Integrated and Joint Water Resources Management of the Iullemeden, Taoudeni/Tanezrouft Aquifer Systems and the Niger River

AFRICAN DEVELOPMENT BANK

Public Disclosure Authorized

MULTINATIONAL – INTEGRATED AND JOINT WATER RESOURCES

MANAGEMENT OF THE IULLEMEDEN, TAOUDENI/TANEZROUFT AQUIFER SYSTEMS AND THE NIGER RIVER

PROJECT COMPLETION REPORT

(PCR)

Public Disclosure Authorized

AHWS DEPARTMENT

May 2017

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: 21/06/2016 Mission date (if field mission) From: 06/06/2016 To: 10/06/2016

B Responsible Bank Staff

Positions At Approval At Completion Regional Director Mr. F.J.M. Perrault Mr. Mohamed EL AZIZI, Sector Director Mr. K. BEDOUMRA Mr. O. CHANDA Sector Manager Mrs. Akissa Bahri Mr. Jean Michel OSSETE Task Manager Mr. J.M OSSETE Mr. M. Daniel VERDEIL Alternate Task Manager Mr. P. AKARI G. El Sokkary PCR Team Leader Mr. Daniel VERDEIL PCR Team Members Mr. Jérôme L. THIOMBIANO

C Project Data

Project Name: Integrated and Joint Water Resources Management of the Iullemeden, Taoudeni/Tanezrouft Aquifer Systems and the Niger River.

Project Code: P-Z1-EAZ-021 Grant Number: 5600155002001 Project Type: Improvement of water Sector: Water sector governance Country: Multinational (OSS) Environmental categorization (1-3): 3 Processing milestones – (grant) Key Events (grant) Disbursement and Closing Dates (grant) Date approved: 18 January 2010 Cancelled amounts: zero Original disbursement deadline: 15 April 2016

Date signed: 2 July 2010 Supplementary financing: none Original closing date: 31 March 2013

Date of entry into force: 2 July 2010 Restructuring : Specify the date and Revised (if applicable) disbursement amount concerned) deadline: 30 June 2014 Date effective for 1st disbursement: 14 Extensions (last disbursement) : Revised (if applicable) closing date: 30 June March 2011 2014

Date of actual 1st disbursement: 15 April 2011 Financing Source (Euro): Committed Percentage Uncommitted Percentage Amount (Euro): Committed (%): Amount (Euro): Uncommitted (%): AWF 1,228,000 100% 0 0 OSS 214,000 100% 0 0 Governments 69,500 100% 0 TOTAL 1,511,500 100% 0 0 Financing Source (Euro) Disbursed Amount Percentage Undisbursed Percentage (Euro) Disbursed (%) Amount (Euro) Undisbursed AWF 1,040,585.90 84.74% 187,414.1 15.26% OSS 227,549.04 106.33% 0 0% Governments 310,169.32 446.28% 0 0% TOTAL 1,578,304.26 104.42% 0 0% Co-financiers and other external partners: Sahara and Sahel Observatory (OSS) ; and (ii) the Governments of OSS member countries, i.e. Algeria, Benin, Burkina Faso, Niger, Nigeria, Mali and Mauritania Executing and implementing agency (ies): Sahara and Sahel Observatory through its Project Management Unit )PMU)

D Management review and comments

Report reviewed by Name Date reviewed Comments Peer Reviewers Mr. F. BOUGAIRE 27/06/16 Some suggestions taken into account. Mr. D. VERDEIL 29/06/16 Some suggestions taken into account Division Manager Mr. J.M. OSSETE 20/02/17 Cleared Sector Director Mr. Mohamed EL AZIZI 15/03/17 Cleared Regional Director Mr. O. CHANDA 6/4/17 Cleared

II Project Performance Assessment

A Relevance

1. Relevance of project development objective

Rating* Narrative Assessment (max 250 words) 4 The relevance of the project development objective stems from the strategic importance of the role which the shared aquifers of the West Africa Region are required to play in the socio-economic development of the countries of the region. Indeed, while water resources play a major role in the development of these countries, the fact is that knowledge, especially of groundwater resources (both quantitatively and qualitatively), remains the weak link in almost all these countries. Furthermore, the non-existence and/or inadequacy of skills in the countries coupled with the lack of appropriate management tools has meant that the groundwater exploitation potential of the region’s aquifers is not well known; all of this advocates against the contribution of these key groundwater resources to the development of the countries in that region. The project goal is to assess the water potential and define the monitoring elements for all groundwater resources of the Iullemeden Aquifer System (IAS), the Taoudeni/Tanezrouft Aquifer System (TAS) and the Niger River in order to help countries prepare their future development plan by taking into account the vulnerability of these systems to the climate. The project comprises the following components: Component A : Improvement of knowledge base and water resource assessment within the entire Iullemeden – Taoudéni /Tanezrouft system;

Component B : Analysis and management of transboundary risks and establishment of a consultative framework for all the IAS, TAS and the Niger River; Component C : Management capacity building; and Component D: Project Management. The project is fully consistent with priorities identified in their Poverty Reduction Strategy Papers (PRSP) and in the recommendations of the West African Integrated Water Resources Management (IWRM) Conference held in Ouagadougou in 1998 urging West African countries to alter their water resource management procedures from a sector approach to a holistic and participatory integrated management approach, in keeping with the principles adopted by the January 1992 Dublin Preparatory Conference and ratified by the United Nations Conference on Environment and Development (UNCED) in Rio in June 1992.

