PROJECT COMPLETION REPORT (PCR) A. PROJECT DATA AND … · training seminars through NGOs Outcome 1: 1. Sensitize and train riparian communities on PAA in 50 villages by 2 NGOs. Training

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PROJECT COMPLETION REPORT (PCR) A. PROJECT DATA AND KEY DATES I. BASIC INFORMATION Project Number P Z1-AA0-086

Project Name: Integrated Management of Invasive Aquatic Weeds in West Africa

Country: Islamic Republic of Mauritania

Lending Instrument(s) ADF LOAN No. 2100150008646

Sector: Environment Environmental Classification Category II

Initial Commitment: ADF LOAN UA 810,000

Amount Cancelled

Amount disbursed ADF: UA 601,625.14

% Disbursed: 74.27

Borrower: Government of the Islamic Republic of Mauritania Execution Agency (ies) [Include the main ministries, project implementation units, agencies and civil society organizations responsible for the project implementation.] MINISTRY OF RURAL DEVELOPMENT AND ENVIRONMENT, DIRECTORATE GENERAL OF AGRICULTURE, NATIONAL COORDINATION UNIT Co-financiers and other external partners [List all other sources and amounts of financing, technical assistance or other resources used in this project] ISLAMIC REPUBLIC OF MAURITANIA : MRO 125,000,000 equivalent to UA 2,793,801.78 II. KEY DATES Project Concept Note Cleared by Ops.Com. OPS. NA

Appraisal Report Cleared by Com. OPS NA

Approval by the Board of Directors22 SEPTEMBER 2004

Restructuring (s) NA

Original Date Actual Date Difference in months

[original effective date]

EFFECTIVENESS 7 -Dec 04 3 Feb-06 14 MID-TERM REVIEW CLOSING 12/31/2011 12/31/2011 0 III. RATINGS SUMMARY CRITERIA SUB-CRITERIA RATING

PROJECT OUTCOME

Achievement of Outputs 3

Achievement of Outcomes 3

Timeliness 4

OVERALL PROJECT OUTCOME 3

BANK PERFORMANCE

Design and Readiness 3

Supervision 3

OVERALL BANK PERFORMANCE 3

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BORROWER PERFORMANCE

Design and Readiness 2

Implementation 3

OVERALL BORROWER PERFORMANCE 3

IV. RESPONSIBLE BANK STAFF POSITIONS AT APPROVAL AT COMPLETION Regional Director F. J. M. Perrault

Sector Director C.R. SPENCER, Director OCAR A. BEILEH, Ag. Director, OSAN

Sector Manager S. Z. MOUSSA, Sector Manager OCAR.2 KEN B. JOHM, Sector Manager OSAN.

Task Manager HAROUNA DOSSO (OCAR.2) KITANE Soulaye (OSAN.4/SNFO)

PCR Team Leader EL FALEH Jalel OSAN.4

PCR Team Members

LAMISSA DIAKITÉ, Consultant OSAN.4 M. HATEM CHAHED, Consultant OSAN.4

B. PROJECT CONTEXT

Summarize the rationale for Bank assistance. State: - what development challenge the project addresses, - the borrower’s overall strategy for addressing it, - Bank activities in this country(ies) and sector over the past year and how they performed, and - Bank and other externally financed activities in process that complement, overlap with or relate to this project.

Please cite relevant sources. Comment on the strength and coherence of the rationale. [300 words maximum.] [Any other narrative about the project’s origins and history, if needed, must be placed in Appendix 6: Project Narrative]

The Development Challenge the Project Addresses Aquatic weeds invasion in West Africa’s river networks is a real scourge. Such invasion hampers the smooth functioning of lakes and lagoons, waterways and irrigation canals, and seriously affects residents’ daily lives. Thus, the income of fishermen and transporters is drastically reduced due to increased operating costs of boats; farmers must devote much more time to the cleaning of irrigation canals, resulting in production and productivity loss. These losses are reflected in the selling price of fishing and farm products. Borrower’s Overall Strategy for Addressing this Challenge Typha invasion control in the lower delta of River Senegal and enhancement of its biomass fall within the framework of biodiversity conservation - a priority in Mauritania that has signed and ratified the Convention on Biodiversity. Biomass PAP enhancement activities also contribute to poverty reduction, which is another concern of the Government. In this regard, it prepared the Poverty Reduction Strategy Framework (PRSF) - currently the country’s economic and social development policy document. The PRSF is characterized by the priority given to poverty reduction, the ownership of the process by national institutions and the participation of civil society. Control of the weeds is contingent on efficient management methods based on the adoption of an integrated approach

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combining biological and physical control measures. The adoption of a participatory approach with local communities ensures sustainability of control outcomes. To ensure such sustainability, integrated management programs must include social awareness-raising and the use of harvested weeds. On-going Activities Funded by the Bank and other External Sources that Complement, Overlap with or Relate to this Project. The strengthening of infrastructure (basic infrastructure to support water supply and access to water) is one of the pillars of the Bank’s strategy. In relation to this pillar, Bank-financed activities are in synergy with the PGIPAP.1 Project. The Bank has funded several projects in the drinking water and sanitation sector: (the largest of which is the UA 481 million Aftout Essahi Project financed with other partners). It has also supported the development of large irrigation schemes in the Senegal River Valley through three on-going major projects. Furthermore, the Bank co-financed the Livestock Farming Development and Range Management Project, water abstraction levy studies and the restoration of the River Senegal Basin water network.

