Document of The World Bank FOR OF'FICIAL USE ONLY Report No.: 18086 IMPLEMENTATION COMPLETION REPORT BURKINA FASO AGRICULTURAL SERVICES SUPPORT PROJECT (CREDIT 1979-BUR) June 26, 1998 Rural Development III Country Department 15 Africa Region This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. CURRENCY EQUIVALENTS (Exchange Rate Effective March 1998) Currency Unit = FCFA Franc (CFAF) CFAF 100 = US$0.16 US$1 = CFAF 614 WEIGHTS AND MEASURES Metric System FISCAL YEAR January I - December 31 Vice President! Jean-Louis Sarbib Country Director: Hasan Tuluy Sector Manager: Jean-Paul Chausse Task Team Leader: Turto Turtiainen Ibrahim Nebie- The exchange rate of the CFAF is fixed at 100:1 to the French Franc which is a floating currency. FOR OFFICIAL USE ONLY ABBREVIATrION AND ACRONYMS BPAF Bureaux de Promotion des Activites Feminines (Office for Promotion of Women's Activities)) CFFA Centre de Formation des Formateurs Agricoles (Agricultural Trainers Training Center)) CFJA Centre de Formation des Je unes Agriculteurs (Young Farmers Training C:enter) CPAF Coordination Provinciales ies Activites des Femmes (Provincial Coordination of Women's Activities)) DVA Direction de Vulgarisation Agricole (Directorate of Agricultural Extension) DRARA Directions Regionale de l 'Agriculture et des Ressources Animales (Regional Directorate of Agriculture and Animal Resources) FAAGRA Fonds d'Appui aux Activites Generatrices de Revenus des Agricultrices (Fund for Women's Income Generating Activities) MAE Ministere de l 'Agriculture et de I 'Elevage (Ministry of Agriculture and Livestock) MACP Minist&e de l 'Action Cooperative Paysanne (Ministry of Farmers' Cooperative Action) M&E Monitoring and Evaluation PAPEM Points d'Appui de Prevulgarisation et d'Expl rimentation Multiple (Multilocational Experimentation Sites) SAR Staff Appraisal Report T&V Training and Visit VEW Village Extension Worker This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. IMPLEMENTATION COMPLETION REPORT IIURKINA FASO AGRICULTURAL SERVICES SUPPORT PROJECT (Credit 1979-BUR) TABLE OF CONTENTS Page Preface ................................i Evaluation Summary ............................... ii PART 1: ASSESSMENT OF OUTCOME ...............................I A. INTRODUCTION .I B. PROJECT OBJECTIVES .2 Description of Objectives .2 Evaluation of Objectives and RFisks .....................................:.3 C. ACHIEVEMENT OF OBJECTIVES .3 Agricultural Extension .3 Livestock Services .7 Functional Literacy .7 Studies and Pilot Operations .7 Monitoring and Evaluation .8 D. PROJECT COSTS AND FINANCING .8 E. MAJOR FACTORS AFFECTING THE PROJECT .8 F. PROJECT SUSTAINABILITY .....................................,.9 G. BANK PERFORMANCE ........................... 0 H. BORROWER PERFORMANCE .......................... 11 I. IMPLEMENTING AGENCY ......................... 11 J. ASSESSMENT OF OUTCOME ......................... 11 K. FUTURE OPERATIONS ......................... 11 L. KEY LESSONS LEARNED ......................... 12 PART II. STATISTICAL TABLES ......................... 13 Table 1. Summary of Assessments ......................... 13 Table 2. Related Bank Loans/Credits I.......................... 14 Table 3. Project Timetable ......................... 15 Table 4.: Loan/Credit Disbursements: Cumulative Estimated and Actual .................. .............. 15 Table 5. Key Indicators for Project Implementation . .................................................... 16 Table 6. Key Indicators for Project Operations .................. .................................. 17 Table 7. Studies Included in Project .................................................... 17 Table 8. A. Project Costs .................................................... 18 B. ProjectFinancing .................................................... 18 TABLE OF CONTENTS (continued) Page Table 9. Economic Costs and Benefits .......................................... 18 Table 10. Legal Convenants .......................................... 19 Table 11. Compliance with Operational Manual Statements ......................... ................. 30 Table 12 Bank Resources: Staff Inputs .......................................... 30 Table 13: Bank Resources: Missions .......................................... 31 APPENDICES ICR Mission Aide-Memoire Completion Report prepared by Borrower MAPS: IBRD 21004 IBRD 21005 - i - IMPLEMENTATION COMPLETION REPORT BIURKINA FASO AGRICULTURAL SERVICES SUPPORT PROJECT (Credit 1979-BUR) PREFACE This is the Implementation Completion report for the Agricultural Support Services Project, for which Credit 1979-BUR in the amount of SDR 31 million (equivalent to US$42 million) was approved on January 17, 1989, signed on January 28, 1989, and made effective on May 26, 1989. The Credit was closed on December 31, 1997, three years after the original closing date of December 31, 1994. The last disbursement took place on June 11,1998. The completion report was drawn by Yves-Coffi Prudencio, Agriculturist, AFTR3. It was reviewed by Hasan Tuluy, Director of Operations for Burkina Faso . Preparation of this report was begun during a mission to Burkina Faso in February 1998; the aide-memoire of that mission is attached. The implementation report is based on the project documents, correspondence, supervision reports, the appraisal report, and the credit agreement. The Borrower contributed to the preparalion of the ICR by drawing up its own project implementation report in February 1998, which was updated in June 1998, and by submitting comments on the draft completion report, 2 Editorial assistance were kindly provided b) Isabelle Girardot-Berg and Dirk N. Prevoo - ii - IMPLEMENTATION