* 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 The project design is undoubtedly relevant in helping to address challenges facing the management of groundwater resources in the countries of the region concerned. Indeed, the appropriate solutions adopted at project design regarding the problems identified, are intended to provide the countries of the sub-region with major transboundary groundwater resource management tools in order to help countries prepare their future development plans by taking into account the vulnerability of aquifers to the impacts of climate change.

These tools will contribute to the rational management of these water resources, thereby enabling each country to adopt development options based on the sustainable and rational exploitation of such resources in order to improve the livelihoods of the population of the regions concerned.

One of the salient features of the project design is the importance attached to building the capacities of the technical structures responsible for water resource management in the member countries through appropriate tools (database, GIS, modeling and remote sensing) in order to establish in each country’s water resource management structures, a critical mass of professional staff capable of ensuring sustainable management of transboundary aquifers.

However, the project design for the post-project dimension was unsatisfactory in terms of institutional sustainability at country level and sustainability of the project’s achievements. Indeed, the aspect of ownership by national experts of the tools developed, which is fundamental and contributes to sustainability of the results achieved, was unsatisfactory since the Consulting Firm which was over-concerned with meeting contractual deadlines consequently paid little attention to the transfer of skills to national experts in the countries through appropriate coaching.

Furthermore, since the project was an excellent water sector governance project, the issue of a financial sustainability mechanism to satisfactorily ensure the financing of the transboundary groundwater resources monitoring system was not clearly taken into account at project appraisal. However, it is well-known that in almost all the OSS countries, the general government budgets do not allocate any, or only allocate very few financial resources, to monitor water resources. This situation could undermine the project’s highly significant achievements for the joint management of transboundary groundwater resources.

3. Lessons learned related to relevance

Key Issues Lessons Learned Target Audience (max 5, add rows as needed) 1. Clear definition, at 1. The establishment and operationalization of a transboundary groundwater 1. Bank and Donee. project appraisal, of the resources monitoring system requires the unambiguous definition of stable financial sustainability financial mechanisms with the OSS member countries. It is therefore necessary, mechanism for the right from project design, to pay particularly close attention to this issue in order transboundary to guarantee sustainability of the project’s main achievements. groundwater resources monitoring system.

B Effectiveness

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

Comments At project completion, the planned targets were:

In the short term:

. The Project Implementation Unit established in M0+2 ; . Two (2) reports by the Scientific Committee and Steering Committee available in M0+16 and M0+23 ; . The Project launching workshop organized in M0+5 and the study validation workshops in M0+16, M0+17 ; . 10 sector technicians trained in M0+17 ; . 9 computers purchased in M0+15; and . 7 public awareness seminars organized in M0+21 ; In the medium term :

. The IAS water resource inventory available in M0+ 19 ; . The TAS water resource inventory in M0+ 19 ; . All available data entered in the IAS and TAS databases in M0+24 ; . At least 5 thematic maps available for online consultation and integrated in the IAS and TAS virtual globes in M0+24; . The study report on interactions between the different aquifer hydraulic systems in M0+20 ; . The network surveillance plan available in M0+ 19; . The synthesis report on climate change vulnerability and impacts validated in M0+20; . The TAS consultative framework is established by member countries in M0+24. . All the sector actors use IAS/TAS/Niger River joint management tools from 2015 ; . All the climate change vulnerability and impact indicators are defined by the project and monitored as from 2015; . The IAS/TAS/Niger River consultative framework is operational in 2015. In the long term:

. Water demand of the different user sectors is determined and its targeted objectives monitored and achieved in 2025 ; . Water efficiency is determined and its targeted objectives are monitored and achieved in 2025; and . The average water access rate for IAS/TAS populations increases from 45% in 2008 to 86% in 2025. In terms of project achievements, it was noted that significant progress had been made in terms of knowledge of the dynamics of transboundary aquifers and their interconnection. Indeed, all the expected short-and medium-term outcomes were achieved with the exception of the framework for consultations between member countries, which is not yet operational and the thematic maps which are not yet available for online consultation.

As regards the consultation framework which has been established, further steps need to be taken by the member countries to ensure its operationalization. The satisfactory operation of this mechanism will contribute to sustainability of the project’s major achievements and development of key outcomes, such as the establishment and operation of an optimal regional groundwater monitoring network as well as implementation of bankable projects identified by the project, whose impact on the countries’ populations will be very strong in terms 4

of a significant reduction in poverty (projects and programmes for the development of significant transboundary groundwater resources identified).

2. Outcome Reporting

Outcome Baseline Most recent End Progress Narrative Assessment Core Indicators (as per Value value target (B) towards (indicative max length: 50 words per outcome) Sector RLF; add more rows as (2008) (A) (expected target Indicator needed) value at (% realized) (Yes/No) project A/B] completion) Outcome 1: A Absence of A copy of the 100% Yes All the The study has contributed to the development of conducive joint IAS, tools environment TAS and developed sector these tools and a copy of them has been provided created for Niger River (GIS coupled actors use for the project’s beneficiary countries. The focal investments in the management with a the points of the member countries have been integrated and joint tools regional IAS/TAS/ provided with short-term training in the use of the water resource accessible database Niger tools developed. However, in-depth training is management of the and used by operational River joint required and the main challenge remains IAS, TAS and the all actors in for IAS and Niger River. the region TAS) was manageme sustainability of the project’s achievements concerned. provided to nt tools following the satisfactory operation of the inter- the project’s from 2015. Member State consultative framework beneficiary established.