C. PROJECT OBJECTIVES AND LOGICAL FRAMEWORK 1. State the Project Development Objective(s) (as set out in the appraisal report) The project covered seven ECOWAS countries (Ghana, Benin, Nigeria, Niger, Mali, Senegal, Gambia) and Mauritania. The sector objective is the sustainable management of natural resources, in particular water resources, to maximize their contribution to social, economic and environmental development. In this context, the project objective is to contribute toward controlling invasive aquatic weeds in four river networks shared by several West African States and minimizing the residual impact of this scourge in these ecosystems. 2. Describe the main project components and indicate how each will contribute to achieving the Project Development Objectives The project has three components: Component A: Integrated Management of Invasive Aquatic Weeds. The objective is to control invasive aquatic weeds by combining physical and biological control methods to minimize any future residual impacts. Physical control includes manual and mechanical removal, and the use of physical barriers such as cables and booms. Biological control requires the determination of insect species suitable for aquatic weeds eradication, multiplication and release in the infected areas. To achieve this objective, mechanical methods will be used in the case of deep-rooted submerged weeds, to be followed by manual control, including physical barriers. The biological control will be combined with manual control to ensure project sustainability. Component B: Capacity Building, with focus on the following: (i) sensitize and raise the awareness of riparian communities and staff of environmental agencies on the issue of water quality and aquatic weeds control; (ii) introduce the economic use of harvested weeds at the community level and provide community training thereon; and (iii) strengthen the capacity of the Executing Agency (EA) by: (a) upgrading the skill and knowledge of NCU staff, (b) equipping the relevant laboratories, and (c) strengthening communication between and among stakeholders. Component C: Project Coordination, aimed at mobilizing and putting in place Regional Coordination Units and National Coordination Units in each country. Regional Coordination was ensured by the existing Regional Coordination Unit for Water Resources (RCUWR) dependent on ECOWAS (the project coordinator). At national level, the existing Technical Departments assumed responsibility for aquatic weeds control programs as part of their normal mandate. The technical staff of national programs constituted the National Coordination Units (NCUs) for the project. The RCUWR, in coordination with the National Technical Departments, was the project Executing Agency.

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3. Provide a brief assessment (up to two sentences) of the project objectives along the following 3 dimensions: Insert a working score, using the scoring scale provided in Appendix 1.

PROJECT OBJECTIVES DIMENSION ASSESSMENT WORKING SCORE

RELEVANT a) Relevant to the country’s development priorities

The project actions allow for poverty control and improvement of the peoples’ living conditions that are at the centre of the PRSF strategic priorities.

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ACHIEVABLE

b) Objectives could in principle be achieved with project inputs and in the expected timeframe

The project objectives were realistic and achievable within the set timeframes and the contributions to the project. 3

CONSISTENT

c) Consistent with the Bank’s country or regional strategy

The project objectives are consistent with the thrusts of the Country Strategy Papers (CSPs). 3

d) Consistent with Bank’s overall priorities

Consistent with the priorities set forth in the Bank’s Medium-Term Strategy with agriculture, environmental protection and management as major strategic thrusts.

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4. Summarize the log. frame. If a log. frame does not exist, complete the table below. Indicate the overall project development objective, the major components of the project, the major activities of each component and the expected outputs, outcomes, and indicators for measuring the achievement of outcomes. Add additional rows for components, activities, outputs or outcomes, if needed.

OBJECTIVES DESCRIPTION EXPECTED OUTCOMES EXPECTED OUTPUTS

INDICATORS TO BE MEASURED

Sector objective

The sustainable management of natural resources, especially water resources, to optimize their contribution to social, economic and environmental development

The project area dwellers have access points to water bodies for themselves and livestock, sufficient better quality water for daily tasks, fishing and irrigation, thus leading to an improvement in their living conditions

1. Access to drinking water guaranteed; 2. Considerable drop in the crude death rate related to water-borne diseases; 3. Increase in daily calorie intake by improving agricultural and fisheries production through the use of PAA by-products.

Drinking water access rate and health statistics of the central administration and nutritional studies.

Specific objectives

Contribute to invasive aquatic weeds control in four shared water bodies in West Africa, with reduction of their residual effects

Considerable reduction of infestation by these weeds and significant increase in fish production

1. Sensitization and mobilization of 150,000 to 300,000 people on water management activities 2. Organization of over 400 village committees

Number of people sensitized and mobilized Number of village committees organized

COMPONENTS ACTIVITIES OUTCOMES EXPECTED OUTPUTS MEASURABLE INDICATORS

Component A: Integrated Management of Invasive Aquatic Weeds

Activity 1: Preparation and effectiveness of community works contracts with village committees

Outcome 1: Signing contracts with existing or village committees trained in executing manual mowing works

Output 1: Nearly 60% drop in weed density

Work done on designated areas and areas maintained during warranty period

Activity 2: Procurement of

Outcome 2: Manual tools and motorized

Output 2: Substantial increase in the number of

Work done on designated areas

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manual tools and motorized boats

boats procured and handed over to village committees trained in manual PAP control methods

trained members of riparian communities actively involved in manual operations

and areas maintained during warranty period

Activity 3: Procurement and establishment of biological control infrastructure and equipment

Outcome 3: Biological control program implemented and operational with the: - installation of 5 screen-houses, -production of biological agents, -insects released by IITA-trained technicians

Performance 3: From 0% in year 1 of the project, the percentage of infested areas treated by biological agents attains about 25% in year 3 of the project

Number of rehabilitated, installed and functional screen-houses Areas treated with biological agents

