African Development Bank Group

AFRICAN DEVELOPMENT BANK GROUP

BURKINA FASO

THE PROJECT TO SUPPORT THE INTEGRATED DEVELOPMENT OF

THE SHEA SECTOR IN BURKINA FASO (PADIFK

PROJECT COMPLETION REPORT

(PCR)

Public Disclosure authorized

RDGW/AHHD

July 2020

Disclosure authorized

Public

Translated document

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

I Basic data

A Report data

Report date Date of report: 10/06/2020 Mission date (virtual mission due to From: 05/05/2020 To: 07/05/2020 the COVID-19 pandemic)

B Responsible Bank staff

Positions At approval At completion Regional Director Janvier K. LITSE Marie-Laure AKIN-OLUGBADE Country Manager Ginette NZAU MUTETA Pascal YEMBILINE Sector Director Kodeidja DIALLO Martha PHIRI Mahib CISSE Mouldi TARHOUNI Sector Manager Ali EYEGHE Seliatou KAYODE Alfred Régis OUEDRAOGO Task Manager ANGLADE Anne VALKO Minemba TRAORE Alternate Task Manager CELESTINO PCR Team Leader Alfred Régis OUEDRAOGO Project consultant for the preparation PCR Team Members of the final project report

C Project data

Project name: The Project to Support the Integrated Development of the Shea Sector in Burkina Faso (PADIFK) Project code: Financing instrument number(s): 5700155002552< > P-BF-AAG-001<> FUND FOR AFRICAN PRIVATE SECTOR ASSISTANCE (FAPA) Project type: Public Sector: Multisector (social, agriculture, genre) Country: Burkina Faso Environmental categorization (1-3): Unspecified. Without a negative impact on the environment

Processing milestones – Bank Key events (Bank Disbursement and closing approved financing only approved financing only) dates (Bank approved (add/delete rows depending on the financing only) number of financing sources Financing source/instrument 1: Financing Financing source/instrument FAPA Grant source/instrument 1: 1: FAPA Grant FAPA Grant Date approved: 12 July 2016 Cancelled amounts: 0 Original disbursement deadline: -

Date signed: 9 September 2016 Supplementary financing:- Original closing date: 30 June 2019 Date of entry into force: 9 Restructuring (specify date Revised (if applicable) September 2016 and amount involved): N/A disbursement deadline: 30 June 2020 Date effective for 1st disbursement: Extensions (specify dates): Revised (if applicable) closing 13/02/2017 28 November 2016: 06 date: 31 December 2019 from 30 June to 31 December 2019 Revised (if applicable) closing date: 16 February 2018 Financing source/instrument 2: Financing Financing source/instrument N/A source/instrument 2: N/A 2 N/A Date approved: - Cancelled amounts: - Original disbursement deadline: - Date signed: - Supplementary financing:- Original closing date: - Date of entry into force:- Restructuring (specify date and Revised (if applicable) amount involved): - disbursement deadline: - Date effective for 1st disbursement:- Extensions (specify dates):- Revised (if applicable) closing date :- Date of actual 1st disbursement: - Financing source (UA): Disbursed Percentage Undisbursed Percentage amount disbursed amount (UA): undisbursed (UA): (%): (%): Financing source/instrument 1: FAPA 672,061 93.59% 46,030.58 6.41% Grant/5700155002552 Financing source/instrument: 842,377.18 343.99 %1 - - Government Others (e.g. co-financiers). If - - - - necessary, add other rows: TOTAL 1,514,438.08 157.26% 46,030.58 6.41% Co-financiers and other external partners: N/A Executing and Implementing Agency(ies): Ministry of Trade, Industry and Handicrafts - National Implementation Unit for the Enhanced Integrated Framework (UNMO/CIR).

1 This percentage is explained by the fact that the expected budget of the national counterpart (Government) was USD 338,745 or UA 244,878.5. However, the amount disbursed was USD 826,531 or UA 597,498.7. These additional resources, which were not provided for in the project document, made it possible to procure production equipment for stakeholders and two vehicles for the management unit.

D Management review and comments

Report reviewed by Name Date Comments reviewed Country Manager Pascal YEMBILINE Sector Manager Mouldi TARHOUNI Ali EYEGHE Regional Director (as chair of Marie Laure AKIN- Country Team) OLUGBADE Sector Director Martha PHIRI

II Project performance assessment

A Relevance

1. Relevance of project development objective

Rating* Narrative assessment (max 250 words) 4 Shea stakeholders wanted to embrace entrepreneurship and make their activities a profession but were faced with several challenges. The obstacles to the development of the profession included organisational, training and compliance challenges under Law 064, Law N°050/2012/AN regulating inter-professional organisations in the agricultural, forestry, pastoral, fisheries and wildlife sectors in Burkina Faso and the Uniform Act relating to the OHADA Law on Cooperative Societies and access to financing. The PADIFK project has in its implementation logic addressed these issues The project was conceived in 2016, at a time when the development benchmark in Burkina Faso was the National Plan for Economic and Social Development (PNDES) whose overall objective was to structurally transform the Burkinabe economy for strong, sustainable, resilient, inclusive growth that would create decent jobs for all and lead to improved social well-being. The objectives pursued by the PNDES are ("Thrust 2: Developing human capital", Trust 3: Boosting sectors that are promising for the economy and jobs) which is well in line with the strategic objectives of the PADIFK (2.2 and 2.4). Indeed, PADIFK's general objective is to build the capacity of the umbrella organisation of the shea sector in Burkina Faso and to support the development of 100 of the most functional organisations. The project's main activities are in line with PNDES' objectives, the National Rural Sector Programme (PNSR II) and the sustainable development strategy for the shea sector. Lastly, the project is in line with the Bank's long-term strategy (2013-2022).

Manage ment Manageme ntand cmments 2. Relevance of project design

Narrative assessment (max 250 words) 3 The PADIFK design phase clearly identified the needs of the beneficiaries and the expectations of the project partners. An analysis of the Burkinabe economy shows that its supply is insufficient which explains the chronic deficit in its trade balance. Therefore, it was judicious to implement such a project with a view to improving the country's trade balance. The Bank's previous (similar or related) experiences in the sector came in handy in the project's design.

On 9 September 2016, a FAPA grant agreement of USD 993,350 was signed to finance the project. According to this agreement, all payments to the consultants would be made by direct payment, the operational and logistical costs were to be covered by another Bank project, namely Economic Transformation and Job Creation Support Project (PATECE) worth USD 350,000. An agreement between the two projects supporting priority sectors in Burkina Faso should have been signed.

According to the results of the data analysis, the PADIFK made it possible to highlight the importance of organisational, social and economic issues and the conditions for the sustainability of the developers' activities. The value of shea product exports increased from CFAF 29 billion in 2016 to CFAF 34 billion in 2019 which suggests an improvement in the trade balance.