COMPLETION REPORT BUlRKINA FASO AGRICULTURAL SERVICES SUPPORT PROJECT (Credit 1979-BUR) EVALUALTION SUMMARY Introduction 1. This Implementation Completion Rteport evaluates the Agricultural Services Support Project in Burkina Faso, which was executed by the Ministry of Agriculture and Livestock. Project Objectives 2. The project constituted the first phase of a long-term national program aimed at strengthening agricultural services. It had three main objectives: (i) to improve the effectiveness of agricultural and livestock extension services in transferring technology to farmers, (ii) to strengthen animal health services, and (iii) to provide functional literacy training to farmers, thereby enhancing their ability to participate more directly in technology generation and dissemination. The project's three development objectives were coherent with Government's strategy which focused on technology transfer as the means for achieving the goal of agricultural productivity growth. Achievements of Objectives 3. The project substantially achieved its first two stated objectives of improving the effectiveness and impact of the extension services in transferring technology to farmers, strengthening adaptive research programs and improving animal health services. The project, however, failed to fully achieve its objective of providing functional literacy training to farmers. Given the relatively small weight of the latter objective in terms of funding and expected output, the project is rated as having satisfactorily achieved its objectives. Project implementation was much slower than expected, and there were three one-year extensions of the closing date. 4. Agricultural Extension and Training. Agricultural extension services were in charge of transferring crop, livestock and environment management technologies to farmers. A Training and Visit (T&V) type of extension system was successfully implemented across the thirty provinces of the country by a thousand Village Extension Workers (VEW). The introduction of participatory diagnosis from 1993 onwards considerably helped improve the relevance of training and research themes, and overtimne the project significantly adapted the technological packages to farmers' needs. Training and mass-communication objectives of the project were also met. 5. Overall adoption rates were satisfactory. Most successful extension themes were soilVseedbed preparation, row planting, use of organic manure, animal traction, organic manure - iii - production and post harvest crop conservation. The most successful livestock technologies were crop residues conservation, habitat hygiene, and cutting and conservation of forage. The adoption of animal production technologies, particularly thle nutrition technologies, led in the studied sample to an improvement in key production parameters (e.g. lactation periods, birth intervals, and death rates. These have resulted in a wide spread adoption of small ruminants fattening practices, particularly by women, across the countr y. 6. Adaptative research was carried out largely as expected with the construction or rehabilitation of 17 multilocational experimentation sites (PAPEMs), and on-farm research trials in about 700 plots per year. Nevertheless, more decentralized consultation workshops between research and extension staff would have enhanced the efficiency of the linkage between both. 7. Livestock Health Services. An important means to strengthening livestock health services was the privatization of the veterinary profession. Legislation was enacted as planned to achieve this important objective. Investments (livestock clinics, warehouses for drugs and feed, vaccination pens, field labs, virology unit, livestock documentation center) were largely executed as planned. Also staff training, including high level technicians and livestock village extension workers, took place as expected. As a result, the country's capacity to analyze livestock samples, diagnose diseases, and conduct vaccination campaigns increased substantially. This is evidenced by the reduced death rates (from 6 to 2 percent for cattle, 17 to 9 percent for small ruminants and 70 to 25 percent for poultry), which were brought about by both nutrition and animal health interventions. 8. Functional Literacy. Despite a good start, this component had only a negligible impact. Half the physical investments and most of the training of traiiners was carried out, but only some 5,500 farmers received literacy training, or less than 10 percent of the appraisal target. Following a lack of transparency in the management of project funds by the Ministry in charge of the component (Ministere de l'Action Cooperative Paysanne, MACP), the component was suspended, and most of its resources were reallocated to other components. Remaining resources were used to provide financial contributions to the liteiracy activities of the Ministry of Education. 9. Other Components. A pilot microcredit scheme, initiated in 1993, to benefit women farner organizations was highly successful. The funds were used for income generating activities. About 18,000 women farmers benefited. Repayment rates were close to 100 percent. The experience gained with this and another similar component in the parallel IDA-financed Food Security Project will serve to design a microcrediit component for the forthcoming Community-Based Rural Development Program. 