countries. Outcome 2: Non- Report on the All the 100% The study complements as regards the IAS and Yes Modalities for existence of Modeling climate TAS aquifer systems, the ongoing climate change monitoring the a water and change vulnerability studies on the Niger River Basin. A vulnerability of resource Vulnerability vulnerabili series of vulnerability indicators has been water resources vulnerability , Mapping of ty and determined in liaison with WRCC/ECOWAS, and climate and climate the impact NBA and OMVS. The vulnerability of the change impacts are change vulnerability indicators resource to anthropic actions and climate defined and impact of defined by variability has been analyzed and maps prepared established. monitoring groundwater the project by the Consulting Firm. However, what remains system. resources, on are is to ensure regular monitoring of water resources the fall in monitored and climate change impacts. ground water from 2015. levels linked to climate change and mapping of the risk of groundwater pollution by anthropic activities. Outcome 3: The A 85% The project has initiated the process to establish a Yes Non- sector actors are memorandu IAS/TAS/ framework for consultation between States for existence of informed and have m of Niger the joint management of the IAS, TAS and the the required an Understandin River Niger River. However, this framework is not yet capacities for joint IAS/TAS/Ni g concerning Consultati operational. and integrated ger River the ve management of Consultative establishment Framewor surface and ground Framework. of the k water resources. consultative framework which has already been

ratified by four countries (Benin, Niger, Mali and Nigeria) was unanimously adopted by the countries on 28 March 2014 at the second Ministerial Meeting held in Abuja.

3. Output Reporting

Output Indicators Most recent End Target Progress Narrative Assessment Core (as specified in the RLF; value (B) towards (indicative max length: 50 words per output) Sector add more rows as (A) (expected value at target Indicator needed) project (% realized) (Yes/No) completion) (A/B) Component A: Improvement of knowledge base and assessment of water resources of entire Iullemeden – Taoudéni System Output 1: An The IAS water The IAS water 80% The Water Resource Inventory and database Yes inventory of the resource resource constructed with over 81,000 water points are not water resources of inventory was inventory was yet accessible online. The consulting firm has the entire IAS is carried out in available in developed a hydro-geographical reference accessible online M0+31, and all M0+19, and all framework (GeoDataBase). Intranet and internet and established on the available the available access will only be possible after the procurement the basis of an data is entered data was of a data server (FFEM financing planned for updated regional in the entered in the 2016). The work was carried out within the database coupled GICRESAIT IAS databases contractual deadline by the consulting firm. The with a GIS. databases in in M0+24, and significant delays with respect to the estimated M0+31, and 5 at least 5 schedule was due to slippage on the original IAS thematic thematic maps schedule following delays in fulfilling the maps are were conditions precedent to first disbursement and the available in accessible time required to complete the goods and works M0+23. online and procurement procedures. integrated into IAS virtual globe in M0+24. Output 2: The IAS water The TAS water 90% The Water Resource Inventory and database Yes Interactions resource resource constructed with over 81,000 water points are not between the various inventory was inventory was yet online. The consulting firm has developed a IAS, TAS and conducted in available in hydro-geographical reference framework Niger River M0+31, and all M0+19, and all (GeoDataBase). Intranet and internet access will drainage systems the available the available only be possible after the procurement of a data are identified, and a data is entered data was server (FFEM financing planned for 2016). The surveillance in the entered in the work was carried out within the contractual network is GICRESAIT TAS databases deadline by the consulting firm. The significant designed. databases in in M0+24, and delays with respect to the estimated schedule was M0+31, and 5 at least 5 due to slippage on the original schedule following IAS thematic thematic maps delays in fulfilling the conditions precedent to maps are are accessible first disbursement and the time required to online and 6

available in integrated into complete the goods and services procurement M0+23. in the IAS and procedures. integrated into the TAS virtual globe in M0+24. Output 3: The The study 100% The hydraulic interactions between the 3 sub- Yes The study interactions report on systems were identified and described. between the interactions report on the Characteristics for the minimum quantitative and different IAS, TAS between the interactions qualitative monitoring of the interactions between and Niger River various between the the groundwaters of the IAS and TAS and the hydraulic systems hydraulic various surface waters of the Niger River were are identified and a systems was hydraulic determined, and an implementation and regular surveillance prepared in systems is monitoring programme prepared. The work was network is designed Mo+33, and carried out within the contractual deadline by the the available in consulting firm. The significant delays with surveillance M0+18, and respect to the estimated schedule was due to network in the slippage on the original schedule following M0+37. implementatio delays in fulfilling the conditions precedent to n plan for a first disbursement and the time required to surveillance complete the goods and works procurement procedures network is available in M0+19.

Output Indicators Most recent End Target Progress Narrative Assessment: Indicative Max length : Core (as specified in the value (B) towards 50 words per output Sector RLF; add more rows (A) (Expected value target (% Indicator as needed) at completion) realized) (Yes/No) A/B Component B : Analysis and management of transboundary risks and establishment of a consultative framework for the entire IAS, TAS and Niger River Output 1: A climate The synthesis The synthesis 100% The Modeling and Vulnerability report was Yes change report on the report on the prepared, produced and validated at a regional vulnerability and climate change climate change workshop (05/2013). The work was carried out impact assessment vulnerability vulnerability within the contractual deadline by the consulting prepared. and impact and impact firm. The significant delays with respect to the assessment assessment estimated schedule was due to slippage on the was validated was validated original schedule following delays in fulfilling in M0+37 in M0+20 the conditions precedent to first disbursement and the time required to complete the goods and works procurement procedures. Output 2 : A TAS The TAS The TAS 90% A memorandum of understanding concerning the Yes consultative Consultative Consultative establishment of the consultative framework was framework is Framework Framework unanimously adopted by the countries on 28 prepared in liaison was was March 2014 at the second Ministerial meeting with the IAS, NBA established by established by held in Abuja. The countries considered it useful and OMVS the Member the Member and necessary to merge the IAS memorandum of consultative States in States in understanding (adopted in June 2009) with the framework Mo+33 Mo+24 new overall memorandum of understanding including the IAS and TAS, i.e. the seven countries. Component C : Management Capacity Building Output 1: 36 Sector 10 Sector 360% Four training session were organized to build the Yes Technicians from technicians technicians capacities of engineers from the seven countries: the countries are (Database, GIS), Mathematical model, Remote