In view of the difficulties in mobilising PATECE's resources to finance the logistical costs of the project, it was proposed that the project budget be reviewed within the limits of the budget to include logistical and operational costs (USD 149,733). An amendment to the grant agreement was made to this effect (including the opening of a special account in January 2018).

In addition to the financing provided for in the project document, the State of Burkina Faso has exceptionally granted resources for the procurement of equipment consisting of complete shea butter production lines for shea butter industry stakeholders. The total financing of the national counterpart fund amounts to USD 1,165,276.

3. Lessons learned related to relevance

Key issues (max 5, add Lessons learned Target audience rows as needed) Reducing the burden on The need to replicate the "have it done" approach in Coordination, Project the management team by order to lighten the load on the project management Management Team. “getting it done”. team. Building the capacity and The need to continue to inform and train stakeholders The sector's direct skills of shea sector (women and men) in the shea production and processing stakeholders, most of stakeholders. linkages, most of whom are women, with a view to whom are women. transferring to them the knowledge and skills they need to be more effective. Their involvement in the formulation and implementation of the project was a key factor in ensuring ownership and sustainability of project achievements.

Stakeholder monitoring. The need to ensure a good follow-up after the Beneficiaries, establishment of the linkages and the inter-professional especially the links cooperation for the proper functioning of the umbrella (production, structures in accordance with OHADA texts. processing, marketing) and inter- professional bodies. Access to financing The conditions for granting loans remain too difficult for Beneficiaries: small players (women and men, but even more so for stakeholders in the women) despite the quality of their files (long processing production, time, high interest rates, short repayment periods, processing and material guarantees requirements, etc.). The judicious marketing process. use of studies, especially those concerning financing, will make it possible to address this problem. The Government Government will have to produce a capitalisation report, describing the approach adopted, the problems encountered, and proposals for adjustments for future projects. Organisation, structuring Small companies operating in the form of a legal entity The smallest (e.g. SARL) have a better structure than those operating stakeholders in the in the form of an individual (natural person). Women's various production, associations are predominant and opt for cooperative processing and societies in accordance with the texts in force (OHADA marketing stages. Uniform Act).

Realistic key indicators There is a need to be more selective and, above all, Government careful in the choice of indicators and their target values. AfDB The need to plan a baseline study of the project from the design stage, which will make it possible to correct any shortcomings related to RBLF indicators. Organisational, social PADIFK's implementation has made it possible to Shea value chain and economic issues and highlight the importance of organisational, social and stakeholders sustainability of economic issues and the conditions for sustaining the developers' activities. developers' activities.

B Effectiveness

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

Comments Provide a brief description of the project (components) and the context in which it was designed and implemented. State the project development objective (usually the project purpose as set out in the RLF) and assess progress. Unanticipated outcomes should also be accounted for, as well as specific reference of gender equality in the project. The consistency of the assumptions that link the different levels of the results chain in the RLF should also be considered. Indicative max length: 400 words. As a reminder, the project's main objective is to organise, structure into umbrella organisations and support the development of at least 100 organisations spread along the shea value chain. The project aims at promoting the development of the shea sector through an integrated approach aimed at building the capacity of the stakeholders in the various links of the value chain, 90% of whom are women. Specifically, the objective is to: (i) build the skills and strengthen the organisation of stakeholders according to the links of the value chain and their networking; (ii) improve access to credit for shea collection and processing; and lastly, (iii) improve quality in the value chain and market access.

The overall results of the implementation of the activities are very satisfactory at 96%. This rate was achieved despite the difficulties in raising funds at the beginning of the project and the inadequacy of financial resources at the end of the PADIFK. In sum, the level of implementation of activities by component is quite good with an implementation rate ranging from 90% (component II and coordination) to 100% (components I and III). The technical assistance activity of firms and experts was the most significant. They organised a series of capacity building and technical assistance missions to actors in the sector. Several activities contributed to the achievement of results by component. The rate of achievement of the assistance provided by the consultants reached 100% regarding the missions carried out and the deliverables provided to UNMO-ICR.

Moreover, UNMO-CIR now has a reliable database of banking institutions for the happiness of the beneficiaries who will be supported.

The effectiveness of project activities reflects the extent to which the project has achieved its objectives and results. It also determines the extent to which the target audience (ministries, stakeholders, etc.) has been strengthened regarding knowledge, skills and daily practices. The project has carried out many activities within the project’s time frame as demonstrated by the various performance indicators, which showed an overall satisfactory level of achievement. In the context of the crisis facing the country, such results are encouraging as the project implementation team has demonstrated perseverance and productivity.

Comprising more than 90% of the stakeholders in the sector, women were the main beneficiaries of interventions throughout the project's value chain. In addition, the project benefited from a six-month extension which enabled it to complete the remaining activities.

2. Outcome reporting

Outcome Baseline value Most End target (C) Progress Narrative assessment (indicative max length: 50 Core Sector indicators (as per (Year) (A) recent (expected value at towards words per outcome) Indicator RLF; add more value (B project completion) target (% (Yes/No)) rows as needed) realized) [(BA)/(C-A)] Outcome 1: The stakeholders in There are two main reasons for the 200%: (1) the the value chain popularisation of the statutes and internal are better regulations developed by the project; and (2) the structured and intensification of awareness raising and support for more efficient compliance in the production areas. Yes Indicator 1: 0 200 100 100% The sector is now organised and structured in 3 Number of phases: production (collection and processing of organisations almonds), processing (into soap, shea butter and established in other by-products) and distribution/marketing (sale accordance with of almonds, export)) and inter-professional the Uniform Act organisation. The production stage was set up and the Inter- according to OHADA guidelines, the two stages professions Act. (processing and marketing) according to Law 064 and lastly the inter-professional stage according to Indicator 2: Law 050. The members received their recognition Number of receipt in 2019. 150,000 members of the members in 0 (2014) 150,000 150,000 100% organisations were affected in 2019, 90% of whom structured are women. organisations.

Outcome 2: Access The project supported 65 stakeholders in the design to financing for of their business plans, of which at least 7 (10%) Yes stakeholders in 0 10% 10% 100% benefited from financing from financial the shea sector has institutions, including CorisBank, Ecobank, BOA improved. and BABF.