10. The Monitoring and Evaluation component was carried out as planned. Apart from some disruptions caused by the justifiable use of project-funded enumerators by the national statistical service, the M&E Unit played its role well. In retrospect, more impact indicators could have been included in the M&E system. This wEas largely compensated for by the implementation of two independent impact studies. Plans for Future Operation and Sustainability 11. In view of the continuously satisfactory status of the project, a follow up second phase operation, the Second National Agricultural Services Development Project, was prepared and a - iv - new development credit agreement, Cr.2974-BU, was signed in December 1997. This second project will contribute to the sustainability of project investments by further strengthening the efficiency and relevance of the country's extension service. 12. The role of the existing broad-based government extension service is expected to evolve overtime in two directions. First, there will be increasing devolution of responsibility to farmers' organizations, especially for specialized, higher value crops and livestock products. This will lower the cost borne by the Government (estimated at US$9 per farm family). Second, VEW will be called increasingly more to support the on-going process of participation by village communities in the identification and execution of village development plans. Borrower and Bank Performance 13. The Borrower's performance was mixed but is deemed satisfactory overall. Performance by the MACP, which was in charge of a relatively minor project component, was deficient. Performance by the Ministry of Agriculture and Livestock, in charge of all the other components, was satisfactory throughout, and became fully satisfactory after the establishment of a full-time coordination unit in 1992. 14. Bank performance is deemed saitisfactory. It was fully satisfactory on all counts, except on procurement reviews which were the cause of sometimes lengthy delays. The involvement of field staff in project supervision was an important factor in the Bank's overall positive performance in supervision. Major Lessons Learned 15. Key lessons gained from this prcject are: (a) Participation by farmers in the definition of extension themes increases the relevance and effectiveness of the extension system; (b) Regular meetings between research and extension at regional level are essential to capitalize on the participatory diagnosis carried out with farmers, and to strengthen research-extension linkages; (c) The use of existing village organizations as a basis for the creation of farmers' contact groups increases the cost-effectiveness of the public extension service; (d) Decentralization of project management to the regional and sub-regional level increases the responsiveness and effectiveness of field extension services; (e) Extension of low-input, low-risk technologies in a risky semi-arid environment where productivity growth is essential for survival, can result in substantial adoption and impact; (f) The establishment of a full-time project coordination unit, with direct reporting to the Minister's office, has been key to the good implementation of the project. IMPLEMENTATION COMPLETION REPORT BJRKINA FASO AGRICULTURAL SERVICES SUPPORT PROJECT (Credit 1979 BUR) PROJECT IDENTITY Name of the Project: Agricultural Services Support Project Name of the Project: 1979-BUR Amount of Credit: SDR 31.2 million (equivalent to US$ 42million) Vice-President's Office: Africa Region Country: Burkina Faso Sector: Rural Development III PART I: ASSESSMENT OF OUTCOME A. INTRODUCTION 1. At the time of project preparation (1988/89) agriculture was, and still is, the most important broad-based productive sector in Burkina Faso, contributing to over 40 percent of GDP and employing 80-90 percent of the population. High population density of over 100 individuals per square kilometer on arable lands and signs of land degradation, combined with high population growth (3.5 percent), were major concerns to Government and to the donor community in general. The Government's sector strategy was consequently aimed at: (i) stopping environmental degradation and improving the management and sustainability of production systems; (ii) raising rural productivity, production and incomes; and (iii) improving food security by diversifying sources of food and incomes. Government's strategic objectives were, however, severely constrained by the low productivity of the traditional crop and livestock production technologies used. The Bank, first contributed to efforts to disseminate improved technologies by funding in 1986 and 1987 a pilot program for the strengthening of extension services in selected regions of the country. The experience turned out to be positive. 2. In 1988, the Government decided to implement the successfully tested extension system nationwide, and requested and obtained financial assistance from IDA for such purpose under the Agricultural Services Support Project (Cr. 1979 BUR). The project was part of an overall development strategy complemented by four other IDA-supported operations: the Agricultural Research Project (Cr.1896-BUR), the Environmental Management Project (Cr.2229-BUR), the Food Security and Nutrition Project (Cr. 2414-BUR), and the Agricultural Sector Adjustment Credit (Cr.2381-BUR). -2 - B. PROJECT OBJECTIVES Description of Objectives 3. The project constituted the first phase of a long-term national program aimed at strengthening agricultural services. It had three main objectives: (i) to improve the effectiveness and impact of agricultural and livestock extension services in transferring technology to farmers, (ii) to strengthen animal health services and adaptive research programs, and (iii) to provide functional literacy training to farmers, thereby enhancing their ability to participate more directly in technology generation and dissemination. 