, OXFAM and STUDI, SOFRECO and FGC consulting firms, and the consulting firm group comprising BERD Burkina and SQUEN Niger. DANIDA and Lux Development have each fully disbursed the initial and additional financing which was increased to Euro 335,388 following the resource reallocation. OXFAM also disbursed its financing of Euro 91,469. The performance of STUDI consulting firm, which produced PANGIRE and PIP documents, was entirely satisfactory. This consulting firm produced good quality documents within the contractual deadlines. It produced the 3 APS following an amendment to its initial contract. The SOFRECO and FGC group carried out studies on the status of water resources, and BERD- Burkina Faso and SQUEN-Niger consulting firms conducted the strategic environmental and social assessment (SESA). Two studies are still to be carried out: (i) studies on the preparation of the Water Development and Management Master Plan (SDAGE) for four sub-basins. The contract worth Euro 89,937 (CFAF 58,995,000) won by AGHECRA was approved by the Bank. AGHECRA was requested to start work by 15 August 2018, for a period of four months; (ii) the remaining portion was used to finance studies on the improvement of the new MHA database. The contract totalling EUR 28,340 (or CFAF 18,590,000), won by NAZAN-Building Business Group, was approved by the Bank. NAZAN-Building Business group was requested to start work on 15 August 2018 for a period of three months. The project's Regional Steering Committee has met six times since the start of the project. Key issues (related to performance of Lessons learned (max 5) Target audience (for other stakeholders, max 5, add rows as lessons learned) needed) 1. Finalisation of studies 1. It is necessary to finalize all the planned studies within the 1. Donee. allotted time so that they may be available for use in establishing a coherent investment project

IV Summary of key lessons learned and recommendations

1. Key lessons learned

Key issues (max 5, add rows as needed) Key lessons learned Target audience 1. Financial sustainability 1. A permanent mechanism for monitoring the commitments of the various donors is 1. Donee needed to consolidate the project’s gains

2. Delay in the implementation of project 2- The processing of files at the Bank needs to activities be expedited to save time in the implementation of project activities 2. Bank

3. Donor coordination 3. The Bank's participation in the donor group strengthens coordination and prevents the same project from being financed by several 3. Bank donors

4. Project monitoring by the Bank 4. Regular contact with the project team makes it possible to resolve any difficulties that may arise during project implementation. 4. Donee/Bank

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3. Key recommendations (with particular emphasis on ensuring sustainability of project benefits)

Key issue (max 10, add rows as needed) Key recommendation Responsibl Deadlines e 1. Completion of project activities 1. Complete the last studies required for Donee Immediate preparation of the Water Development and Management Master Plan (SDAGE) for four sub-basins, and for improvement of the new database of MHA 2 Maintenance of the project coordination 2. The coordination and management system Donee Medium and management system. established during the project term implementation has worked well and been successful. This system will need to be maintained in implementing PANGIRE activities. 3. Permanent mechanism for monitoring 3. Establish a permanent system for Donee Immediate donor commitments monitoring the commitments of the various donors for the financing of PANGIRE activities. 4. Project monitoring and evaluation 4. Adopt the monitoring and evaluation system Donee Medium at the start of the project term 5. Storage of project documents 5. Electronically and physically archive Donee Immediate project documents 6. Mobilization of resources for the 6. Organize the specific meeting in Donee / Short term financing of PANGIRE Luxembourg scheduled for 2019 to mobilize Bank financing for PANGIRE and inform the Bank of the outcomes of that meeting.

V Overall PCR rating

Dimensions and Criteria Rating* DIMENSION A: RELEVANCE 3.5 Relevance of project development objective (II.A.1) 4 Relevance of project design (II.A.2) 3 DIMENSION B: EFFECTIVENESS 3 Development Objective (DO) (II.B.4) 3 DIMENSION C: EFFICIENCY 2.66 Timeliness (II.C.1) 2 Resource use efficiency (II.C.2) 3 Cost-benefit analysis (II.C.3) - Implementation Progress (IP) (II.C.4) 3 DIMENSION D: SUSTAINABILITY 2.66 Financial sustainability (II.D.1) 2 Institutional sustainability and capacity building (II.D.2) 3 Ownership and sustainability of partnerships (II.D.3) 3 Environmental and social sustainability (II.D.4) - OVERALL PROJECT COMPLETION RATING 3

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VI Acronyms and abbreviations

Description Acronym (add row as needed) 3N Les Nigériens Nourrissent les Nigériens (Nigeriens Feed Nigeriens) ADF African Development Fund AfDB African Development Bank AWF African Water Facility CILSS Permanent Inter-State Committee for Drought Control in the Sahel CNEA National Water and Sanitation Commission CREA Regional Water and Sanitation Commission CRP Regional Project Steering Committee CSP Country Strategy Paper DANIDA Danish International Development Agency DGH Directorate General of Hydraulics DRE Directorate of Water Resources ECOWAS Economic Commission of West African States ESMF Environmental and Social Management Framework IWRM Integrated Water Resources Management LCBC Lake Chad Basin Commission LCBC Lake Chad Basin Commission MDGs Millennium Development Goals M&E Monitoring and Evaluation MHA Ministry of Water and Sanitation NBA Niger Basin Authority NBA Niger Basin Authority PADD Sustainable Development Action Plan PANGIRE National Action Plan for Integrated Water Resource Management PCR Project Completion Report PDES Economic and Social Development Plan PIP Priority Investment Programme PMU Project Management Unit PROSEHA Water, Hygiene and Sanitation Sector Programme 2016-2030 PRSF Poverty Reduction Strategy Framework PRSP Poverty Reduction Strategy Paper RAT Quarterly Progress Report SDAGE Water Development and Management Master Plan SDR Rural Development Strategy SDRP Accelerated Development and Poverty Reduction Strategy SESA Strategic Environmental and Social Assessment SG Secretary General of the Ministry of Water and Sanitation of Niger SISEAN Integrated Monitoring and Evaluation System for Water and Sanitation in Niger SOPHAB Operational Strategy for the Promotion of Hygiene and Basic Sanitation 18

TFP Technical and Financial Partner TOR Terms Reference WAEMU West African Economic and Monetary Union WR Water Resources WSS NP Water Supply and Sanitation National Programme

ANNEXES List of persons interviewed

Full Name Function Contact Number Atahirou Karbo SG MHA +227 90 07 04 40 Khamada Baye Director in charge of +227 96 97 33 26 Studies and Programming, MHA Dr Sandao Issoufou Coordinator, PMU +227 96 96 77 54 Abdou Sani Expert Monitoring and +227 97 10 08 88 Evaluation Expert, PMU Mahamadou Magé Accountant +227 90 96 06 87

Oher Persons Interviewed Full Name Function Contact Number Kané Dia Nouridine AfDB Resident +227 90 11 26 99 Representative in Niger

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