Outcome 3: Access to national, regional and international markets for shea products has improved. Indicator 1 : Number of 50 106 100 112% Yes organisations The data source (IAP/MEF) that should inform the applying Burkina indicators does not contain updated shea data on recent years. Thus, for gross production, the Faso's quality standards and consultant relied on data collected from traceability system. stakeholders (main actors in the production and processing phases) to inform the gross production

Indicator 2: Gross of shea. For data on the value of exports, the production (1,000 TRADE MAP was used. tons) 216.1 (2014) 400 229.4 1,383% There are three possible explanations for these large Shea products variations: (1) the target value was underestimated Yes exported (CFAF during project design; (2) with the organisation of billion). 29.3 (2016) 58.9 34 630% the stakeholders, the statistical collection and

Outcome Baseline value Most End target (C) Progress Narrative assessment (indicative max length: 50 Core Sector indicators (as per (Year) (A) recent (expected value at towards words per outcome) Indicator RLF; add more value (B project completion) target (% (Yes/No)) rows as needed) realized) [(BA)/(C-A)] information system was improved; and (3) the dynamism of the stakeholders. The main products exported were almonds, butter and cosmetics. The main destinations were France, Ghana, Malaysia, the Netherlands and Germany for butter. For almonds, the destinations were Denmark, Ghana, Togo and India. As for cosmetic products, they are exported to Togo, France and the USA. Rating Narrative assessment 4 At the end of the project’s implementation, the stakeholders were organised into networks and inter-professional groups. Also, a network of stakeholders had been established and is operational. In addition, access to credit for those involved in the collection and processing of shea from financial institutions has been improved. Lastly, market access for shea sector stakeholders has been improved and promoted in a way that the value of exported shea products has greatly increased.

3. Output reporting

Output Most recent value End target (B) Progress Narrative Core indicators (as (A) (expected value towards assessment Sector specified in the at project target (% (indicative max Indicator RLF; add more completion realized) length: 50 (Yes/No) rows as needed (A/B) words per output) Output 1: Yes Capacity building The good for the structuring of structuring of the inter-professional organisations, stakeholders their membership in Indicator 1: 200 including 140 100 200% the inter- Number of women's profession and organisations organisations. the holding of using the sensitisation governance and workshops on management good tools developed governance and established. made it possible Indicator 2: 480 62.5% to double the Number of 300 including 240 target. trained actors women (Note that among structured even the trained men Lack of and networked are working capital organisations. representatives/emplo made it yees of women's impossible for organisations). the training courses to be successfully completed. Output 2: Yes Strengthening commercial information systems on the shea market.

Indicator 1: A 1 1 100% Lack of platform for working capital SIMs made it Indicator 2: impossible to Number of 4 4 100% reach the target SIMs on number of reinforced shea people to be Indicator 3: trained. Number of 200 500 40% people sensitised and/or trained on SIMs

Output 3: Yes Strengthening the support of shea sector stakeholders in the sourcing for credit

Indicator 1: 90 100 90% Number of organisations monitored by CGAs and trained on the financing tools of financial institutions. There has been Indicator 2: 65 50 130% more Number of excitement than organisations expected from with a business the plan. stakeholders.

Indicator 3: Number of 13 15 87% The failure to financial reach the target institutions can be sensitised and explained by committed to the reluctance financing the or mistrust of shea sector. certain financial institutions to intervene in the sector. Output 4: Creation of added value through quality improvement in line with value chain standards.

Indicator 1:

Existence of a harmonised Yes compendium of 1 1 100% good practices

Indicator 2: Number of languages into which the standards have 6 3 200% This rate is been translated. explained by the stakeholders' demand to cover all the languages 10

spoken (Mooré, Dioula, Dagara,

Gourounsi, Bwaba and Indicator 3: Goulmatchema) Number of in the major trainers trained production on good areas. practices 21 50 42% This rate is due to difficulties in finding people who meet the necessary conditions (level of Indicator 4: training Number of required). stakeholders trained on good Lack of working practices. 159, of which 80% are 480 dont 75% de 33% capital made it women femmes impossible to reach the target number of people to be

trained.

Indicator 5: The proper Number of structuring of organisations organisations, with a their traceability 24 3 800% membership system. and a better

understanding Indicator 6: of the issues and Volume of the need for traced products quality as a percentage products. of total volume of shea 85% 80% 106% products.

Indicator 7:

Proportion of shea products complying with

Burkinabe quality standards. 85% 80% 106%

Output 5: Strengthening the promotion and marketing capacity of the sector's stakeholders. 25 50 50% The target was Indicator 1: not met because Number of the beneficiaries supported should have transformers for been selected design and and coached to packaging. participate in

the business

meetings.

Indicatorr 2: A 1 1 100% marketing communication plan developed and implemented.

The number of

Indicator 3: consultation 5 5 100% Number of meetings has networks set up been reduced in and functional view of the in relation to security international situation. buyers.

The SIKO could

Indicator 4: not be

Number of accommodated 2 4 50% consultation due to the meetings authorities' time organised on the constraints. sector. However, the

objective of

putting the

Indicator 5: stakeholders in 0 1 0% Ouagadougou the sector in

International contact with

Shea Fair international

(SIKO) buyers was

achieved.

The lack of data

is explained by

the fact that the

collection has

Indicator 6: been undertaken

Volume of new with the trade stakeholders, partnerships but given the signed (CFAF sensitive nature Not available 3 billion) of the information, the stakeholders are still reluctant to 12

provide the data. Rating Narrative assessment 3 Upon completion, all Component I activities were 100% completed with summary reports of the deliverables. Component II activities were also 100% completed with an overall summary report and deliverables. Also, all activities of Component III were 100% completed with an overall summary report and deliverables. Therefore, the project's performance is largely satisfactory. Special attention must always be paid to the implementation of the supporting measures for the stakeholders, when necessary. The project achieved its objectives despite the late start of project activities and the difficulties in mobilising PATECE resources to finance the project's logistical expenses.

4. Development Objective (DO) rating

DO rating Narrative assessment 3,5 The project's main objective was to organise, structure into umbrella organisations and support the development of at least 100 organisations along the shea value chain. The specific objectives were: i) build capacity for the organisation of stakeholders into inter-professional organisations; ii) enhance support for shea sector stakeholders in the search for credit; iii) create added value by improving quality in line with the two national standards applicable to the shea sector (butter and almonds) in Burkina Faso; and iv) strengthen the promotion and marketing capacity of sector stakeholders. Results in all three components were largely achieved (at least 80%). Also, the level of progress towards the achievement of the objectives is between 70 and 100%, which explains the skills of UNMO-CIR within the framework of the support and assistance of the shea sector stakeholders who have now changed their behaviour and enhanced their knowledge and skills. Indeed, UNMO-CIR now has the appropriate support tools, banking coaching skills and, above all, highly competent consultants. Some of the values achieved are very high because baselines and targets have sometimes been underestimated. Furthermore, the baseline values and the data obtained (targets) are not always from the same source. At this stage, several "immediate effects" can be foreseen. These are (i) the functionality of the national professional organisations by component and inter- professional organisation and the regular holding of their statutory body; (ii) access to regional and international markets through the network (WhatsApp and Facebook) of stakeholders that has been established; (iii) accessibility to market information thanks to the functionality of the harmonised market information system (SIM) for shea products; and (iv) improvement in the quality and quantity of butter production.

