AFRICAN DEVELOPMENT BANK GROUP

Public Disclosure authorized Disclosure Public

MULTINATIONAL

PROGRAMME FOR INTEGRATED AGRICULTURAL DEVELOPMENT AND

ADAPTATION TO CLIMATE CHANGE IN THE NIGER BASIN (PIDACC)/NB): PRELIMINARY STUDIES OF MULTIPURPOSE INFRASTRUCTURE

Public Disclosure authorized Disclosure Public PROJECT COMPLETION REPORT (PCR)

AHWS DEPARTMENT

May 2019

Translated document

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

I BASIC DATA

A Report data

Report date Date of report: September 2018 Mission date (if field mission) From: 06/08/2018 To: 10/08/2018

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 PCR Team Members BOUGAIRE Francis; Adolphe Okpalé TITIKPEU

C Project data

Project name: Programme for Integrated Agricultural Development and Adaptation to Climate Change in the Niger Basin (PIDACC)/NB): Preliminary Studies of Multipurpose Infrastructure Project code: P-ZI-EAZ-040 Grant number(s): 5600155003601 Project type: Institutional support Sector: Water Country: Multinational Environmental categorization (1-3): 3 Processing milestones (grant) Key events (grant) Disbursement and closing dates (grant) Date approved: 2 April 2014 Cancelled amounts: Nil Original disbursement deadline: 8 September 2014 Date signed: 2 April 2014 Supplementary financing: Original closing date: 31 December 2017 WAEMU: EUR 457,000 ICA: EUR 100,000 Member States: EUR 39,690 NBA: EUR 138,720 Date of entry into force: 2 April 2014 Restructuring (specify date & amount Revised (if applicable) disbursement involved): Nil deadline: 31 December 2018

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Date effective for 1st disbursement: 2 Extensions (last disbursement): 2 Revised (if applicable) closing date: 31 July 2014 extensions (last disbursement on 15 December 2018 February 2018):

Date of actual 1st disbursement: 8 September 2014 Financing source (EUR): Committed amount Percentage Uncommitted Percentage (EUR): committed (%): amount (EUR): uncommitted (%): AWF 960,000 75 242,423.62 25 WAEMU 457,000 100 0 0 ICA 100,000 100 0 0 NBA 138,720 100 0 0 Governments of member countries 39,690 100 0 0 TOTAL 1,695,410 143 242,423.62 25 Financing source (EUR): Disbursed amount Percentage Undisbursed Percentage (EUR: disbursed (%): amount (EUR): undisbursed (%): AWF 717,576.38 75 242,423.62 25 WAEMU 457,000 100 0 0 ICA 100,000 100 0 0 NBA 138,720 100 0 0 Governments of member countries 39,690 100 0 0 TOTAL 1,452,986.38 75 242,423.62 25 Co-financiers and other external partners: Nil Executing and implementing agency (ies): NBA Technical Department (TD) through the Project Management Unit (PMU)

D Management review and comments

Report reviewed by Name Date reviewed Comments

Peer Reviewers

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 PIDACC project is a response to the problems posed in the Niger Basin, including high population growth and the degradation of natural resources due to decades of dry season. This has the following consequences: i) silting of water courses and water bodies, (ii) acceleration of land, water and ecosystem degradation, (iii) erosion of biological and genetic diversity, (iv) the loss of cropland, and the reduction of grazing areas and the fishing potential, the upshot of which is the reduction of agricultural, pastoral, sylvicultural and piscicultural yields, and (v) increased impoverishment of the population. The various studies carried out in the nine countries of the Niger Basin show that the various factors justifying the implementation of the project have not improved, but are deteriorating from year to year: i) population increase, ii) land pressure, iii) reduced rainfall, iv) reduced grazing areas v) continued land erosion, and vi) increased poverty. The current project follows PADD, which was adopted at the 8th Niamey Summit in April 2008, and stems from the actions of the SCP in its first phase that was located in three countries (Burkina Faso, Mali and Niger) and implemented from 2005 to 2010. PIDACC is, therefore, a vast programme that will provide solutions to the issues of the previous actions. Its objectives are consistent with the NBA sectoral strategies and priorities set out in four documents: i) the strategies, plans and programmes for planning the development of the Niger River Basin developed by the NBA, (ii) sub-regional/regional policies and strategies for natural resource management, climate change adaptation and sustainable development in the ECOWAS, WAEMU, ECCAS and CEMAC zones, (iii) PRSPs or their equivalents in force, and iv) AfDB CSPs with various NBA member countries .