provided with trained in trained in Sensing) and thirty-six (36) employees were training in water Mo+33. Mo+17. trained. The contractual deadlines were met. The resource significant delays with respect to the estimated management tools schedule was due to slippage on the original (DB, GIS, schedule following delays in fulfilling the conditions precedent to first disbursement and the Modeling and time required to complete the goods and works remote sensing). procurement procedures. Output 2: The 9 computers 9 computers 100% Each of the 7 countries received a desk-top Yes Departments procured procured in computer. OSS received two computers (desk top responsible for between Mo+15 and laptop) with scanner and printer (05/2014). water resources in Mo+41 and The contractual deadlines were adhered to. The the seven countries Mo+45. significant delays with respect to the estimated and at OSS are schedule was due to slippage on the original provided with the schedule following delays in fulfilling the required computer conditions precedent to first disbursement and the hardware and time required to complete the goods and works software. procurement procedures. Output 3: The 7 sensitization 7 sensitization 100% 7 national workshops were organized. (06/2103). actors in the 7 workshops workshops The contractual deadlines were met. The riparian countries were organized organized in significant delays with respect to the estimated are sensitized on between Mo+21 schedule was due to slippage on the original integrated surface Mo+34 and schedule following delays in fulfilling the and groundwater Mo+35. conditions precedent to first disbursement and the resource time required to complete the goods and works management. procurement procedures. Output Indicators Most recent End Target Progress Narrative Assessment: Indicative Max length : 50 Core (as specified in the value (B) towards target words per output Sector RLF; add more (A) (Expected (% realized) Indicator rows as needed) value at A/B (Yes/No) completion) Component D: Project management Output 1: PCU Project Project 100% The Management Unit was established following Yes staff assigned or Implementation Implementation the appointment of its members from within OSS recruited. Unit established Unit established pursuant to a decision by the OSS Executive in Mo+5 in Mo+2 Secretary (ES/OSS) and the designation/confirmation of the national focal point by each of the countries concerned. Output 2: Project Two (2) reports Two (2) reports 100% Three Scientific Committee meetings and 3 Yes monitoring and by the by the Steering Committee meetings organized and evaluation Scientific Scientific conducted by OSS. conducted Committee and Committee and regularly by the Steering the Steering stakeholders. Committee Committee respectively available in prepared in Mo+16 and (Mo+28, Mo+23 Mo+36, Mo+46) and in (Mo+36, Mo+43, Mo+47). Output 3: The project The project 100% All the planned workshops were organized: Yes Workshop are launching launching Project launching workshop, restitution and organized by the workshop was workshop validation workshops (hydrogeological hydro- PCU. organized in organized in climatological, socio-economic syntheses, climate M0+21, the M0+5, the

studies studies change, database, mathematical modeling and validation validation vulnerability, legal/management framework), and workshop was workshop final workshop for the presentation of the final organized in organized in synthesis and Donor roundtable. Mo+28, Mo+16, and the M0+29, Mo+44 final and the final presentation presentation workshop in workshop was Mo+24. organized in Mo+37.

4. Development Objective (DO) Rating

DO Rating (derived from Narrative Assessment (indicative max length: 250 words updated IPR)* 4 Overall, the project outcomes were achieved in terms of: (i) assessment of the water resources of the IAS/TAS networks and analysis of the interactions between the various hydraulic systems; (ii) assessment of climate change vulnerability and impacts on IAS, TAS and Niger River networks; (iii) development and establishment of the TAS consultative framework in liaison with NBA and OMVS; and (iv) management capacity building and public awareness raising. However, further efforts are required to consolidate the results achieved in order for the process initiated to be part of a sustainability dynamic, especially regarding groundwater resource monitoring by the countries concerned by the project, as well as for the satisfactory operation of the inter-State consultative framework established.

There was significant slippage on the project implementation schedule due to: (i) difficulties in fulfilling the conditions precedent to first disbursement for the project; and (ii) delays in the goods and services procurement procedures.

Considering that the minimum groundwater monitoring network is a tool of choice for sustainable management of the groundwater resources of the two aquifers, it is important for the Donee to consolidate the achievements of developing initiatives aimed at encouraging donors, in particular AWF/AfDB, to provide OSS and member countries with support to operationalize this monitoring system in order to effectively contribute to sustainable management of the transboundary water resources of the countries concerned so as to develop the groundwater for the population’s benefit.