Component B: Capacity Building

Activity 1: Organization of workshops and training seminars through NGOs

Outcome 1: 1. Sensitize and train riparian communities on PAA in 50 villages by 2 NGOs. Training sessions for the population on PAA integrated management and economic uses of harvested weeds

Output 1: 1. Installation of 50 village committees and about 15,000 to 30,000 inhabitants sensitized; 2. 300 people trained and working in various aspects of enhancement of harvested products

Number of people trained and sensitized. Reports on workshop and information sessions; Training reports

Activity 2: Procurement of scientific texts

Outcome 2: Preparation of information pamphlets on project activities, problems and PAA integrated management

Output 2: 30,000 leaflets/year prepared and distributed at the workshops and training sessions

Report on workshop and information sessions; Training reports

Component C Project Coordination

Activity 1: Designation of project staff

Outcome 1: National Project Coordination Unit (NCU) engaged

Output 1: National Project Coordination Unit is operational

Performance contract, rolling fund justification, activity and audit reports

Activity 2: Realization of follow-up/evaluation activities

Outcome 2: Progress Reports drafted, and Work Program and Annual Budget (WPAB) prepared and approved.

Output 2: Operational follow-up and evaluation

Progress reports and Project WPAB

Activity 3: Production of technical and financial audits, mid-term review and ensuring the functioning of steering committees

Outcome 3: Audits regularly executed and approved by the Bank; mid-term review, final evaluation and steering committees regularly convened

Output 3: Project’s economic and financial governance is effective and reports on the use of funds, project management statements, etc.

Audit reports; mid-term review, final evaluation and reports on steering committee sessions

Activity 4: Procurement of

Outcome 4: All procurements are

Output 4: Acquired equipment allows for

State of equipment and register of

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office equipment made in compliance with the Fund’s rules of procedure.

operationalization of NCU staff and other stakeholders responsible for project implementation

goods inventories

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5. For each dimension of the log. frame, provide a brief assessment (up to two sentences) of the extent to which the log. frame achieved the following. Insert a working score, using the scoring scale provided in Appendix 1. If no log. frame exists, score this section as a 1 (one).

LOG. FRAME DIMENSIONS ASSESSMENT WORKING SCORE

LOGICAL

(a) provides a logical causal chain for achieving the project development objectives.

The log. frame as drawn up translates consistency between activities to be performed, expected outcomes and development objectives because control of invasive aquatic weeds through sustainable natural resource management improves the living environment of the riparian population by diversifying and increasing household income (agriculture, fishing, handicraft), access to water for fishermen and livestock, health of the population by removing vector breeding habitats.

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MEASURABLE

(b) Expresses objectives and outcomes in a way that is measurable and quantifiable.

The impacts of certain project activities are neither quantified at project level nor in each country, especially the affected areas to be treated.

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THOROUGH (c) State risks and key assumptions.

The risks and other assumptions are specified; these include full coordination between RCUWR (Regional Coordination Unit for Water Resources) and the NSC, sustained support of regional countries for water quality control, implementation of legislation and environmental procedures by each State and participation by stakeholders and the riparian population in the process.

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D. OUTPUTS AND OUTCOMES I. ACHIEVEMENT OF OUTPUTS In the table below, assess the achievement of actual vs. expected outputs for each major activity. Import the expected outputs from the log. frame in Section C. Score the extent to which the expected outcomes were achieved. Weight the scores by the activities’ approximate share of project costs. Weighted scores are automatically calculated. The overall output score must be calculated as the sum of the weighted scores. Override the calculated score, if desired, and provide justification.

MAJOR ACTIVITIES WORKING SCORE

Share of project costs in percentage (as stated in the Appraisal Report)

Weighted Score (automatically generated)

Expected Outputs Actual Outputs

Signing of contracts with existing or trained village committees approached for the execution of manual mowing.

9 manual works contracts performed and executed with village committees trained in PAP removal and cleaned surface maintenance

3 30.48 0.91

Manual tools and motorized boats procured and handed over to village committees trained in PAP control manual methods

9 manual tool lots and 12 motorized boats procured and handed over to the village committees ensured the mowing and maintenance of 35 ha instead of the 23 ha initially planned

4 25.33 1.01

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A biological control program is in place and operational by the: - installation of screen-houses -production of biological agents, -insects released by IITA trained technicians

1 screen-house rehabilitated and established, biological agents produced and insects released by IITA trained technicians

2 4.48 0.09

Awareness-raising and training of riparian communities on PAA issues in 13 (data reviewed) villages by NGOs and training of the population on PAA integrated management and economic use of harvested weeds

The population of 13 villages sensitized and 13 village committees of 20 members each trained: .104 people informed, .3,850 people sensitized . 260 people trained

2 11,52 0.23

4 - National Project Coordination Unit (NCU) engaged and in process

. Project team put in place in functional offices and in process . Poor appraisal follow-up . Technical and financial audits for the fiscal years due, final review conducted with delay

2 28.19 0.56

OVERALL OUTPUT SCORE [Score is calculated as the sum of weighted scores] 3.00

Check here to override the calculated score Provide justification for overriding the calculated score Insert the new score or re-enter the calculated score 3.00

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II. ACHIEVEMENT OF OUTCOMES 1. Using available monitoring data, assess the achievement of expected outcomes. Import the expected outcomes

from the log. frame in Section C. Score the extent to which the expected outcomes where achieved. The overall outcome score must be calculated as an average of the working scores. Override the calculated score, if desired, and provide justification.