The project is also in line with the Bank’s 2013-2022 Long-term strategy, which aims for inclusive growth and a transition to green growth.

Throughout the conduct of the studies, the project objective remained fully aligned with the various strategies indicated above.

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

2. Relevance of project design

Rating* Narrative assessment (max 250 words) 3 Project design is based on the completion of preliminary studies that will be used later to establish the feasibility of PIDACC and catalyse investments through technical, economic, financial and environmental studies. In fact, it was necessary to prepare a bankable project document to be submitted to the various technical and financial partners in order to mobilise the necessary financing for the implementation of selected projects. The initial design remained appropriate throughout the execution of studies and was not modified. The implementation delays are not related to the design but to other factors (insecurity, disbursement, submission of documents to the Bank….)

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3. Lessons learned related to relevance

Key issues Lessons learned Target audience (max 5, add rows as needed) 1. Insecurity in some 1. Security measures taken by the States concerned would have 1. NBA and member project areas ensured access to these areas for the studies. countries

2. Alignment with 2. The project is consistent with various NBA strategies, plans and 2. NBA, AfDB, sub- strategies and programmes, sub-regional/regional policies and strategies, and regional/regional policies AfDB CSPs organisations

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. The project development objective is to improve living conditions and the population’s resilience to climate change through increased agricultural production and sustainable management of water resources in the Niger Basin.

The main indicators are: Indicator 1: Average poverty rate in the Niger Basin countries reduced from 55 (in 2011) to 50%; Indicator 2: Number of new jobs created in rural areas, particularly among vulnerable groups. There are plans to create 150,000 new jobs in 2019, 30% of which are for women; Indicator 3: Area of land conserved and reclaimed. The project provides for the conservation and reclamation of 78,100 ha in 2019 compared with 41,500 ha in 2011.

The indicators will not be achieved because the amount envisaged for the construction of infrastructure was mobilised only up to 45% against a target of 58%. In addition, the start of the PIDACC project is planned for March 2019. But this deadline will not be respected given the conditions to be met to obtain the various financing packages and the implementation of various loans and grants.

2. Outcome reporting

Activities Outcome Baseline Most recent value End target (B) Progress Narrative assessment indicators (as value (A) (expected value at towards (indicative max length: 50 words per per RLF; add (2013) project completion) target outcome) more rows as (% realized) needed) (A/B) The NBA and its Indicator 1. Bankable project Programme approval, which 0% 100% nine (9) documents The programme was expected in 2014, took Bankable member adopted by the place in 2016. (1 regional project approval decision countries have nine NBA programme summary documents expected in 2014 a bankable adopted by Member States document and 1 appraisal

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project the NBA The programme mission aide-mémoire, document on Member was approved by containing the activities agricultural States the regional selected by each donor, are development validation also available at the PMU) and adaptation workshop from 7 to climate to 9 November change in the 2016 in Conakry, Niger Basin Guinea. This programme contains nine (9) programmes of the nine (9) member countries, on the basis of one programme per country, and the corresponding budgets

The financial Indicator 2: Share of donor Share of financing The PIDACC appraisal report 0% 75% resources commitments at expected at the dated July 2018 prepared by Share of required for the Abuja end of 2015 is the Bank took these financing 58%: programme Roundtable on 1 commitments into account mobilised -Countries: 2% implementation June 2016: -NBA: 6% and recommended to the are mobilised Country budgets -Donors: 50% AfDB Board of Directors in by the and NBA Budget September 2018 to approve countries, the (9% of the total) the proposed financing, beneficiaries CFAF 9.109 namely: i) UA 28 million ADF and the donors. billion against a grant, UA 21 million ADF rate of 8% or an loan or UA 49 million, which achievement is an asset. There is also EUR rate of 113%; 24 million from the KFW for beneficiaries Mali and Guinea, which is an (3.8%) CFAF 3.86 asset. This makes an billion; donors amount of about EUR 83 87.2% against an million or CFAF 54 billion expected rate of mobilized to date. The 50% or an amount for the achievement infrastructure selected in rate of 174% of the various countries the total (source: preliminary programme cost studies) is CFAF 122.42 tax-free and billion. This makes a