5. Beneficiaries (add rows as needed)

Actual (A) Planned (B) Progress towards target % of Category (% realized) (A/B) women (e.g. farmers, students) The focal points of National 100% 25% national institutions in the directorates countries responsible for concerned water resource responsible for management in the water resource seven countries management, as concerned by the well as academic project structures involved in water resource research in the countries concerned The focal points of Government 100% 0% those public institutions structures which concerned: have interests in Ministries of

transboundary Environment, groundwater Agriculture, resource Livestock, national management drinking water distribution utilities and agencies, and national remote sensing centres. The focal points of The river basin 100% 0% sub-regional authorities (NBA, bodies and OMVS), the Water organizations Resource Coordination Centre of the Economic Community of West African States (WRCC/ECOWA S), the Community of Sahel-Saharan States (CEN- SAD), the Arab Maghreb Union (AMU), the AGRHYMET Regional Center, the West Africa Water Partnership (GWP-WA) and the AMCOW Groundwater Commission Over time, the The populations of The project will have undoubted country’s entire the IAS and TAS beneficial impacts for the population through transboundary population water resource areas development actions 6. Unanticipated or additional outcomes

Description Type (e.g. Gender, Positive or Impact on project climate change, social, Negative (High, Medium, Low) other) The additional project outcomes are undoubtedly the leveraging effect Socio-economic positive high stemming from the project achievements, which have aroused keen interest from other donors, such as the Global Environment Facility (GEF), in financing a risk mitigation management project relating to transboundary groundwater vulnerability at a total cost of US$ 70 million and the World Bank through its financing of Disaster Resilience in the Sahel Project (PRECASAHEL) at total cost of US$ 100 million. It should also be noted that the project achievements have revealed an urgent need to deepen knowledge in areas with high transboundary groundwater potential in each country, with a view to the preparation of master plans for the development of groundwater as a major contribution to the development of each OSS member country.

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

Key Issues (max 5, add rows as needed) Lessons Learned Target Audience Project effectiveness is the result of several favourable GICRESAIT’s high level of effectiveness is due to a Bank and Donee factors which combine to ensure effective project combination of several factors: (i) motivation and implementation. dynamism of focal points with mastery of the core project issues; (ii) confirmed expertise of the Consultant in the study areas to be covered; (iii) experience and skills of the Executing Agency (OSS); and (iv) the profitable use of a project coordinator with confirmed skills in the field of transboundary groundwater. As a result, it is essential to ensure that, prior to effective project implementation, all the favourable factors combine to allow the project to achieve maximum effectiveness. 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) * 33 months 48 months 0.68 2 Narrative assessment (indicative max length: 250 words) The total planned project duration was 33 months as from the Grant agreement signature date. The project experienced administrative difficulties relating to the project implementation period, which led to an actual total implementation period of 48 months. The administrative difficulties concerned: (i) difficulties relating to the fulfillment of conditions precedent to the first disbursement of project funds; and (ii) lack of familiarization with AfDB’s Procurement Rules and Procedures for those involved in the project goods and services procurement process. The significant slippage on the implementation schedule had no impact on the project costs.

2. Resource Use Efficiency

Median % physical implementation Commitment Rate (%) (B) Ratio of the median percentage Rating of RLF outputs financed by all (See table 1.C – Total commitment rate of all physical implementation and * financiers) financiers (A) (see II.B.3) commitment rate (A/B) Component A: Improvement of Budget at appraisal = EUR 525,200 95.31% 4 (an the knowledge base and Actual expenditure = EUR 477,499.68 average assessment of the water resources rate of the entire IAS/TAS: 80% of rounded activities completed: (i) IAS off at 110.45 knowledge base improved; and (ii) %) TAS knowledge base updated. 100% of activities completed: (iii) Commitment rate = 91.80% interactions between the various water management systems analyzed. Overall implementation rate of 86.66% Component B: Transboundary risk Budget at appraisal = EUR 525,200 103.48% analysis and management, and Actual expenditure = EUR 477,499.68 establishment of an IAS, TAS and the Niger River consultative framework: Activities fully implemented: (i) Vulnerability and impact of climate change on all IAS, TAS and Niger River water resources. 90% implementation rate: TAS consultative framework Commitment rate = 91.80% 11

linked to ABN, and OMVS established and developed. Overall implementation rate of 95%. Budget at appraisal = EUR 525,200 131.15% Actual expenditure = EUR 477,499.68

Commitment rate = 91.80% Component C: Capacity building: Budget at appraisal = EUR 525,200 111.88% activities fully implemented: countries’ Actual expenditure = EUR 477,499.68 professional staff trained in water resource management tools; and (ii) IT equipment procured. Overall implementation rate of 100%.

Commitment rate = 91.80%1 Narrative Assessment (indicative max length: 250 words) Resource use efficiency is satisfactory for the entire project, with higher efficiency for Components C and D respectively. Overall, the project has achieved the expected outputs within the limits of the AWF budget, even though implementation times were exceeded. The disbursement rate for the ADF financed components was 84.74%, and Bank procedures were followed for all contracts awarded. The disbursement rate for the components financed by the Donee was 446.28%. The Donee’s resource use efficiency remains low, mainly as a result of under-estimation of the Donee’s contribution at project appraisal.