ADDITIONAL OUTCOMES WORKING SCORE Projections Achievements

Drop of almost 60% in aquatic weed volume due to invasion control

35 ha PAA affected areas manually cleaned and maintained by the population, thus enabling the project area dwellers to have 9 water access points for themselves and livestock with better quality and sufficient water for daily tasks and 3 recovered fishing areas

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Significant increase in the number of trained members of riparian communities actively participating in manual clearing operations

11 village committees of 20 members each took part in manual clearing operations and maintenance of PAP-affected areas

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Infested area treated with biological agents goes from zero to a significant value

Biological control resulted in the restriction of infested areas to an acceptable level. 4 technicians received training in biological control at IITA (Benin) on ADF Grant

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Putting in place of 13 village committees and creating awareness for 15,000 to 30,000 inhabitants 2. 300 people trained and working in various aspects of enhancement of harvested products

Awareness-raising for 3,850 inhabitants in 13 villages on PAA issues, setting up of 11 village committees and training of 260 VIC members in sustainable natural resource management,

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Considerable drop in gross mortality rate from water-borne diseases

According to the population, the number of patients suffering from water-borne diseases has dropped dramatically since the start of the project (diarrhoea, malaria, schistosomiasis...)

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Daily calorie intake has increased by improved agricultural production and fishing due to the use of PAA by-products

The increase in daily calorie intake is obvious as a result of booming vegetable production, additional acreage for rice growing with the clearing of channels and the increase in freshwater fish capture.

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OVERALL OUTPUT SCORE [Score is calculated as the sum of weighted scores] 3

Check here to override the calculated score

Provide justification for overriding the calculated score Insert the new score or re-enter the calculated score 3 2. Comment on the project’s additional outcomes not captured in the log. frame, including cross-cutting issues

(e.g. gender). The project has produced income-generating activities for the population of target villages. This has resulted in a significant increase of household income and an improvement of the people’s living conditions: (i) typha removal has permitted the use of local labour paid by village committees contracted for PAA clearing by

the project;

(ii) the population, especially women, process the cut product to manufacture mats, coal, compost and silage;

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(iii) charcoal produced from typha has helped to reduce wood consumption; this is a sustainable long-term

alternative for protecting trees and shrubs, hence the environment.

Financial resources generally obtained from work allowed associations to fund wells, schools and community shops. Some poor families also received substantial health and academic support for their children. 3. Risks to sustained achievements of outcomes. State the factors that affect, or could affect, long-term or

sustained achievement of project outcomes. Mention if any new activity or institutional change is recommended to help sustain outcomes. The analysis should draw upon the sensitivity analysis in Annex 3, where appropriate.

The sustained achievement of project outcomes is contingent on the: (i) rapid establishment of a management and monitoring system of all mowed and maintained areas; (ii) promotion of the economic use of typha as a new source of income for the population, particularly women. The major risk is the re-colonization of treated areas by PAA due to lack of maintenance. To solve this problem, the following actions should be considered: (i) the occupation of cleaned areas with economic activities such as fish farming; (ii) the effective involvement of VCs in maintaining the cleaned areas primarily in the vicinity of villages, to provide the population and livestock easy access to water; (iii) support VCs to sell products from the processing of harvested weeds; (iv) support the establishment of new economic activities related to harvested weed products, for instance training the population, mainly women, in processing agricultural products harvested from typha compost-enriched plots. E. PROJECT DESIGN AND READINESS FOR IMPLEMENTATION 1. Indicate the extent to which the Bank and the Borrower ensured the project was commensurate to the

Borrower’s capacity to implement by designing the project appropriately and by putting in place the necessary implementation arrangements. Consider all major design aspects, such as extent to which project design took into account lessons learned from previous PCRs in the sector or the country (please cite key PCRs); whether the project was informed by robust analytical work (please cite key documents); how well Bank and Borrower assessed the capacity of the implementing agencies and/or Project Implementation Unit; scope of consultations and partnerships; economic rationale of project; and provisions made for technical assistance. [ 250 words maximum.] [Any additional narrative about lessons learned should be included in Annex 6: Project Narrative]

2. For each dimension of project design and readiness for implementation, provide a brief assessment (up to two sentences). Insert a working score, using the scoring scale provided in Appendix 1.

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PROJECT DESIGN AND READINESS FOR IMPLEMENTATION DIMENSIONS ASSESSMENT WORKING

SCORE

REALISM

(a) Project complexity is matched with country capacity and political commitment.

The project design was realistic and based on a feasibility study. The design also reflected the commitment of Governments of countries involved in the project through national PAA control programs and the new integrated management approach.

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RISK ASSESSMENT AND MITIGATION

b) Project design includes adequate risk analysis

The most common risks were taken into account in project preparation and implementation, including risks associated with coordination between the RCUWR and the NSC; support of countries for water quality control; implementation of legislation and environmental procedures by each State, poor NSC participation in regional coordination.

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USE OF COUNTRY SYSTEMS

c) Project procurement, financial management, monitoring and/or other systems are based on those already in use by government and/or other partners.

The financial management and project monitoring/evaluation systems proposed were adapted to suit national procurement and financial management systems. The Bank’s rules and procedures were respected. Monitoring/evaluation was conducted in compliance with the project’s log. frame and indicators.

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For the following dimensions, provide separate working scores for Bank performance and Borrower performance:

WORKING SCORE

Bank Borrower

CLARITY d) Responsibilities for project implementation were clearly defined.

Responsibilities for project implementation are clearly defined in the loan agreement signed between the Bank and the Borrower.

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PROCUREMENT READINESS

e) Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal.