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duty-free: UA 22 financing mobilisation rate million ADF of 45% well below the loans; UA 26 expected 58% mobilisation million ADF rate. Progress towards grants; USD achieving the target is 67.78 million GCF therefore 75%. Other grant; EUR 14.60 donors have made million EU grant; commitments that remain USD 12.01 to be realised. ii) USD 50.36 million GEF million GCF grant for the grant. nine NBA member countries and USD 4.55 million for the To this should be NBA, USD 10 million GCF added EUR 24 loan, iii) EUR 14.46 million million from the EU grant, USD 2.41 million KFW for Mali GEF grant for Burkina Faso (EUR 10 million) and USD 9.59 million for the and Guinea (EUR NBA, iv) USD 2.64 million 14 million). An SCF grant for Côte d’Ivoire, information USD 6.36 million loan for correspondence Côte d’Ivoire. The has been sent to commitments taken by the AfDB donors, and the Bank’s PIDACC appraisal report dated July 2018, which recommended to the AfDB Board of Directors in September 2018 to approve the amounts proposed above, show that there is interest in mobilising financing for PIDACC.

RATING (see STAFF ORIENTATION Out of a total of two targets, one has not been fully achieved. The achievement rate is NOTE FOR THE PREPARATION estimated at 88%. The outcome rating is 3 (satisfactory). OF THE AUGUST 2012 PROJECT COMPLETION AND RATING REPORTS)

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3. Output reporting

Output indicators Most recent End target (B) Progress Narrative assessment Core (as specified in the RLF; value (expected value at towards target (indicative max length: 50 words per output) Sector add more rows as (A) project (% realized) Indicator needed) completion) (A/B) (Yes/No) Component 1 : Preliminary studies of multipurpose infrastructure for integrated agricultural development and adaptation to climate change Indicator 1: 9 studies 9 studies 100% -9 national preliminary studies reports are Yes conducted in expected in available Number of the nine 2014 reports of countries of -9 national validation reports are available preliminary studies on the the Niger -The activity reports are available integrated Basin (1 study development of per country) The studies were conducted in 2016 due to the agricultural delays in starting the activities. sector

-9 national preliminary studies reports are Yes Indicator 2: 9 studies 9 studies 100% available conducted (9 expected in Number of national 2014 preliminary -9 national validation reports are available reports studies reports -The activity reports are available on adaptation to available, 1 climate change study per The studies were conducted in 2016 due to country) delays in starting the activities.

-1 regional summary report is available Yes Indicator 3: 1 regional 100% 1 regional summary -1 regional summary validation report Number of summary report regional report expected in summary reports produced in 2016 of preliminary 2016 studies Component 2: Strategic Environmental and Social Assessment (SESA) 1 SESA Yes Indicator 1: 1 SESA report 100% The reports are available and were validated document expected in in Conakry from 7 to 9 November 2016 available, 1 Number of SESA 2014 (0 in reports, number ESMF is 2013) and 1 of ESMF reports available ESMF expected in

2014

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9 Yes Indicator 2: Transmission 77% Reports of the 7 national validation assessments Number of ESIA of 7 national workshops available. Two reports are still expected in reports, number preliminary expected from Cameroon and Mali. The 2014 of ESMP reports design reports consulting firm mentions a problem of to consultants insecurity in these areas. Activities not to conduct completed ESIAs accompanied by ESMPs

Activity not 1 report Yes Indicator 3: This activity is related to the implementation yet expected in 0% of Output 2 activities. Number of implemented. 2014 regional It is related to summary reports the of programme finalisation of ESIAs ESIAs

Component 3: Project coordination and management

Indicator 1: Establishment 1 RPCU 100% Memo establishing the PMU (RPCU)/RPCU Yes Number of of the PMU; established staff assignment note/Memo establishing regional and NPCUs/NPCU staff assignment note coordinating Assignment operational available and issued in 2014 bodies note is issued in 2013 established, and available; number of 9 NPCUs monitoring 9 NPCU established bodies at creation notes national level and available operational in 2013