3. Cost Benefit Analysis

Economic Rate of Return Updated Economic Rate of Return Rating* (at appraisal) (A) (at completion) (B) Not applicable (NA) NA 3

Narrative Assessment (Indicative max length : 250 words 4. Implementation Progress (IP)

IP Rating Narrative comments (commenting specifically on those IP items that were rated Unsatisfactory or Highly (derived from Unsatisfactory, as per last IPR). (indicative max length: 500 words) updated IPR) * 3 The Project Management Unit (PMU) was established pursuant to OSS Executive Secretary’s letter No. 009/water/2011 of 14 January. The Project Management Unit will comprise: (i) a Project Coordinator; (ii) a Technical Assistant (Hydrologist); (iii) an Accounting Officer; and (iv) an Administrative Assistant. The Project Management Unit was provided with continuous support from the entire OSS Executive Secretariat, and especially from the OSS WATER team. It should also be noted that a Project Steering Committee was established pursuant to Order No. 17/OSS/2010 of 15 December 2010 issued by the OSS Executive Secretary (ES/OSS), as well as the Scientific Committee established pursuant to Order No. 18/OSS/2010 of 15 December 2010 issued by the OSS Executive Secretary (ES/OSS). The Project Management Team was provided with initial training on AWF/ADB procurement and disbursement rules and procedures at the project launching workshop from 4 to 5 April 2012.

In order to successfully implement the four components, the project was implemented over a total period of forty- eight (48) months compared to the originally planned thirty-three (33) months, following an extension of the period due to difficulties in fulfilling the conditions precedent to first disbursement and delays recorded in AfDB’s goods and services procurement procedures.

Project implementation supervision provided assistance to the project team in the field in order to achieve the project’s objectives. To that end, four supervision missions were organized on 20 December 2011, 31 October 2012, 10 July and 9 June 2014 respectively. The permanent communications established between AWF and the Project Management Unit significantly helped to improve project implementation.

The first disbursement of EUR 527,730 was made on 19 April 2011, and the second disbursement of EUR 700, 270 on 5 December 2012. Finally, the first audit mission was fielded from 17 to 24 September 2012, and the final audit performed from 6 to 10 October 2014.

Mention should be made of the major contribution made by OSS member countries estimated at EUR 310,169.32 and representing 21% of the project’s actual implementation cost. The gap between this amount and the original amount committed by the countries to the project is due to under-estimation of the OSS member countries’ contribution.

5. Lessons learned related to efficiency

Key Issues (max 5, add rows as needed) Lessons Learned Target Audience 1. Detailed estimation of the Donee’s contribution at 1. Special attention should be paid to the detailed Bank and Donee project appraisal estimation of all the Donee’s contributions (financial resources, contributions in kind, etc.) at project appraisal. Under-estimation of this contribution is artificially reflected in low resource use efficiency of the Donee. 2. Detailed assessment of the Executing Agency’s 2. The difficulties encountered during the goods and Bank and Donee procurement capacities. services procurement process by the project team show that the original assessment of OSS’s capacities in that area was over-optimistic. Capacity building in that area should have been provided (short-term recruitment of a procurement expert).

D Sustainability

1. Financial Sustainability

Rating Narrative Assessment (indicative max length: 250 words) * 2 Financial sustainability of the financing mechanisms and modalities established to ensure financial sustainability after project completion is not yet effective. Indeed, it was noted that, in this area, the regional groundwater monitoring network, prepared under the project, and which should be established has still not been allocated sufficient resources for its operation. However, it was considered that, at project level, it is the responsibility of the inter-State consultation mechanism established to release the required financial resources for monitoring the transboundary groundwater regional network as is the case for the aquifer shared between Libya, Algeria and Tunisia. While the memorandum of understanding for the establishment of the inter- State consultation mechanism is being ratified, there is no guarantee that the required financial resources will be made available, especially as it is well-known that member countries are experiencing recurrent difficulties regarding the financing of the water resources monitoring system in each country.

2. Institutional Sustainability and Capacity Building

Rating Narrative Assessment (indicative max length: 250 words) * 3 Capacity building is one of the project outcomes, for OSS managerial staff who were responsible for project coordination and management which contributes to the strengthening of regional capacities, as well as for the countries’ focal points on the water resource management tools prepared (databases, GIS, modeling), which will also contribute to institutional stability.

However, the focal points were only provided with very short-term training (3 days), and ownership by national experts of the tools developed was weak (coaching for national experts) since the Consulting Firm had been preoccupied with the production of the expected deliverables within the contractual times. Such ownership is essential and contributes to the durability/sustainability of the project’s achievements. 13

3. Ownership and Sustainability of Partnerships

Rating Narrative Assessment (indicative max length: 250 words) * The project established a win/win partnership with various institutions, such as NBA which was a member of the Project 3 Steering Committee, with the aim of assisting NBA in improving the conduct of its surface water inventory using the model prepared for estimating inflows into the Niger River. The model also showed that after the river delta, groundwater supplies the Niger River, thereby ensuring its sustainability.

In the same vein, a partnership was developed with OMVS which was a member of the Project Steering Committee, in order to take into account its keen interest in the Senegal-Mauritania aquifer. All these partnerships must be developed in order to build active synergy in the joint management of water resources between the following re3gional institutions: OSS, OMVS and ABN.

4. Environmental and Social Sustainability

Rating Narrative assessment (indicative max length: 250 words) * N/A Since the project was above all an institutional capacity building project, no environmental and social impact assessment was prepared for the project activities, which do not generate any environmental impacts.

5. Lessons learned related to Sustainability

Key Issues (max 5, add rows as Lessons Learned needed) 1. Financial sustainability of the 1- A major issue requiring operation of the regional special attention at project transboundary groundwater appraisal with monitoring network. implementation guidance. In the absence of a permanent financing mechanism (with the countries’ commitment) that will guarantee steady 1. Bank and Donee flow of benefits from exploitation of the outcomes of the transboundary groundwater monitoring system, the achievements realized by the project will gradually deteriorate, for only continuous monitoring of the dynamic of significant groundwater resources identified by the project will result in their sustainable and careful exploitation for the development of the countries concerned. 2. Ownership by national experts of 2. The need to ensure satisfactory 2. Bank and Donee OSS member countries of tools monitoring of the dynamics of developed. transboundary groundwater resources and their vulnerability makes it necessary to prioritize capacity building for the countries’ national experts through more sustained training, if ownership and sustainability of the project achievements are to be effective.