Some documents required for implementation were not ready at appraisal (specification and country design documents). The Bank did not insist on having these documents. 2 2

MONITORING READINESS

f) Monitoring indicators and monitoring plan were agreed upon before project launch.

The indicators and monitoring schedule were agreed upon before project launch. 2 2

BASELINE DATA h) Baseline data was available or was collected during project design.

The baseline situation was not clarified before project launch. 2 2

F. IMPLEMENTATION 1. State the major characteristics of project implementation with reference to: adherence to schedules, quality of

construction or other work, performance of consultants, effectiveness of Bank supervision, and effectiveness of Borrower oversight. Assess how well the Bank and the Borrower ensured compliance with safeguards.

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[300 words maximum.] [Any additional narratives about implementation should be included at Annex 6: Project

Narrative]

Major characteristics of project implementation: (i) Adherence to schedules: prescribed timeframes in the appraisal report were not met for the following reasons: delay in loan effectiveness (14 months); delay in conducting audits (audit for fiscal 2006, 2007 and 2008 conducted in June 2009) due to lack of administrative, financial and accounting procedures manual , and poor communication with the project’s Regional Coordination Unit responsible for auditing funds allocated to the ADF grant, resulting in the suspension of the rolling fund and project activities. (ii) Quality of PAA removal works: the villagers regularly maintain the cleaned village water access points and fishing areas, thus showing their commitment to PAA control. (iii) Consultants: Consultants’ performance is satisfactory. (iv) Effectiveness of Bank supervision: the late start of Bank supervision (September 2007, more than one year and a half after project launch) disrupted the implementation of project activities. From 2009, the Bank programmed and implemented all supervision missions and made useful recommendations to correct the project implementation weaknesses. It also requested and had the project conduct all audits to demonstrate that resources for activities earmarked were managed judiciously, in full compliance with sound management rules. (v) Effectiveness of Borrower oversight: The borrower’s oversight was effective, despite delays in project implementation. (vi) Compliance with safeguards: According to the appraisal report, the project has an environmental and social management plan that includes mitigation measures. In Mauritania, environmental monitoring activities are provided by the Diawling National Park (DNP) under NSC coordination and supervision.

2. Comment on the role of other partners (donors, NGOs, companies, etc.). Assess the effectiveness of co-financing arrangements and donor coordination, if applicable.

NGOs played major roles in project implementation. They provided training and information to beneficiaries. Their performance was satisfactory. Technical partners, SONADER, CNRAD, DAR and the NDP signed an agreement with the project. Their services were considered satisfactory. Co-financing arrangements: The State co-financed the project, paid staff wages, provided offices, vehicles, etc. In 2012, after project completion, the State of Mauritania pledged UM 10 million to consolidate project outcomes.

3. Harmonization. State whether the Bank made explicit efforts to harmonize instruments, systems and/or approaches with other partners.

The Bank did not make implicit efforts to harmonize instruments, systems and/or approaches with other partners. There were no other partners.

4. For each dimension of projection implementation, assess the extent to which to the project achieved the following. Provide a brief assessment (up to two sentences) and insert a working score, using the scoring scale provided in Appendix 1.

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PROJECT IMPLEMENTATION DIMENSION ASSESSMENT WORKING SCORE

TIMELINESS

a) Extent of project adherence to the original closing date. If number on the right is: : below 12, “4” is scored between 12.1 and 24, “3” is score between 24.1 and 36, “2” is scored beyond 36.1,”1” is scored

Difference in months between original closing date and actual closing date or date of 98% disb. rate.

The project ended as scheduled on 31 December 2011

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BANK PERFORMANCE

b) Bank complied with:

Environmental safeguards

An ESMP was prepared, implemented and effectively monitored. Its actions were incorporated as part of project components at appraisal, and implemented.

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Fiduciary Requirements Fiduciary requirements were respected and followed by the Bank within the framework of financial audits. Expenses were justified.

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Project Covenants The Bank complied with provisions of the loan agreement. 3

c) Bank provided quality supervision in the form of skills mix and practicality of solutions.

The Bank conducted 6 supervision missions and made recommendations that were implemented. These missions were conducted by strengthened and multidisciplinary teams.

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d) Bank provided quality management oversight

Financial management oversight was conducted in compliance with audit results and disbursements in direct payment and the rolling fund. A financial supervision mission was fielded in late 2010 .

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BORROWER PERFORMANCE

e) Borrower complied with:

Environmental safeguards The environmental and social management plan was respected by the Government through the Diawling National Park.

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Fiduciary Requirements

All annual audits of project accounts were prepared and reports approved by the Bank (2006 to 2010). The 2011 audit report is being finalized. Moreover, all rolling funds released were fully justified except the last (justification underway).

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Project Covenants

The Borrower complied with the provisions of the loan agreement. However, there were delays in the preparation of the 2006, 2007 and 2008 audits, due to poor communication with NSC, which led to the suspension of the rolling fund.

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f) Borrower was responsive to Bank supervision findings and recommendations

Overall, recommendations of bank supervision missions were implemented. There was good synergy between the project teams and the Bank.

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g) Borrower collected and used monitoring information for decision making

Despite the absence of a formal monitoring system, the Borrower’s decisions were always guided by consultations with stakeholders. Budget programs were well monitored. Achievement indicators served as a scoreboard for implementing project action.

2

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G. COMPLETION 1. IS THE PCR DELIVERED ON A TIMELY BASIS, IN COMPLIANCE WITH BANK POLICY?

Date project reached 98% disb. Rate (or closing date, if applicable)

Date PCR was sent to [email protected]

Difference in months

WORKING SCORE (automatically generated) If the difference is 6 months or less, a 4 is scored. If the difference is 6.1 or more, a 1 is scored.