Indicator 2: RSC creation The NBA’s 100% Reports of RSC, RPCU and NPCU meetings Yes note issued in RSC is are available Regional and 2014/9 NPCUs permanent national project are steering established 9 NPCUs structures, and are established in national operational, 4 2013 structures for RSC meetings monitoring the held, 6 RPCU 4 RPCU studies meetings held meetings in established, and 18 NPCU number of RPCU meetings held 2015 and NPCU as at meetings 31/07/2018

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18 NPCU meetings in 2015

Indicator 3: Activity 1 training 100% Training report available Yes implemented session Number of expected in 1 training session in management training sessions procedures 2013

Theme 1: rules and procedures, implementation modalities and model document on financial management, disbursement and procurement.

Theme 2: Project management and monitoring arrangements related to AfDB/AWF operational procedures

Indicator 4: 1 start-up 1 financial 75% - PMU quarterly reports available Yes report and - National monthly reports (SFN) available Number of 6 quarterly accounting - Financial and accounting audit report reports progress available audit report reports 108 (9X12) produced monthly and progress approved by reports are the AWF available 1 financial and -1 project accounting completion audit report report (at the produced and end of the validated project) 1 PCR not produced (it

will be produced at the end of the project) Rating* (see IPR Narrative assessment methodology) 3 Out of 10 targets, five were achieved at more than 100%, three at 75% (the project completion report remains to be produced by the project), one at 77% (this concerns the conduct of ESIAs), and one was not achieved (this concerns the regional summary of ESIAs, related to the conduct of ESIA studies).

The average achievement is 80%. The output rating is 3 (satisfactory)

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4. Development Objective (DO) rating

DO rating (derived from Narrative assessment (indicative max length: 250 words updated IPR)* 3 Achievements to assess the project’s progress towards achieving its development objective are satisfactory (3). Indeed, outcomes and outputs have been achieved at more than 75%.

5. Beneficiaries (add rows as needed)

Actual (A) Planned (B) Progress towards target % of Category (eg. farmers, students) (% realized) (A/B) women 1) The NBA The NBA 100% N/A Executive Executive Secretariat Secretariat

2) The nine (9) The nine (9) 100% 10% In the various validation workshops, Member States Member States 10% of the participants were women through their through their national focal national focal structures structures

3) National and National and 100% N/A Researchers, academics regional regional institutions institutions in involved in the the basin basin in the involved in the conservation of preservation of water resources water resources and the and the environment environment

4) The media, civil Easy access to 100% N/A General public society reliable databases (e.g. via the NBA website) on the basis of objective information 5) The population The entire 84% N/A Farmers, breeders, fishermen of the Niger population of the Basin estimated Niger Basin at 116 million through village inhabitants structures and through village national water development user

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structures and coordination national water units (137 million user at appraisal) coordination units

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

Description Type (eg. gender, climate Positive or Impact on project change, social, other) negative (High, Medium, Low) i) The non-conduct of studies on time in two countries, namely Other Negative High Mali and Cameroon, due to insecurity

ii) Delay in project implementation Other Negative Medium

iii) Increased financing from ICA, from EUR 52,500 initially to EUR Other Positive High 100,000, and this amount has been fully disbursed.

IV) WAEMU’s withdrawal from the financing of PIDACC for the Political Negative Medium time being

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

Key issues (max 5, add rows as needed) Lessons learned Target audience 1. Project impacts 1. The achievement of project impacts allows AfDB/AWF, NBA for measuring the achievement of the project’s

development objective 2. Project duration 2. The project duration was too short to carry AfDB/AWF out all activities during its implementation.

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) 20 months 50 months 0.4 1

Narrative assessment (indicative max length: 250 words) The initial total planned project duration is 20 months, from the date of signature of the Grant Agreement. Project implementation showed that the project could not be closed on 31 December 2017. The delay is due to the sluggishness in paying the bills of the studies consultant and replenishing the special account for the organisation of provisional report validation workshops and transition to the next stages of the study process. During project implementation, disbursement difficulties arose from the second disbursement. There was an unusually long delay

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between the receipt of the AfDB/AWF no objection opinion and transmission to the AfDB/AWF for a notice of no objection regarding the technical bid evaluation report. The time is two and a half months. Due to the various delays during project implementation, an extension was required from 31 December 2017, the initial closing date, to 31 December 2018, to ensure the completion of all project activities. The rating is 1 (very unsatisfactory).