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) It must first of all be noted that the project design is extremely relevant, especially as this is the first time an inventory has been satisfactorily carried out of IAS and TAS aquifers, highlighting the potential of these water resources whose enhancement could make a significant contribution to the development of the countries concerned. The project’s immediate objectives were achieved despite the slippage on the overall project implementation schedule, and the need to consolidate the project objectives should remain a priority for OSS and its member countries. The supervision missions provided the Donee with effective assistance to achieve the expected outcomes. Taking not account the project’s major achievements (inventory of aquifers and identification of their potential and vulnerability), it is necessary to support OSS and member countries in deepening their knowledge of high potential areas identified by the project so as to enable the countries to envisage the enhancement of those groundwater resources through concrete development projects that will benefit the population.

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. Consolidation of project achievements for the enhancement of 1. Considering the project’s major achievements (inventory of high potential groundwater resources through concrete aquifers and identification of their potential), it is necessary to development projects that will benefit the population support OSS and member countries in deepening their knowledge of the high potential areas identified by the project in order to enable the countries to envisage enhancement of those groundwater resources through concerted development projects that will benefit the population.

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 First of all, it is important to note the performance of the Coordination Unit (OSS), which provided satisfactory project management and achieved all the short-term outcomes, even though the original project implementation time was exceeded. It should also be pointed out that the countries ensured timely disbursement of counterpart funds (more than originally estimated) to the project. However, the measures taken by the Borrower to lay the foundations for the project’s sustainability have not yet been successful.

Indeed, deeper knowledge of high potential groundwater areas is required, through the regional monitoring system prepared under the project which will require financial resources for its satisfactory operation. These resources are expected to be released by the inter-State consultation mechanism established (memorandum of understanding being approved). However, the countries have made no commitment to mobilize these resources, a situation which could undermine any follow-up concerning deepening of knowledge of the high potential areas that would enable the countries to envisage enhancement of ground water resources through concrete development projects for the benefit of the population. Key Issues (related to Borrower performance, max 5, add rows as needed) Lessons Learned 1. Undertaking by OSS member countries to mobilize the required 1. The inventory of IAS and TAS aquifers, as well as the vulnerability financial resources for the regional transboundary groundwater created by the need for regular monitoring of these aquifers. An monitoring network. undertaking by OSS member countries to mobilize the required financial resources for the regional transboundary groundwater monitoring network is essential in order to deepen knowledge of the high potential areas, and subsequently envisage enhancement of these water resources for the benefit of the population of the countries concerned.

3. Performance of the Consulting Firm

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 In order to achieve its objectives, the project involved the following stakeholders:(i) Government institutions concerned (Ministries of Environment, Agriculture, Livestock, national drinking water distribution utilities and agencies, and national remote sensing centres); (ii) the basin organizations (NBA, OMVS); and (iii) the Water Resource Coordination Centre of the Economic Community of West African States (WRCC/ECOWAS), the Community of Sahel-Saharan States (CEN-SAD), the Arab Maghreb Union (AMU), the AGRHYMET Regional Center, the West Africa Water Partnership (GWP-WA) and the AMCOW Groundwater Commission. Stakeholder involvement in the project is considered to be satisfactory, and the relationships established between the OSS and these stakeholders during project implementation augur well for a mutually beneficial development of these relationships.

In addition to AWF, OSS and OSS member countries, one year after its start-up, the project received support from the French Facility for Global Environment (FFEM) particularly relating to training-related aspects and data collection costs for water resource monitoring.

The project’s implementation required the services of the following providers: (i) a Consulting Firm for a 14-month contractual period to conduct the studies on improving the knowledge base of the Iullemeden (IAS) aquifer systems (IAS) and the Taoudéni/Tanezrouft aquifer systems (TAS); (ii) a Consultant responsible for studies relating to the analysis of the legal and institutional aspects of establishing a consultation mechanism for the Iullemeden-Taoudéni/Tanezrouft aquifer systems for a contractual period of 5.5 months; (iii) a consultant responsible for preparing documents for bankable projects for a contractual period of 2.5 months; (iv) a consultant responsible for producing a documentary film on the improvement of knowledge and assessment of water resources of the entire IAS and TAS aquifer systems for a contractual period of 2 months; and (v) one supplier per OSS country for the procurement of IT equipment. The quality of services is considered satisfactory, and the contractual deadlines of all the service providers were met. Key Issues (related to performance of Lessons Learned (max 5) Target Audience (for other stakeholders, max 5, add rows as lessons learned) needed) 1. Development of partnerships in Taking into account the keen interest shown by sub-regional Donee order to build active synergy in the organizations (NBA, OMVS. AMU, etc.) and by donors (FFEM, WB, joint management of water etc.) in the issue of transboundary groundwater, it is important for OSS resources. to develop partnerships with these institutions so as to build active synergy in the joint management of transboundary water resources.