31 Dec-11 0 4

Briefly describe the PCR Process. Describe the Borrower’s and co-financier’s participation in producing the document. Highlight any major differences of opinion concerning the assessments made in this PCR. Describe the team composition and confirm whether a site visit was undertaken. Mention any major from other development partners. State the extent of field office involvement in producing the report. Indicate whether comments from Peer Reviewers were received on time (provide names and positions of Peer Reviewers). [150 words maximum]

The completion report process was conducted following a mission to Mauritania by Mr Hatem CHAHED, Consultant G.R.N., OSAN.4, from 24 February to 01 March 2012. Before the arrival of the mission, NSC prepared a document entitled "Project Completion Report – PCR" respecting the Bank’s format (format approved by the Operations Committee on 4/3/09). The country report received by the mission is incomplete and inconsistent, and the information does not match project activities. The mission met the project’s supervisory administrative authorities for their opinion on the outcomes and problems encountered during project implementation. The mission made a field trip to see the project’s physical achievements and meet beneficiaries to get their views on project outcomes. The report was discussed and validated during a workshop in Ouagadougou, from 4 to 6 April 2012, in which representatives of the eight countries covered by the project and ECOWAS participated.

H. LESSONS LEARNED Summarize main lessons for the Bank and the Borrower suggested by the project’s outcomes. [300 words maximum.] [Any additional narrative about lessons learned should be included in Annex 6: Project Narrative] Despite delays in project start-up, the overall performance is satisfactory, given the outcomes and notwithstanding coordination difficulties with the regional component managed by ECOWAS that provides for the implementation of a number of country level activities. The implementation of the Mauritanian sub-component allowed for: (i) informing the population of 13 villages earmarked on invasive PAA; (ii) access to clean water for people and livestock in the villages and the recovery of fishing areas; (iii) dramatic decrease of waterborne diseases; and (iv) training of the population on typha harvesting and processing methods, and the use of by-products. The success of the project is mainly the result of the adoption of a participatory approach for implementing all its activities. Information on the project was widely shared by the beneficiary population. Targeted sites for typha removal were selected based on the needs of the participating population. Training on typha processing and income-generating

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activities significantly improved the population’s income (including a high proportion of women) and, consequently, household living standards. The involvement of technical partners (SONADER, CNRAD, DAR and NDP) with proven skills, the capacity-building, participation and strong adherence of the population to the project and village committees contributed to its success. The main lessons learned are summarized below: 1. Manual removal has the advantage of providing the population with skills to sustainably manage infestation that

could deprive villages of their dues, and provide direct income to households. 2. The involvement of key technical partners and the adoption of a participatory approach in implementing the project contributed to the achievement of outcomes.

3. Certain tasks, funded by the Grant, should be carried out by the projects’ National Coordination Units instead of the Regional Coordination Unit. Communication difficulties and the lack of consultation between the National Coordination and the Regional Coordination were key factors that led to the non-implementation of operational tasks (works, goods and services) charged against the ADF grant. 4. Beneficiary villages of project actions are beginning to develop practices that encourage the preventive management of waterborne diseases and that improve the general health conditions.

5. Economic uses of typha have led to production of charcoal, handicraft products, thermal insulation and organic fertilizers.

6. This project’s regional approach did not achieve the expected outcomes essentially for the multinational component managed by ECOWAS, countries of which could not benefit from the activities and planned funding due to coordination problems and difficulties encountered.

7. The basin approach through the implementation of a regional component, comprising Senegal and Mauritania, within the OMVS, should provide close monitoring of issued shared by both countries.

I. PROJECT RATINGS SUMMARY All working scores and ratings must be found in the relevant section in the PCR. For example, please insert the “Overall Output score” in Section D.I. in the “Achievement of Outputs” box below.

CRITERIA SUB-CRITERIA WORKING SCORE

PROJECT OUTCOME

Achievement of outputs 3Achievement of outcomes 3Timeliness 4OVERALL OUTCOME PROJECT SCORE 3

BANK PERFORMANCE

Design and readiness Project Objectives are relevant to country development priorities. 3 Project Objectives could in principle be achieved with the project inputs and in the expected time frame. 3

Project Objectives were consistent with the Bank’s country or regional strategy. 3 Project Objectives were consistent with Bank’s corporate priorities. 3 The log. frame presents a logical causal chain for achieving the project development objectives. 3 The log. frame present objectives and outcomes in a way that is measurable and quantifiable. 2The log. frame states the risks and key assumptions. 2Project capacity complexity was matched with country capacity and political commitment. 3 Project design includes adequate risk analysis. 2

16 

Project procurement, financial management, monitoring and/or other systems were based on those already in use by government and/or other partners. 2Responsibilities for project implementation were clearly defined 3Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal. 2 Monitoring indicators and the monitoring plan were agreed upon during design. 2 Baseline data was available or were collected during design. 2 PROJECT DESIGN AND READINESS SUB-SCORE 3 Supervision: Bank complied with: Environmental safeguards 3 Fiduciary Requirements 3 Project Covenants 3 Bank provided quality supervision in the form of skills mix provided and practicability of solutions. 2

Bank provided quality management oversight. 3PCR was delivered on a timely basis 4SUPERVISION SUB-SCORE 3OVERALL BANK PERFORMANCE SCORE 3

BORROWER PERFORMANCE

Design and readiness Responsibilities for project implementation are clearly defined. 3Necessary implementation documents (e.g. specifications, design, procurement documents) were ready at appraisal. 2