2. Resource use efficiency

Median % physical implementation of Commitment rate (%) (B) Ratio of the median percentage Rating* RLF outputs financed by all financiers (See table 1.C – Total commitment rate of all physical implementation and financiers) (A) (see II.B.3) commitment rate (A/B) The disbursement rate is 75% Budget at appraisal = EUR 826,750 75% 3 (an average Component 1: Preliminary studies Actual expenditure = EUR 717,000 rate of of programme infrastructure Disbursement rate = 75% 76%) Activities implemented at 100% i) 9 national preliminary studies reports available, ii) 9 national validation reports available, iii) 1 regional summary report available as well as one regional summary validation report

Component 2: Environmental and Budget at appraisal = EUR 410,025 59% Social Assessment (ESA) of the programme Actual expenditure = EUR 410,025

Activities implemented at 59% Disbursement rate = 100%

Output 1, namely the SESA report and the ESMF report are available or an achievement rate of 100%

Output 2: Environmental and Social Impact Assessments (ESIA) accompanied by Environmental and Social Management Plans (ESMP) of the country components are carried out. This activity is implemented at 77% because only 7 preliminary design reports out of 9 are available.

Output 3: A regional summary of programme ESIAs is carried out. This

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activity is not implemented because it is related to Output 2.

Component 3: Project Budget at appraisal = EUR 85,300 93% coordination and management Actual expenditure = EUR 85,300 Output 1 was achieved at 100% Disbursement rate = 100% (PMU established and operational)

Output 2 was achieved at 100% (Steering and monitoring bodies are in place and operational)

Output 3 was achieved at 100% (PMU staff has been trained)

Output 4 (1 start-up report, 6 quarterly progress reports, 108 (9X12) monthly progress reports are available, 1 financial and accounting audit report produced and validated

1 PCR not produced (it will be produced by the recipient at the end of the project)

Achievement rate of the component: 93%

Narrative assessment (indicative max length: 250 words) Resource use efficiency is satisfactory. The project achieved all its outputs within the limits of the available budget. The average project physical achievement rate relative to the commitments is 85% lower than 1. At the level of project coordination, the recipient’s completion report has not yet been produced. The recipient plans to produce it at the end of the project. The AfDB/AWF disbursed 75% of the financing. All the other financiers (ICA, WAEMU) disbursed 100% of their financing. There was a reallocation of resources during project implementation to reflect the project’s extension. This made it possible to finance the operation of the PMU for six (6) months on the AfDB/AWF share for EUR 39,102.

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) -

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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 For the implementation of the three components, the project was spread over a total duration of fifty (50) months against twenty months initially planned, following an extension of timeline due to technical and administrative difficulties.

The activities are more than 80% implemented. Two preliminary design studies remain to be completed as well as their approval, and the recipient’s completion report.

The use of AfDB/AWF financing has been optimal. Indeed, the disbursement rate as at 31 July 2018 is 75%. The contract of the STUDI service provider has not yet been paid because the activities are not yet completed. Once the activities are completed, and the service provider paid, the disbursement rate on the AfDB/AWF share will be 99.98%. At the closing date of the financing set for 31/12/2018, only 0.02% of this financing should be cancelled. All other financing was 100% disbursed.

5. Lessons learned related to efficiency

Key issues (max 5, add rows as needed) Lessons learned Target audience 1. Compliance with the implementation schedule 1. Closer monitoring of the project and support 1. Bank and are needed to reduce the risk on project Donee implementation and avoid administrative bottlenecks.

D Sustainability

1. Financial sustainability

Rating* Narrative assessment (indicative max length: 250 words) 3 Because of its legal status, the NBA can receive and manage grant resources and has repeatedly demonstrated its ability to carry out development cooperation projects with various donors and international organisations, including through its cooperation with the AfDB in the context of the Niger Basin Silting Control Programme (NBSCP). The NBA’s financial management capacity demonstrated in the financial analysis during project appraisal, should also be mentioned. Thus, the NBA is considered to have the necessary skills and capacities to implement the activities financed by the AWF under the PIDACC project. At the PIDACC financing roundtable, commitments by donors amounted to USD 215 million. There is a final communique signed by all PIDACC partners at the Abuja meeting in Nigeria on 1 June 2016. In addition, the July 2018 PIDACC appraisal report took these commitments into account and recommended to the AfDB Board of Directors in September 2018 to approve the proposed amounts. The financing acquired is UA 49 million from the AfDB and 24 million from the KFW. However, the project did not propose a monitoring mechanism for donor commitments. Also noteworthy here is the NBA’s financial management capacity demonstrated in the financial analysis during appraisal.