5. Beneficiaries (add rows as needed)

Actual (A) Planned Progress towards % of Category (e.g. farmers, (B) target (% realized) women students) (A/B) Production component 0 100 50 Collectors, producers of shea almonds Processing compoenent 0 100 75 Processors of butter, soap, ointment, etc. Marketing component 0 100 40 Distributors and retailers Inter-profession 0 100 40 All Categories

6. Gender equality

Assessment of the performance of gender equality in the operation (indicative max length: 250 words) It is important to specify that the "shea stakeholders" and "beneficiaries" are essentially women and girls. Indeed, the shea sector is essentially, if not exclusively, occupied by women (at least 75%) at all stages of the sector. Most of the men who took part in the project activities belonged to women's associations.

It should be noted that access to credit is more challenging for women than for men operating in the shea sector. Women are particularly unlikely to have access to credit because they do not have access to land (lack of collateral) and are more affected by poverty. It has been observed and acknowledged that the project has reduced gender inequalities and improved women's empowerment.

Lastly, the prospect of a later phase of the project must take into consideration the carrying out of a specific study on the project's economic and financial impact on women and girls in all regions. This will make it possible to better address the issue of financing for women's initiatives and the conditions for empowering women and girls working in the shea industry.

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

Description Type (e.g., gender, climate Positive Impact on change, social, other or project (high, negative medium, low) 1. Production of management Cooperative Societies Positive Medium documents (accounting) 2. Long lead times for the Difficulties related to the Negative Medium commencement of activities complexity, cumbersome nature of administrative procedures and social movements have led to long delays in the implementation of activities. Therefore, diligence in the processing of files is desired. 3. Deterioration of the security situation Since 2016, Burkina Faso has Negative Medium been characterised by a deteriorating security situation marked by terrorist attacks. As a result, some areas where shea products are produced have become almost inaccessible. Useful measures in this regard and better cooperation with the Government could help to alleviate the situation.

8. Lessons learned related to effectiveness (add rows as needed)

Key issues (max 5, add rows as Lessons learned Target audience needed) Synergy of actions effective Ongoing consultation with and involvement BAD, Acteurs, implementation of the AWPB of all stakeholders in the collection and projets measurement of results. Fulfilling commitments (counterpart) Adequate and timely allocation of financial MCIA resources. Monitoring of activities A diligent implementation of a monitoring Unité de gestion and evaluation system. This has allowed for du projet the permanent monitoring of the logical framework indicators as well as the BAD establishment of an efficient monitoring and data collection mechanism and close follow- up in the field.

C Efficiency

1. Timeliness

Planned project duration – Actual implementation time Ratio of planned and actual Rating* years (A) (as per PAR) – years (B) (from implementation time (A/B) effectiveness for 1st disb.) 3 years 3.5 years 0.85 3 Narrative assessment (indicative max length: 250 words) The original schedule was not met. Despite the late start of the project (the 1st effective disbursement took place on 16.02.2018), about a year and a half of negotiations for aspects regarding taking charge of logistics and participation fees, the organisation of activities and the recruitment of the project's firms and consultants. The stakeholders demonstrated assiduity and commitment which led to convincing results. The project was extended for 6 months to allow for the completion of project activities. 2. Resource use efficiency

Median % physical Commitment rate (%) (B) Ratio of the median Rating implementation of RLF (See Table 1.C – Total percentage physical * outputs financed by all commitment rate of all implementation and financiers (A) (see II.B.3) financiers) commitment rate (A/B) 96% 100% 96% 3 Narrative assessment (indicative max length: 250 words) Disbursements are made as soon as the deliverables are produced and submitted. This notice speaks volumes. "We noticed a team that wants results and that is willing to support the stakeholders. It listens to the consultants and effectively monitored our activities. It always pushes us to produce the deliverables on time," according to a consultant hired to conduct the final evaluation study of the project.

The assessment of physical implementation (based on outputs delivered) compared to resources used (based on cumulative commitments) at the completion phase clearly shows that the project has carried out its activities within the allocated budget. In addition, there were savings in resources due to the PATECE's failure to contribute.

The project has been regularly audited. The reports were accepted by the Bank. The latest report (2019) is currently under review by the Bank. It was found that the resources were used efficiently.

3. Cost-benefit analysis

Economic rate of return (at Updated economic rate of return (at Rating* appraisal) (A) completion) (B) 75% 95% 3 Narrative assessment (indicative max length: 250 words)

Procurements are made according to procedures that offer better guarantees. Calls for tenders make it possible to sometimes reduce the allocated envelopes or to respect this envelope. This means that the project is efficient because it has achieved more results with fewer resources, especially when we refer to the results achieved with only a six-month extension. It also emerges that when comparing the situation "without a project" and the situation "with a project", the effects of the project are clearly positive and well appreciated by the beneficiaries.

4. Implementation Progress (IP)

IP Rating Narrative comments (commenting specifically on those IP items that were rated (derived Unsatisfactory or Highly Unsatisfactory, as per last IPR) (indicative max length: from 500 words) updated IPR)* 3,5 Compliance with commitments (project terms, recommendations of supervision missions and compliance with audit recommendations): the project met the deadlines for the production of audit reports and the implementation of recommendations.

Project systems and procedures (procurement, financial management, monitoring and evaluation): In accordance with the grant agreements, the procedures used for the procurement of project services were those of the Bank. The Bank carried out an ex-ante review of all tender documents and requests for proposals for the procurement of services.

The monitoring of external indicators could not be carried out effectively; indeed, it should be pointed out that the financial resources required to measure all the progress made in the achievement of the project's development objective were inadequate.

Project implementation and financing (disbursements, budgetary commitments, counterpart financing and co-financing): Counterpart resources have not been mobilised at the expected level. The grant disbursement rate is about 93.59%.

Lastly, all the headings received better scores, with more than 80% of the beneficiaries satisfied.

1. Lessons learned related to efficiency

Key issues (max 5, add rows as needed) Lessons learned Target audience Financial implementation Fulfilment of commitments ADB Procurement of supplies and equipment Coverage by an exemption from duties and ADB taxes Staff Competence Employment of competent, committed and Project experienced staff. Monitoring of indicators Systematise monitoring-evaluation in Project projects. Available counterpart fund The priority given to the shea industry and Government the government's political commitment are reflected in the substantial availability of public resources. Exchange rate variation Provide for contingencies for fluctuations ADB in the U.S. dollar.

D Sustainability

1. Financial sustainability

Rating* Narrative assessment (indicative max length: 250 words) 3 The project's support in helping the stakeholders to develop their business plans created impacts that were appreciated by the stakeholders met. These business plans made it possible to:

i) Provide financial support for projects implemented by banks and microfinance institutions (MFIs); ii) Diversify activities by stakeholders; iii) Have clarity in the definition of actions and their economic model; and iv) Increase confidence among bankers and credibility vis-à-vis partners.