Monitoring indicators and monitoring plan are agreed upon and baseline data are available or are being collected. 2

PROJECT DESIGN AND READINESS SCORE 2Implementation

Borrower complied with: Environmental safeguards 3Fiduciary Requirements 2Project Covenants 3Borrower was responsive to Bank supervision findings and recommendations. 3 Borrower collected and used monitoring information for decision-making. 2 IMPLEMENTATION SUB-SCORE 3 OVERALL BORROWER PERFORMANCE SCORE 3

J. PROCESSING STEP SIGNATURE AND COMMENTS DATESector Manager Clearance Regional Director Clearance Sector Director Approved

17 

APPENDIX 1

SCALE FOR WORKING SCORES AND RATINGS

WORKING SCORE EXPLANATION

4 Very Good - Fully achieved with no shortcomings

3 Good - Mostly achieved despite a few shortcomings

2 Fair- Partially achieved. Shortcomings and achievements are roughly balanced.

1 Poor - Very few achievements with extensive shortcomings

NA Not applicable

Note: The formulas are rounded up or down for decimal points. Only whole numbers are computed.

LIST OF ANNEXES

Mandatory

1. Project Costs and Financing a. Project costs by component b. Financing by sources of funds 2. Bank Inputs. List key team members, and their specialties, during preparation and supervision. Provide a consolidated list of Preparation, Supervision and Completion Missions in chronological order. Provide the date and ratings of the last supervision report.

3. Economic Analysis (ERR) and Financial Analysis, if appropriate Re-estimate the economic rates of return based on costs and benefits at completion, and compare with appraisal estimates. Divide by component, if any. Analyze the sensitivity of the ERR to key assumptions. Present a financial analysis for project beneficiary.

4. Procurement Plan. Please attach the most recent Procurement Plan

5. List of supporting documents

Optional Project Narrative Key factors not covered in the main template that affected the design and implementation of the project. Such factors, both positive and negative, could include: climate and the weather, political changes, contractual or personal matters, technical issues, procurement processes and interactions with other partners. If any of these factors is significant enough to affect the evaluation ratings, it should be mentioned in the template with a reference to this annex.

II 

Annex 1

Project Costs and Financing

AMOUNT IN FOREIGN EXCHANGE RIM PAYMENT AS OF

31/12/2011

GAP

ADF

Evaluat ° Revised

AMOUNT IN FOREIGN EXCHANGE

AMOUNT IN FOREIGN EXCHANGE

IN LOCAL CURRENCY

TOTAL AMOUNT IN FOREIGN EXCHANGE

IN LOCAL CURRENCY

TOTAL

181 970.00

177 000.00

160 196.00 74 812 897.00

74 812 897.00

21 774.00 10 167 093.00

10 167 093.00

261 479.00

270 000.00

49 639.00 197 899.00 92 411 926.00

92 411 926.00

63 580.00 29 698 767.00

29 698 767.00

394 638.00

197 000.00

108 588.00 198 644.00 92 759 835.00

92 759 835.00

195 994.00 91 536 111.00

91 536 111.00

261 913.00

166 000.00

131 773.00 247 047.00 115 599 770.00

115 599 770.00

14 866.00 6 713 601.00

6 713 601.00

1 100 000.00

810 000.00

290 000.00 803 686.00 375 584 428.00

375 584 428.00

296 214.00 138 115 572.00

138 115 572.00

APPRAISAL COMPLETION GAP TOTAL

AMOUNT IN FOREIGN EX-CHANGE

IN LOCAL CUR-RENCY

TOTAL AMOUNT IN FOREIGN EXCHANGE

IN LOCAL CURRENCY

TOTAL AMOUNT IN FOREIGN EXCHANGE

IN LOCAL CURRENCY

181 970.00

84 979 990.00

84 979 990.00 160 196.00 74 812 897.00

74 812 897.00

21 774.00 10 167 093.00

10 167 093.00

0.88 0.88 0.88 656 117.00

306 406 639.00

306 406 639.00 396 543.00 185 171 761.00

185 171 761.00

259 574.00 121 234 878.00

121 234 878.00

0.60 0.60 0.60 261 913.00

122 313 371.00

122 313 371.00 247 047.00 115 599 770.00

115 599 770.00

14 866.00 6 713 601.00

6 713 601.00

0 94 0 95 0 95 1 100 000.00

513 700 000.00

513 700 000.00 803 686.00 375 584 428.00

375 584 428.00

296 214.00 138 115 572.00

138 115 572.00

EVALUATION PAYMENT AS OF 31/12/2001 VARIATION

AMOUN IN LOCAL TOTAL AMOUNT IN IN LOCAL TOTAL AMOUNT IN LOCAL

III 

T IN FOREIGN EX-CHANGE

CURRENCY

FOREIGN EXCHANGE

CURRENCY

IN FOREIGN EXCHANGE

CURRENCY

810 000.00

378 270 000.00

378 270 000.00

534 480.00 249 865 061.00

249 865 061.00

275 520.00 128 404 939.00

290 000.00

135 430 000.00

135 430 000.00

269 206.00 125 719 367.00

125 719 367.00

20 794.00 9 710 633.00

1 100 000.00

513 700 000.00

513 700 000.00

803 686.00 375 584 428.00

375 584 428.00

296 314.00 -138 115 572.00

IV 

Annex 2

Bank’s Contributions

2. Bank Inputs. Appraisal Team: Harouna DOSSO Principal Agronomist, OCAR. 2 (Project Manager) Modobo TRAORÉ Environmental Expert, OCAR. 0 Ms. Kasalu COFFIN Economist, OCAR. 2 Sami Z. MOUSSA Division Manager OCAR. 2 Supervision missions KITANE Soulaye Task Manager OSAN.4 /SNFO