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2. Institutional sustainability and strengthening of capacities

Rating* Narrative assessment (indicative max length: 250 words) 3 The project is based on the NBA, which has a legal status enabling it to fulfil its mission. It has the necessary skills and abilities to conduct the project. The ES/NBA has experience in conducting similar actions and coordinating regional studies. There is also the involvement of the NPCUs of the nine member countries in project implementation. The project is an instrument for operationalising the Silting Control Master Plan and the PADD Investment Programme. The various governments of the nine NBA countries have lent their support and allocated the necessary human and material resources during the studies. These governments will also contribute during the implementation of the activities selected in each country. As the project is a cross-border project, it will promote regional integration by strengthening cross-border cooperation between the NBA countries. The studies were conducted by the STUDI international firm, which has the necessary experience and skills and was recruited after a bidding process. This has had the advantage that the results are effective at reasonable costs. And the studies carried out in the different countries took into account the local conditions and capacities of all the actors to implement the project. The project will also take into account local know-how and traditional knowledge of watershed protection and adaptation to climate change during implementation. However, Cameroon and Mali have not taken all the necessary security measures for the conduct of their own studies.

3. Ownership and sustainability of partnerships

Rating* Narrative assessment (indicative max length: 250 words) 3 The project is managed by the NBA TD, which has created a PMU and has developed partnerships with the nine member countries through their NPCUs to ensure a satisfactory operation of the project. All the actors were involved in the identification of consensual priority actions. And the process of validating studies through steering committees and workshops has ensured their quality and consistency with development strategies affecting the water sector and national poverty reduction strategies. Various partnerships have been established with different partners that made commitments for the financing of PIDACC such as the AfDB, EU, GCF, SCF, GEF and KFW. Some financing has been secured like that of the AfDB and the KFW. Further partnerships will be forged with technical and financial partners interested in the implementation of PIDACC, in view of the interest generated by the effects of climate change.

4. Environmental and social sustainability

Rating* Narrative assessment (indicative max length: 250 words) N/A The PIDACC/NB preparation project is not likely to generate negative environmental and social impacts, but environmental and social concerns have been given prominence. The Strategic Environmental and Social Assessment (SESA) was carried out, along with the programme’s Environmental and Social Management Framework (ESMF). Environmental and Social Impact Assessments (ESIA), along with the Environmental and Social Management Plans (ESMP) of the country components, have not yet been completed but will be carried out at the end of the project.

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5. Lessons learned related to sustainability

Key issues (max 5, add rows as needed) Lessons learned Target audience 1. Sustainability of programme achievements 1. The project developed partnerships between 1. Bank and the NBA and the nine NPCUs of member Donee

countries. And data and information sharing via

the NBA website is an effective and less costly way to maintain the partnerships developed within the project

2. Conduct of ESIAs along with the ESMP 2. The conduct of ESIAs along with the ESMP is 2. Bank and important to ensure the programme’s Donee environmental and social sustainability.

III Performance of stakeholders

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 The AfDB/AWF ensured compliance with its procurement rules and procedures. It has made special arrangements to facilitate project implementation, in particular the postponement of the project closure date to enable the PMU/NBA to carry out all the activities.

The grant recipient indicated that the project was implemented in collaboration and with the support of AWF. However, the PMU team reported that delays in disbursements at the Bank caused some delays in the execution of studies.

The AfDB/AWF carried out a single supervision mission during project implementation, as opposed to one mission every six months. Therefore, there was a project monitoring problem. In addition, the mission team was limited to one person. There was no financial expert in the mission team. A mid-term project audit was conducted as part of the project and validated by the Bank. The final audit is not yet completed. It is expected to be conducted at the end of the project.

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) - Key issues (related to Bank performance, max 5, add rows as needed) Lessons learned 1. Compliance with the disbursement schedule 1. Compliance with the disbursement schedule is imperative to control project implementation deadlines. This makes it possible to avoid using any slippage as an excuse to postpone or waive the implementation of certain contractual activities.