The support of the consultants entrusted with the monitoring of stakeholders, they have developed management tools that respond to the size of each stakeholder. Other stakeholders have used the services of consulting firms or have even recruited accountants to assist them in this respect. The developers we met are satisfied with this support because it has made it possible to:

- gain visibility on their inventory management; - assess the strain on their cash flow; - rationalise expenses by setting up an annual budget; - identify the financial results; and - set up a revenue collection service. The financial evaluation of the stakeholders benefiting from the project was not carried out either at appraisal or completion. However, the commitment of those in charge of the sector suggest a gradual move towards greater financial autonomy.

2. Institutional sustainability and capacity building

Notation* Compte-rendu descriptif(longueur maximale indicative, 250 mots) 4 The project made it possible to build the institutional capacity of MCIA, UNMO-CIR and the stakeholders of the shea sector in terms of training, equipment and more generally capacity building. The organisation of the sector according to laws 064, 050 and OHADA, contributes to its sustainability.

Institutional sustainability and capacity building achievements will be ensured by having a substantial pool of well-trained human resources with the mission to replicate their knowledge within their respective organisations. In addition, the institutional support provided by the project at the central level has strengthened the steering and management capacity of the Ministry in charge of Trade. Lastly, there is also the " have it done " strategy adopted by the Project which reinforces this sustainability.

3. Ownership and sustainability of partnerships

Rating* Narrative assessment (indicative max length: 250 words) 3 The sustainability of the investments is promoted by the good ownership of the project's achievements by the beneficiary shea sector stakeholders. This ownership is being consolidated, given the interest shown by company managers and the strong enthusiasm of women and young people for the shea industry.

The various ministries have taken ownership of project objectives. Thus, the importance of foreign trade in development is understood by all the stakeholders. The fact that almost all policy documents in key sectors of the economy consider foreign trade as a key factor in the fight against poverty is in itself part of an awareness on their part of the importance of this concept and thus of the production of results for sustainability. Among the actors involved are the private sector, professional associations, women's associations, government, etc. See annex for a list of persons interviewed during the completion mission.

4. Environmental and social sustainability

Rating* Narrative assessment (indicative max length: 250 words) 4 Environmental sustainability: The direct impact of the project is to increase the quantities of waste produced in the shea value chain, especially during the processing and recovery of shea products. Thus, the hygiene and cleanliness practices taught to the beneficiaries, as well as the development of technologies and skills concerning the recycling of waste (by- product) as a source of energy, constitute a beneficial asset that the stakeholders in the chain will draw on at the end of the project in terms of sustainable waste management in the shea value chain.

Social sustainability: the project has had a direct impact on the economic empowerment of women (thousands of women beneficiaries) with the improvement of their income, and on the strengthening of the sources of employment in the shea sector, from collection to marketing through the processing and development of shea products. In addition, the project supported 65 stakeholders in the development of their business plans, of which at least 7 (or 10%) benefited from financing from financial institutions which boosted the income level of these stakeholders. Indirectly, the project has an impact on food security, health and education by increasing incomes in hundreds of villages in the project regions, especially those with the highest volume of shea tree populations (Centre-West, Boucle du Mouhoun, Hauts-Bassins and South-West).

The retention of staff jobs in companies contributes to social sustainability. Also, the hygiene and cleanliness taught during the training courses to the beneficiaries contributes to environmental sustainability which is an important health factor due to the pollution- free environment. Initiatives on the development of technologies and skills related to the recycling of waste (by-products) in order to use it as an efficient energy source also contribute to environmental sustainability.

5. Lessons learned related to sustainability

Key issues (max 5, add rows as Lessons learned Target needed) audience The organisation of Compliance with OHADA's laws and directives in the Beneficiary stakeholders and involvement organisation and the compliance of the stakeholders stakeholders of the beneficiaries. are necessary. Government Financing of the sectors The business plans allow for proper orientation and Beneficiary mobilisation of financial resources for the financing and diversification of the business' activities. Government Environmental safeguards The good practices in terms of waste management in Government the shea value chain (collection, production and processing / development) taught to the beneficiaries contribute to environmental sustainability. Social safeguards The support of women's groups contributes to their Government empowerment and better care for their families.

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 From project preparation to completion, the Bank's involvement was significant. This involvement took the form of regular project supervision missions. Supervision missions at the right time and with the right teams, carried out by the Bank, have always been high points in the project's lifecycle. Above all, they made it possible to propose appropriate solutions to the problems encountered in the implementation of the project. The Bank was heavily involved in the careful implementation of project activities.

The project started under the "have it done" approach and the disbursement method used was that of the AfDB through direct payment to the providers after the submission of the deliverables. The AfDB pays its counterpart contribution directly via bank transfer. All the providers are unanimous that they were paid very quickly. The AfDB transferred almost all of its commitments within a reasonable period of time to all service providers.

However, it should be noted that the Bank's no-objection notices were not always submitted on time and this led to delays in the implementation of activities, especially regarding procurement. Comments to be inserted by the Bank on its own performance (both quantitative and qualitative). See guidance note on issues to cover (indicative max length: 250 words) The project experienced major difficulties from the outset: (i) Absence of a TM in the field; (ii) Lack of resources to finance logistics and monitoring of outcome indicators and measurement of results; and (iii) Absence of a procurement expert in the country office. All this has resulted in considerable start-up delays. The appointment of a TM at the country office, the amendment of the grant agreement (taking into consideration logistical issues) and the assignment of a procurement expert to the Bank's country office made it possible to develop a catch-up plan. As a result, all consultancy contracts were signed within 6 months. In addition, project supervision was carried out on a regular basis (twice a year).

The Bank drew on its experience in the sector for the formulation of this project. It proposed an adequate response to the needs expressed by the Government. Key issues (related to Bank performance, max 5, Lessons learned add rows as needed) Quality at entry Comprehensive programming of indicators, activities and budget. Presence in the field and close monitoring Continue with the implementation of decentralisation (DBDM implementation). The Bank's presence in Burkina Faso facilitated the monitoring of project implementation. Explore as much as possible the possibility of close monitoring of operations and ensure an improvement in the Bank's response time to borrower's requests.

Turnaround time in an increasingly difficult Provide for a reasonable additional period of time in security environment. the context indicated. Implementation method The need to replicate the "have it done" approach in order to lighten the load on the project management team and reduce transaction costs. Unnecessary change of project managers The project has had no less than four project managers (task managers) since its approval (consultant and staff) and has not always ensured continuity of project supervision activities. 19

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) 4 The ministries involved in the implementation of the project contributed significantly to the achievement of the expected results. This was reflected in the availability and commitment of officials from both the Ministry of the Economy and the Ministry of Trade in the various stages of the project.