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. Project effectiveness is the outcome of several 1. GICRESAIT’s high level of effectiveness is due to Donee and the Bank favourable factors which combine to ensure effective a combination of several factors: (i) motivation and project implementation. dynamism of focal points with mastery of the core project issues; (ii) confirmed expertise of the Consultant in the study areas to be covered; (iii) experience and skills of the Executing Agency (OSS); and (iv) profitable use of a project coordinator with confirmed skills in transboundary groundwater. As a result, it is essential to ensure that, prior to effective project implementation, all the favourable factors combine to ensure maximum effectiveness for the project. 2. Detailed estimation of the Donee’s contribution at 2 Special attention should be paid to the detailed Donee and the Bank project appraisal. estimation of all the Donee’s contributions (financial resources, contributions in kind, etc.) at project appraisal. Under-estimation of this contribution can

negatively affect resource use efficiency of the Donee. 3. Financial viability of the operation of the regional 3 A major issue requiring special attention at project Donee and the Bank transboundary groundwater monitoring network. appraisal with implementation guidance. In the absence of a permanent financing mechanism (with the countries’ commitment) that will guarantee steady flow of benefits from the outcomes of the transboundary groundwater monitoring system, the project achievements will gradually deteriorate because only continuous monitoring of the dynamics of significant groundwater resources identified by the project will result in their sustainable and careful use for the development of the countries concerned. 4. Ownership of the tools by national experts of OSS member 4 The need to ensure satisfactory monitoring of the Donee and the Bank countries. dynamics of transboundary groundwater resources and their vulnerability makes it necessary to prioritize capacity building for the countries’ national experts through more sustained training (coaching by consulting firm) for ownership and sustainability of the project achievements to be effective. 5. Consolidation of project achievements for enhancement of 5 Considering the project’s major achievements (inventory Donee and the Bank high potential groundwater resources through concrete of aquifers and identification of their potential), it is development projects that will benefit the population. necessary to support OSS and member countries in deepening their knowledge of the high potential areas identified by the project in order to enable the countries to envisage enhancement of those groundwater resources through concrete development projects that will benefit the population.

6. Detailed assessment of the Executing Agency’s 6. The difficulties encountered during the goods and procurement capacity services procurement process by the project team show that the original assessment of OSS’s capacities in that area were over-optimistic. Capacity building in that area should have been provided (short-term recruitment of a procurement expert).

7. Undertaking by OSS member countries to mobilize the 7. The inventory of IAS and TAS aquifers, as well as their financial resources required for the regional transboundary vulnerability created by the need for regular monitoring of groundwater monitoring network. these aquifers. An undertaking by OSS member countries to mobilize the financial resources required for the regional transboundary groundwater monitoring network is essential in order to deepen knowledge of the high potential areas, and subsequently envisage enhancement of these water resources for the benefit of the population of the countries concerned.

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

Key Issues (max 10, add rows as needed) Key Recommendations Responsible Deadline 1. Financial viability of the operation of the regional 1- A major issue requiring special attention at Donee Immediate transboundary groundwater monitoring network. project appraisal with implementation guidance. In the absence of a permanent financing mechanism (with the countries’ commitment) that will guarantee steady flow of benefits from the outcomes of the transboundary groundwater monitoring system, the achievements realized by the project will gradually deteriorate because only continuous monitoring of the dynamic of significant groundwater resources identified by the project will result in their sustainable and careful use for the development of the countries concerned. 2. Ownership of the tools by national experts of OSS 2. The need to ensure satisfactory Bank Medium-term member countries. monitoring of the dynamics of transboundary groundwater resources and their vulnerability makes it necessary to prioritize capacity building for the countries’ national experts through more sustained training for ownership and sustainability of the project to be effective.. 3. Consolidation of project achievements for 3. Considering the project’s major Donee and Medium-term enhancement of high potential groundwater achievements (inventory of aquifers Bank resources through concrete development projects that will benefit the population and identification of their potential), it is necessary to support OSS and member countries in deepening their knowledge of the high potential areas identified by the project in order to enable the countries to envisage enhancement of those groundwater resources through concert development projects that will benefit the population.

4. Undertaking by OSS member countries to mobilize 4. The inventory of IAS and TAS Donee Medium-term the financial resources required for the regional aquifers, as well as their transboundary groundwater monitoring network. vulnerability created by the need for regular monitoring of these aquifers. An undertaking by OSS member countries to mobilize the financial resources required for the regional transboundary groundwater monitoring network is essential in order to deepen knowledge of the high potential areas, and subsequently envisage enhancement of these water resources for the benefit of the population of the countries concerned.

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 4 Development Objective (DO) (II.B.4) 4 DIMENSION C: EFFICIENCY 3 Timeliness (II.C.1) 2 Resource use efficiency (II.C.2) 4 Cost-benefit analysis (II.C.3) - Implementation Progress (IP) (II.C.4) 3 DIMENSION D: SUSTAINABILITY 2.66 Financial sustainability (II.D.1) 2 Institutional sustainability and capacity building (II.D.2) 3 Ownership and sustainability of partnerships (II.D.3) 3 Environmental and social sustainability (II.D.4) - OVERALL PROJECT COMPLETION RATING 3.29

VI Acronyms and Abbreviations

Acronym (add rows as needed) Full name AfDB African Development Bank AMCOW African Ministerial Conference on Water AWF African Water Facility ECOWAS Economic Community of West African States FFEM French Facility for Global Environment GEF Global Environment Facility GICRESAIT Joint and Integrated Water Resources Management of the Iullemeden -‐Taoudeni/ Tanezrouft Aquifer Systems and the Niger River GIS Geographic Information System IAS Iullemeden Aquifer System NBA Niger Basin Authority PMU Project Management Unit PRECASAHEL Disaster Resilience in the Sahel Project TAS Taoudeni/Tanezrouft Aquifer System WRCC Water Resources Coordination Centre