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2. Composition of supervision missions 2. The composition of supervision missions must be multidisciplinary to address the concerns of the project team.

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 NBA Technical Department assumed the responsibility of project executing agency on behalf of NBA member countries through the PMU. The grant recipient fulfilled all its contractual commitments with respect to the Bank/AWF. It made its counterpart contribution available to the project at the appropriate time. Throughout the project, it made sure to involve all the stakeholders in the studies and their validation. It approached ICA on the advice of the AfDB/AWF to receive supplementary financing from this organisation. ICA increased its financing from EUR 52,500 to EUR 100,000. This enabled the PMU/NBA to finance the organisation of the regional workshops for the validation of studies, the participation of the NBA delegation in COP21, including diplomatic personalities co-opted by the organisation, and the recruitment of a journalist for PIDACC’s information and communication actions. The Donee responded on time to the requests and implemented the recommendations of the start-up mission and the supervision mission. It makes every effort to ensure that the most recent studies are carried out and validated in time before project closure scheduled for 31 December 2018. It plans to produce the recipient’s project completion report at the end of the project. It posted the report of studies already validated on the NBA website. Key issues (related to Borrower performance, max 5, add rows as needed) Lessons learned 1. Supplementary financing from ICA 1. Supplementary financing ensured the implementation of essential activities for the financing of PIDACC.

2. Postponement of project closure 2. The postponement of project closure will ensure the implementation of all programmed activities.

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 Project implementation involved the NBA, the NPCUs of the nine member countries, WAEMU and ICA. At the level of financing, WAEMU and ICA contributions complement each other. WAEMU supports studies, and ICA supports project coordination and management. Financing from WAEMU and ICA was fully disbursed. The STUDI consulting firm was recruited for the studies. It did not complete its services on time and wanted an amendment to the contract, which was refused by the PMU. Two preliminary design studies for Mali and Cameroon remain to be completed. The services it has already delivered are considered satisfactory, but it must make every effort to complete its services within the remaining deadlines. The firm must respect the clauses of the contract. The Regional Project Steering Committee met six times over the project duration against four meetings expected at project appraisal. Key issues (related to performance of Lessons learned (max 5) Target audience (for other stakeholders, max 5, add rows as lessons learned) needed) 1. Preliminary design studies to 1. The finalisation of preliminary design studies by the STUDI 1. Donee, Bank be finalized by the STUDI firm firm is necessary to have studies for the programme’s environmental and social assessment.

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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. Effects of climate change 1. The commitments of the various donors to 1. Bank/AWF, the financing of PIDACC show their interest in Donee the effects of climate change

2. Delay in carrying out project activities 2. The fast processing of files at the PMU level 2. NBA is necessary to save time in the implementation of project activities.

3. Special account 3. The rapid replenishment of the special 3. Bank/AWF, account to ensure the organization of Donee

provisional report validation workshops is

necessary for the transition to the next stages.

4. Coordination between donors 4. The Bank’s participation in the donor group 4. AfDB/AWF strengthens coordination and avoids double project financing

5. Project monitoring by the Bank 5. Regular contact with the PMU makes it 5. AfDB/AWF possible to resolve the difficulties that may arise in project implementation.

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

Key issue (max 10, add rows as needed) Key recommendation Responsible Deadline 1. Completion of project activities 1. Complete the last studies for Mali Donee Immediate and Cameroon before project

closure

2. Maintenance of the project coordination and 2. The coordination and Bank/AWF, Medium management system management system set up during Donee term project implementation functioned

well. It was a success. This system should be maintained in the implementation of PIDACC activities

3. Delay in the implementation of activities 3. Take all necessary steps to avoid a Bank/AWF, Medium delay in the implementation of Donee term

programme activities

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4. Establishment of a sustainable system for 4. Consideration should be given to Bank/AWF, Medium disseminating information on integrated including a communication and Donee term development and climate change, in general, information dissemination plan with and on the Niger Basin, in particular a corresponding adequate operating budget in the implementation of PIDACC. A communication specialist must be involved in the project from the outset, as was the case for the NBA’s participation in COP21. The communication plan could include elements such as the dissemination of information on project activities and results, the collection of various testimonies, the assessment of impact pathways, the development and dissemination of bilingual information and even the establishment of a platform for dialogue between various actors at regional and national level. The ultimate goal is to make known the project’s achievements and results, and to promote their ownership by stakeholders in order to consolidate the achievements. 5. Project monitoring and evaluation 5. Adopt the monitoring and Bank/AWF, Medium evaluation system in place at project Donee term

commencement, especially during the project activities launching workshop.