The borrower's performance is deemed satisfactory based on the following positive considerations:

i) As part of project implementation; Annual Work and Budget Plans (AWBPs) were prepared and submitted to the Bank; and quarterly reports on activity implementation were regularly submitted to the Bank;

ii) The implementation of activities was carried out in accordance with the commitments contained in the grant and loan agreements; however, administrative delays were often major constraints in the meeting of deadlines (lot of work for the procurement expert, frequent unavailability of evaluators for tender documents, lengthy processing times of correspondence, etc.);

iii) The recommendations from the supervision missions carried out by the Bank were dealt with diligently; however, those requiring the involvement of the country's administrative authorities experienced difficulties in transmitting the information requested, especially the timely provision of the State's counterpart funding for operating expenses. However, the State has exceptionally contributed to the procurement of twenty semi-industrial shea butter production lines for processing entities; and

iv. The support or monitoring missions carried out by the Government have been helpful in the achievement of results. Key issues (related to Bank performance, max 5, Lessons learned add rows as needed) The effective and regular mobilisation of national Ensure the timely disbursement of counterpart counterpart funds. funds.

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 other stakeholders are the State, shea sector actors, service providers (consultants and auditor). Overall, they have contributed to the achievement of project results. However, there was a low level of responsiveness on the part of some consultants. All stakeholders, i.e. the State, direct stakeholders in the shea sector, and service providers, were involved in the project's implementation. This justifies the good performance in the implementation of the activities.

Key issues (related to Lessons learned (max 5) Target audience performance of other (for lessons stakeholders, max 5, add learned) rows as needed) Consultant's responsiveness Immediately put contractual clauses into action Government Transfer of knowledge and The need to continue to inform and train shea Beneficiary skills stakeholders in order to transfer to them the knowledge stakeholders and skills they need to be relatively more effective. Activity Monitoring The need to ensure a good follow-up after the Beneficiary establishment of the linkages and the inter- stakeholders professional cooperation in order to ensure the proper functioning of the umbrella structures in accordance with OHADA's guidelines. Change in perception and In spite of the training courses, the culture of gratuity Government behaviour still persists among our stakeholders, who are still Stakeholders in waiting for subsidies instead of bank financing. the sector Financing The conditions for granting loans remain too Beneficiary challenging for small operators despite the quality of stakeholders their files (long processing time, high interest rates, short repayment periods, requirements for material guarantees, etc.). Statutes Small businesses operating in the form of a legal entity Beneficiary (e.g. SARL) have a better structure than those stakeholders operating in the form of sole proprietors (natural person). Commitment The inclusive and participatory approach, the Beneficiary achievement of some results reflects the commitment stakeholders of the stakeholders concerned.

IV Summary of key lessons learned and recommendations

1. Key lessons learned

Key issues (max 5, add Key lessons learned Target rows as needed) audience Implementation method The need to replicate the "have it done" approach in order Project to lighten the load on the project management team. Knowledge and skills The need to continue to inform and train shea Beneficiary transfers stakeholders in order to transfer to them the knowledge stakeholders and skills they need to be relatively more effective. Monitoring of Beneficiary The need to ensure a sound monitoring after the linkages achievements stakeholders have been established and the inter-professional cooperation in order to ensure the proper functioning of the umbrella structures in accordance with OHADA's guidelines.

Change of perception and Government Despite the training courses, the culture of gratuity still behaviour Stakeholders in persists among our stakeholders who are still waiting for the sector subsidies instead of bank financing.

Financing Beneficiary The conditions for granting loans remain too challenging stakeholders for small operators despite the quality of their files (long processing time, high interest rates, short repayment periods, requirements for material guarantees, etc.).

Statutes Beneficiary Small businesses operating in the form of a legal entity stakeholders (e.g. SARL) have a better structure than those operating in the form of sole proprietors (natural person).

Commitment Beneficiary The inclusive and participatory approach, the stakeholders achievement of some results reflects the commitment of the stakeholders concerned.

2. Key recommendations

Key issue (max 10, add Key recommendation Responsible Deadline rows as needed) Availability of up-to-date Provide for the setting up of an adequate Government Permanent and relevant information on monitoring-evaluation mechanism in the new Bank project implementation and project under preparation by allocating the results. required resources based on a monitoring/evaluation methodological guide. Security/Development Explore opportunities for a direct partnership Government Permanent with military engineers in areas of security Bank risk. Sustainability of project Make the necessary arrangements for the Government Permanent achievements sustainable management of the project's achievements among project beneficiaries.

Establish a mechanism in the administration for the continuation of the dissemination and Government sustainability of the results. Institutions Bank Support the Statistics Department in the production of statistical yearbooks and communication of project results.

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 3.5 Development Objective (DO) (II.B.4) 3.5 DIMENSION C: EFFICIENCY 3.12 Timeliness (II.C.1) 3 Resource use efficiency (II.C.2) 3 Cost-benefit analysis (II.C.3) 3 Implementation Progress (IP) (II.C.4) 3.5 DIMENSION D: SUSTAINABILITY 3.5 Financial sustainability (II.D.1) 3 Institutional sustainability and strengthening of capacities (II.D.2) 4 Ownership and sustainability of partnerships (II.D.3) 3 Environmental and social sustainability (II.D.4) 4 AVERAGE OF THE DIMENSION RATINGS 3.4 OVERALL PROJECT COMPLETION RATING S

VI Acronyms and Abbreviations

Acronym Full name (add rows as needed) ADB African Development Bank Group AWP Annual Work Plan AWPB Annual Work Plan and Budget CGA Accredited Management Centre

FAPA Fund for African Private Sector Assistance IAP/MEF Automated Forecasting Instrument / Ministry of Economy and Finance MCIA Ministry of Commerce, Industry and Handicrafts MFI Micro-Finance Institutions MIS Market Information System MSME Micro, Small and Medium Enterprises OHADA Organization for the Harmonization of Business Law in Africa PADIFK The Project to Support the Integrated Development of the Shea Sector in Burkina Faso PCR Project Completion Report RBLF Results-Based Logical Framework REP Project Appraisal Report SIKO Ouagadougou International Shea Fair

UA Unit of Account UNMO/CIR National Implementation Unit for the Enhanced Integrated Framework

Annex 1: List of people interviewed during the project completion mission (by email)

NAME AND TELEPHON STRUCTURE MAIL FIRST NAME(S) E DIALLO/ Union of OUEDRAOGO Cooperative 78 01 92 60 [email protected] Marie Noëlle Societies Caroline « RAGUSSI » Burkinabè OUEDRAOGO Association « 70 26 53 07 [email protected] Aïsséta Action Solidarité Femmes/ Enfants » Network of Hauts- 70 39 02 12/

TRAORE Tenin Bassins et Cascades [email protected] 66 44 66 36 Butter Producers BOUGOUMA

TFK/ President 76 81 71 71 [email protected] Théophane PAGABELEM B. DGEP/MINEFID 70 34 96 54 [email protected] Gaston Consultant / ILBOUDO YIRVOUYA/AFRI 70 25 71 71/ [email protected] Mahamadi QUE IMPACT 78 25 71 71 MARKETING Consultant/ SIMPORE 70 41 38 56/ AGROCONVERG [email protected] Emmanuel 76 66 72 95 ENCE UNMO