Date Mission Number of Persons Number of Days Composition

May - 04 Appraisal NA NA

Sep - 07 Supervision 3 7 Environmental Expert (OSAN.3). Gender Expert (OSAN.0). Doté (SNFO)

Jun - 08 Supervision 1 5 Environmental Expert (OSAN.3)

Mar - 09 Supervision 1 8 Agro-economist (OSAN4)

Oct. Nov. 2010 Training and Financial Supervision 1 19 Principal Disbursement Officer

(FFCO.3)

Dec - 10 Supervision 1 5 Rural Development and Environmental Expert (SNFO)

Jun - 11 Supervision 1 3 Entomologist

Dec - 11 Supervision 6 Senior Rural and Environmental Development Specialist (SNFO)

Feb - 12 Completion 1 4 Natural Resources Management Consultant (OSAN.4)

9. Project Completion Mission: February 27 to March 1. 2012 Souleye KITANE. Rural and Environmental Development Expert Hatem Chaheb, Consultant OSAN.4

V 

Annex 3

Economic analysis (ERR) and financial analysis

3. Economic Analysis (ERR) and Financial Analysis. if appropriate Re-estimate the economic rates of return based on costs and benefits at completion. and compare with appraisal estimates. Divide by component. if any. Analyze the sensitivity of the ERR to key assumptions. Present a financial analysis for project beneficiary. The appraisal report did not include economic and financial profitability of the project appraisal

VI 

Annex 4

Last Procurement Plan

PROCUREMENT

PROJECT NAME

BUSINESS CONSULTANT

S MRO

Amount

ADF Share

in MRO

Instructions to

Contractor Provisional Acceptance

Final Acceptanc

e

SUPPLY CONTRACTS

32/CMD/2008

Provide to the project

ETS Sharaf 18 919 095

18 919 095

Start-up (25/10/2008) 4/12/2008 1/30/2009

twelve (12) motorized canoes

CONSULTANCY SERVICES Firm

Nature of Contract

Total Amount (CFAF)

Date of Submission

Instructions to Contractor

Date End of Contract

CMD 02. 2009

Project accounts audit

CERTIF Service 9 840 000

Start-up (9/6/2009) 31 Dec-09.

Period 2006 to 2008

SC/01/2011

Project accounts audit

PDACOG Service 3 500 000

Start-up (30/04/2011)

31 Dec-2011 Period 2009

CMD/20/2011

Project accounts audit

PDACOG Service 7 900 000

Start-up (30/06/2011) 30 Jun-12

Period 2010-2011

VII 

Annex 5

LIST OF DOCUMENTS CONSULTED

TITLE OF DOCUMENTS AVAILABILITY Paper Digital

LOAN AGREEMENT BETWEEN THE ISLAMIC REPUBLIC OF MAURITANIA AND THE

AFRICAN DEVELOPMENT FUND-PGIPAP YES

AMENDMENT OF LOAN AGREEMENT No. 2100150008646 BETWEEN THE ISLAMIC

REPUBLIC OF MAURITANIA AND THE AFRICAN DEVELOPMENT FUND (MULTINATIONAL

PROJECT: INTEGRATED MANAGEMENT OF INVASIVE AQUATIC WEEDS IN WEST

AFRICA) YES

MAURITANIA: RESULTS-BASED COUNTRY STRATEGY PAPER (RBCSP) 2011-2015 YES

MULTINATIONAL PROJECT: INTEGRATED MANAGEMENT OF INVASIVE AQUATIC

WEEDS IN WEST AFRICA - APPRAISAL REPORT YES YES

AUDIT REPORT: PGIPAP FINANCIAL STATEMENTS FOR FISCAL 2006. 2007 AND 2008 YES

AUDIT REPORT: PGIPAP FINANCIAL STATEMENTS FOR FISCAL 2009 YES YES

AUDIT REPORT: PGIPAP FINANCIAL STATEMENTS FOR FISCAL 2010 YES

CHECKLIST: SUPERVISION MISSION, 22 – 28 SEPTEMBER 2007 YES

CHECKLIST: SUPERVISION MISSION 9 – 13 JUNE 2008 YES

CHECKLIST: SUPERVISION MISSION 10 – 17 MARCH 2009 YES

CHECKLIST: SUPERVISION MISSION, 29 NOVEMBER - 2 DECEMBER 2010 YES

CHECKLIST: SUPERVISION TRAINING MISSION, 22 OCTOBER – 11 NOVEMBER 2010 YES

CHECKLIST: SUPERVISION MISSION, 5 - 7 JUNE. 2011 YES

CHECKLIST: SUPERVISION MISSION, 4 - 9 DECEMBER 2011 YES

QUARTERLY PROJECT REPORTS TO BE SUBMITTED BY THE BORROWER TO THE

BANK ON FIRST, SECOND, THIRD AND FOURTH QUARTER 2009 YES

QUARTERLY PROJECT REPORTS TO BE SUBMITTED BY THE BORROWER TO THE

BANK ON FIRST, SECOND, THIRD AND FOURTH QUARTER 2010 YES

QUARTERLY PROJECT REPORTS TO BE SUBMITTED BY THE BORROWER TO THE

BANK ON FIRST, SECOND AND THIRD QUARTER 2011 YES

MAURITANIA COMPONENT: PGIPAP PROJECT COMPLETION REPORT YES