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 2.33 Timeliness (II.C.1) 1 Resource use efficiency (II.C.2) 3 Cost-benefit analysis (II.C.3) - Implementation Progress (IP) (II.C.4) 3 DIMENSION D: SUSTAINABILITY 3 Financial sustainability (II.D.1) 3 19

Institutional sustainability and strengthening of capacities (II.D.2) 3 Ownership and sustainability of partnerships (II.D.3) 3 Environmental and social sustainability (II.D.4) - OVERALL PROJECT COMPLETION RATING 2.96 or 3

VI Acronyms and abbreviations

Acronym (add rows as needed) Full name ADF African Development Fund AfDB African Development Bank AWF African Water Facility CEMAC Economic and Monetary Community of Central Africa ECCAS Economic Community of Central African States ECOWAS Economic Community of West African States ES Executive Secretariat of the NBA ESA Environmental and Social Assessment ESIA Environmental and Social Impact Assessment ESMF Environmental and Social Management Framework EU European Union Commission GCF Green Climate Fund GEF Global Environment Fund ICA Infrastructure Consortium for Africa KFW Kreditanstalt für Wiederaufbau NBA Niger Basin Authority NBSCP Niger Basin Silting Control Programme NPCU National Project Coordination Unit PADD Action Plan for the Sustainable Development of the Niger Basin PCR Project Completion Report PIDACC Programme for Integrated Agricultural Development and Adaptation to Climate Change PMU Project Management Unit PRSP Poverty Reduction Strategy Paper QPR Quarterly Progress Report RPCU Regional Project Coordination Unit RSC Regional Steering Committee for NBA Projects and Programmes RSCMP Regional Silting Control Master Plan SCF Strategic Climate Fund SESA Strategic Environmental and Social Assessment TOR Terms of reference UA Unit of Account

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ANNEX 1

Financing Plan

ADF-14 Financing in UA Million

UA Million ADF (BPA) Loan ADF (RO) Grant Total ADF Benin 3 3 6 Burkina Faso 2 0 2 Côte d’Ivoire 3 2 5 Cameroon 0 0 0 Guinea 3 4.5 7.5 Mali 3 4.5 7.5 Niger 3 4.5 7.5 Nigeria 3 3 6 Chad 3 4.5 7.5 Total 23 26 49

Financing by Other Partners

GCF SCF GEF Grant Grant Loan Grant Loan EU Grant Country USD Million USD Million USD Million USD Million USD Million EUR Million USD Million

Benin 0.52 4.70 1 1.26 1.7 1 Burkina Faso 2.95 4.90 1.31 1.3 Côte d'Ivoire 0.59 5.30 1 2.64 6.36 1.41 3.2 1 Cameroon 0.53 4.80 1.29 0.8 1 Guinea 0.52 4.65 1.25 1.9 1 Mali 0.86 7.83 2.05 2.3 1 Niger 0.73 6.57 2.00 2.2 2 Nigeria 1.22 10.12 2.88 2.6 1 Chad 0.48 4.29 1.16 1.8 NBA 3.60 4.55 0.00 0.2 Total 12.01 57.7 10.0 2.64 6.36 14.60 18.1

(Source: PIDACC Appraisal Report (July 2018))

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ANNEX 2

PERSONS CONTACTED

1) PIDACC

Full Name Function Contact Seyni Seydou PMU Coordinator +227 20 31 53 75 Elhadji Ahmadou PMU Monitoring- +227 91 17 86 85 Evaluation Officer Mrs. Traoré Aminata PMU Accountant +227 90 45 62 40

2) OTHERS

Full Name Function Contact Kané Dia Nouridine AfDB Resident +227 90 11 26 99 Representative in Niger Sérigne Mbacké Sougou WAEMU Resident +227 92 80 93 96 Representative in Niger

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