SODRE Soulemane 70 27 44 35 [email protected] Coordinator UNMO/

SIMPORE Seydou Monitoring and 70 95 11 21 [email protected] Evaluation Expert UNMO/ Private DJIGUEMDE Jules 70 77 55 75 [email protected] sector expert

Annex 2: Update IPR

Implementation Progress and

Results AFRICAN DEVELOPMENT Report (IPR) BANK GROUP

A Report summary and proposed actions

Report data

Report Date of report: 12/06/2020 Mission date (if field mission): type: IPR Project Completion Report (virtual mission From: 05/05/2020 To: 07/05/2020 due to the COVID-19 pandemic) Prepar Task Manager: Alfred Régis OUEDRAOGO Alternate Task Division Manager: ed by: Manager: Mouldi TARHOUNI Minemba TRAORE Ali EYEGHE

Project data

Project code: <5700155002552> Project name: GRANT OF THE WOMEN (PADIFK)> FUND FOR AFRICAN Country: PRIVATE SECTOR Sector: ASSISTANCE (FAPA) Processing milestones – Bank Key Events (Bank approved Disbursement and closing dates approved financing only) (Bank financing only (add/delete rows approved financing only) depending on the number of financing sources) Financing source/instrument 1: Financing source/instrument 1: Financing source/instrument 1: Date approved: 21 July 2016 Cancelled amounts: S.O Original disbursement deadline: Date signed: 9 September 2016 Supplementary financing: S.O Original closing date: 30 June 2019 Date of entry into force: 9 Restructuring (specify date & Revised (if applicable) September 2016 amount involved): Non disbursement deadline: 30/06/2020 Date effective for first Revised (if applicable) closing disbursement: 13/02/2017 Extensions (specify dates): 6 date: 31 December 2019 Date of actual first disbursement: months from 30 June to 31 16 February 2018 December 2019

Financing source/instrument Foreign currency (UA): Local currency TOTAL (UA) (add/delete rows depending on (UA): the number of financing sources: Financing source/instrument 1: 672,061 - - FAPA Grant /5700155002552 TOTAL: 672,061 - - Financing source/instrument Disbursed to Disbursed to Undisbursed to Undisbursed to (add/delete rows depending on date (amount, date (%): date (amount, date (%): the number of financing UA): UA): sources:

Financing source/instrument1: 672,091 93.59% 46,030.58 6.41% FAPA Grant/5700155002552 TOTAL: 672,091 93.59% 46,030.58 6.41% Executing and implementing agency (ies): National Unit for the Implementation of the Enhanced Integrated Framework (UNMO/CIR) attached to the MCIA Co-financiers and other external partners:

Government of Burkina Faso

Performance status

Progress towards development objective Rating on Performance rating Summary of key findings Development Current Previous The project's main activities are in line with PNDES Objective (DO) 4 4 objectives under the National Rural Sector Programme

(PNSR II) and the Shea Sector Sustainable

Development Strategy. Lastly, the project is in line with the Bank's long-term strategy (2013-2022). As a reminder, the main objective of the project is to build the capacity of the umbrella organisation of the shea sector in Burkina Faso (TFK) and to support the development of 100 of the most functional organisations (women's groups, SMEs, traders and exporters of shea products). The main development objectives include: (i) empowering women; (ii) enhancing skills and better organising and networking of value chain actors; (iii) improved access for stakeholders to credit for the collection and processing of shea almonds; and (iv) improved product quality in the value chain and market access. Implementation progress Rating on Performance rating Summary of key findings Implementation Current Previous Lastly, the mission was able to accomplish all its tasks Progress (IP) and achieve its objectives. The expected outcomes are noticeable, i.e. the improvement of the volume and quality of shea butter with the application by the stakeholders of the good practices learned during the training sessions and the drive for compliance by the 4 4 umbrella organisations with the new OHADA texts on all the stakeholders in the sector.

In addition, the mission noted that the activity implementation level was very satisfactory with a physical implementation rate of 100% and a disbursement rate of 93%. Overall project performance classification Overall Project Project status Summary of key findings Performance Current Previous The Government's submission of a request to the Classification AfDB to finance Burkina Faso's growth sectors in (PP, PPP or order to sustain the gains made. NPPP) 4 4

III

Issues, risks and actions for management consideration

Issues affecting project implementation (Report major challenges to project implementation and proposed actions for management attention) Key issues Corrective actions Responsible Deadline Statutes (Completed, in progress, not yet initiated) - - - - -

Main risks and mitigation (Report major risks to project implementation and proposed actions for management attention)

Risks Mitigation measures applied or Responsible Deadline proposed - - - -

Management review and comments

Report reviewed Date Name Comments by Reviewed Country Pascal YEMBILINE Manager Regional Marie-Laure AKIN-

Director OLUGBADE Regional Sector Mouldi TARHOUNI Manager Sector Manager Ali EYEGHE Sector Director Martha PHIRI

B Results reporting and assessment

Progress towards development objective (project purpose) State the project development objective (usually the project purpose as set out in the Results-based Logframe) and assess progress The project's objective is to contribute to the development of the shea value chain in Burkina Faso by building the capacity of targeted stakeholders, 90% of whom are women.

Outcome reporting

Outcome indicators Baseline Most End Progress Assessment (as specified in the RLF, add value(a) recent target towards rows as needed) value(b) (2019) end (expected target value at (% realized) project completion) (b-a)/(c- (c) a)

The final target was not met despite the increase in production and export 6.2% GDP growth rate (Impact Indicator) 4% 7% (2019) 73% value of shea products. (2019) Other reasons, external to the project, could explain this. 208,473 1,040,000 300,000 Outcome achieved. 100% Number of jobs generated in the (2014) women (2019) sector. 90% women 90 women Outcome achieved. - -

Number of organisations established in accordance with the Uniform Act and 0 (2014) 200 100 (2019) 100% Outcome achieved. the Interprofessions Act 0 150,000 150,000 100% Outcome achieved. Number of members in structured 99% of 90% of Outcome achieved. organisations 0% of women 90% women women Rate of increase in the volume of financing granted by financial 0 10% 10% 100% Outcome achieved. institutions to the sector. Number of organisations applying Burkina Faso's quality standards and 50 106 100 100% Outcome achieved. traceability system Gross production (1,000 tons) 216.1 400 229.4 100% Outcome achieved. Shea products exported (CFAF billion) 29.3 (2016) 58.9 34 100% Outcome achieved. Outcome rating Rating on This report Previous Justification (A rating of 2 or 1, along with proposed remedies, must project report be discussed in the Issues, Risks and Actions for Management section) outcomes 4 4 The effects are on track to reach the final target.

Output reporting

Output 2.1.1: Number of Platforms created for 0 1 1 100% 100% Output achieved SIMs Output 2.1.2: Number 0 4 4 100% 100% Output achieved of enhanced shea SIMs Output 2.1.3: Number The output has not been of people sensitised 0 200 500 40% 40% fully achieved and/or trained on SIMs Output 2.2.1 Number of organisations in the sector monitored by the CGAs and Output achieved by trained on the financing 0 90 100 90% 90% 90% tools of financial institutions

Output Most Annual End Progress Progress Assessment indicators Recent Target Target towards towards (as Value (expected (expected annual end of specified in the RLF (2014) cumulative cumulative target project , add rows as value at end value (%realized) needed) of reporting at target year) completion) (%realized) (2019) (2019) Output 2.1.2: Number of organisations with a 0 65) 50 100% 100% Output achieved business plan. Output 2.1.3: Number of financial institutions Output achieved by sensitised and committed 0 13 15 87% 87% 87% to financing the shea sector. Output 3.1.1: Existence of a 0 1 1 100% 100% Output achieved harmonised compendium of good practices. Output 3.1.2: Number of languages into which 0 6 3 100% 100% Output achieved the standards have been translated. Output 3.1.3: Output achieved by Number of trainers 0 21 50 42% 42% 42% trained on good practices Output 3.1.4: Output achieved by 0 159 480 33% 33% Number of stakeholders 33% trained on good practices. Achieved 0% 80 % 75% 100% 100% women women Output 3.1.5: Number of organisations 0 24 3 100% 100% Output achieved with a traceability system. Output 3.1.6: Volume of traced products as a percentage 50% 85% 80% 100% 100% Output achieved of total volume of shea products. Output 3.1.7: Proportion of shea products complying with 50% 85% 80% 100% 100% Output achieved Burkinabe quality standards. Output 3.1.8: Number of processing units that receive The output is 50% technical support to 0 25 50 50% 50% improve the design and achieved packaging of their products and for market research. Output 3.1.1: Output achieved A marketing communication plan for 0 1 1 100% 100% the shea sector developed and implemented. Output 3.1.2: Number of networks set up and are functional in 0 5 5 100% 100% Output achieved relation to international buyers.

Development objective (DO) rating

Development This report Previous Justification objective rating report (A rating of 2 or 1, along with proposed remedies, must be discussed in the Issues, Risks and Actions for Management section) 4 The specific objectives of the project were: (i) building capacity for the structuring of stakeholders in the inter-professional sector; (ii) strengthening support for shea sector stakeholders in their search for credit; (iii) creating added value by improving quality in accordance with the two national standards applicable to the shea sector (butter and almonds) in Burkina Faso; (iv) strengthening the promotion and marketing capacity of stakeholders in the sector. They were achieved, leading to the achievement of the overall objective of organising, structuring and supporting the development of shea sector organisations.

Additional and/or unanticipated outcomes/outputs (optional)

Indicator (as more rows as needed) Baseline End More recent target value - - - -

VII

C Project implementation progress and assessment report

Compliance with clauses

Criteria Number/Perce Rating Assessment ntage of With explanations for (a) ratings of 2 or 1 and This The (b) ratings lower than in the previous report conditions report previous fulfilled report Compliance with project clauses (Complete report on N/A N/A compliance with clauses to be communicated in Annex 2) Compliance with environmental and social safeguards (Complete report on N/A N/A N/A compliance with safeguards to be provided in Annex 3) Compliance with audit- The project was regularly audited. The reports 100% 4 N/A were accepted by the Bank. The efficient use of related clauses resources has been demonstrated.

Project systems and procedures

Criteria Rating Assessment With explanations for (a) ratings of 2 or 1 and (b) The ratings lower than in the previous report This report previous report Procurement of goods and services 4 4 All contracts have been signed and are on track. No complaints have been registered. Financial management 4 4 Payments can be made without any problems. 4 4 Monitoring and evaluation are being carried out Monitoring and evaluation properly.

Project implementation and financing (UA)

Criteria Total Cumulati Cumula Annual Progres Progress Rating amount ve tive projection s towards (a) amount amount (expected towards achievem to date at the cumulative achieve ent of (b) beginni amount at ment of total ng of the end of annual projectio The the year the year) projecti n (% This previo (c) (d) on (% achievem report us achieve ent) report d) (b- c)/(d-c) Disbursements (Bank-approved 718,257 676,160 352,965 718,257 88% 88% 4 4 financing only) Budget commitments 718,257 718,257 352,965 718,257 100% 100% 4 4 (Bank-approved financing only) Counterpart 271,450 contribution (Septemb 792,349 49,376 792,349 100% 100% 4 4 disbursements er 2016) Co-financing 0 0 0 0 0 0 0 0 disbursements

VIII

Status of national counterpart (UA2) Year Amount Treasury National Justification account Account/Procedure 2017 - 30,218 was used for the operation of the Management Unit and for the payment of the allowances of its staff.;

- 26,927 is allocated as follows: 57,144 30,218 26,927 * 13,531 for the procurement of accounting software (Tompro2) for the Management Unit * 13,395 for the procurement of IT equipment, office automation equipment and office furniture for the Table Filière Karité (TFK).

49,376 was used for the operation of 49,376 49,376 0 the Management Unit and the payment 2018 of the allowances of its staff. - 10,240 was used for the payment of allowances to the staff of the Management Unit;

- 675,588 is allocated as follows: 2019 685,828 10,240 675,588 * 70,608 for the procurement of two vehicles for the Management Unit; *604,980 for the procurement of equipment for the production of shea butter for stakeholders. Total 792,349 89,834 702,515

Criteria Justification (A rating of 2 or 1, as well as proposed mitigation measures, must be reviewed in the section relating to Issues, risks and measures submitted for management review) Disbursements (Bank-approved financing only): The project increased from 0% in February 2018 to 29% in October 3/4 2018, reaching 49% in December 2018. In 2019, disbursements continued in the same positive trend. At end-March 2019, a target of 75% had been reached. The project disbursement rate at end- September 2019 was 83% and 94% in December 2019. The balance of the special account has been repaid to the Bank. Budget commitments (Bank-approved Almost the entire budget is committed. financing only): 3/4 Disbursement of counterpart funds: 4 The amounts were fully disbursed and even exceeded the forecasts. Disbursement of co-financing funds: N/A. Overall rating on implementation status (IS)

IP rating Justification The previous This report (A rating of 2 or 1, as well as proposed mitigation measures, must be reviewed in report the section relating to Issues, risks and measures submitted for management review) 4 4 The mission appreciated the progress made in achieving project objectives and the good collaboration between stakeholders.

Lessons learned during implementation

Key Issues (add rows as needed) Key lessons learned Target audience Outlook The project closed on 31 December 2019. The Government results achieved through the implementation of the project activities are satisfactory and the Bank may be approached for the formulation of new financing for growth sectors in Burkina Faso.

2 The conversion rate from CFAF to Unit of Account (UA) used here is: UA 1 = CFAF 735.33 IX