4. The project had the following components: (a) Agricultural Extension: (i) reorganizing and strengthening of national, regional and provincial extension institutions; (ii) developing and implementing a training program for extension staff at all levels; (iii) promoting adaptive research by improving the links between agricultural research and extension and strengthening the adaptive research units and programs at national and regional levels, including rehabilitation or establishment of 17 multilocational experimentation sites (PAPEMs: Points d'Appui de Prevulgarisation et d'Experimentation multiple); and (iv) improving mass communication and audio-visual programs in support of extension services. (b) Livestock Services: (i) strengthening of livestock services at the national and regional levels; (ii) improving the distribution system of veterinary supplies, drugs and animal feeds; and (iii) developing and implementing training programs for livestock services staff at all levels. (c) Functional Literacy: Capacity building for the delivery of literacy training to farmers. It focused on rehabilitation and equipment of Young Farmers Training Centers (CFJAs, Centres de Formation des Jeunes Agriculteurs), of Trainers' Training Centers (CFFAs, Centres de Formation des Formateurs Agricoles), and on training of trainers and extension workers. (d) Studies and Pilot Operations: (i) carrying out studies on other services that would support or complement the agricultural and livestock services (input supply, credit, marketing), and (ii) implementing pilot operations for the design and preparation of future projects within the agricultural services sector. (e) Monitoring and Evaluation: Establishing and strengthening monitoring and evaluation units at national and regional levels, as well as the statistics services within the Ministry of Agriculture and Livestock (MAE, Ministere de I'Agriculture et de l'Elevage). (f) Strengthening MAE's Administrative and Managerial Capabilities: Strengthening the central project management unit within MAE, and providing management training to extension services managers at national and regional levels. -3 - Evaluation of Objectives and Risks 5. The project's three development objectives were coherent with Government's strategy. They were clearly defined as seeking to improve the ability of the extension system to effectively transfer technologies to farmers, to adapt such technologies to the farmers' environment and needs. Farmer's capacity to participate effectively in the technology generation and transfer process, so as to have an impact, was also to be improved. The development objectives thereby focused precisely on technology transfer as the means for achieving the goal of agricultural productivity growth, although a direct link with the goal of productivity or income growth was missing in the objective statement. The objectives properly integrated elements of supply, demand and adaptation of technologies, but assumed that putting adapted technologies in the hands of the farmer would be sufficient to achieve the desired impact. Consequently, the objectives were narrowly defined, in view of the expected impact, by focusing only on transfer and overlooking farmers' ability to adopt the improved technologies through access to inputs (including credit) and output markets. Nevertheless, the resulting components, although too much input and activity oriented, facilitated by their details and precision a straight forward implementation of the project. The level of detail limited, but not totally prevented, flexibility in project implementation. Finally, although the objectives were adequately linked with government's development strategy, their relationship with the Bank's Country Assistance Strategy was not clearly pointed out in Ihe Staff Appraisal Report (SAR). Furthermore, project performance indicators and benchmarks were not specified in the SAR. 6. The project risks identified during preparation were all pertinent, but incomplete. They included the: (a) possible inability of extension and research services to provide workable solutions; (b) problem of inter-agency coordination; and (c) possible failure of Government and/or donors to sustain the long-term commitment required to achieve durable improvements in the effectiveness of agricultural support services. The first two risks in particular did affect the project, but were properly managed by the mid-term implementation review and the country- based permanent supervision, as correctly foreseen in the SAR. However, the risks of non- adoption of improved technologies because of limited access to modern inputs (improved seeds, fertilizers, etc.) and credit, and poor access to output markets were not mentioned, but limited the impact of the project. C. ACHIEVEMENT OF OBJECT'IVES 7. The project fully achieved its stated objectives of improving the effectiveness and impact of the extension services in transferring technology to farmers, and strengthen animal health services and adaptive research programs. The project, however, failed to fully achieve its objective of providing functional literacy training to farmers. Given the relatively small weight of the latter objective in terms of funding and expected output, the project is rated as having satisfactorily achieved its objectives. Agricultural Extension 8. Agricultural extension services were in charge of transferring crop, livestock and environment management technologies to farmers. 9. A decentralized nationwide agricultural extension system with a central directorate, the Directorate for Agricultural Extension (DVA, Direction de la Vulgarisation Agricole) and twelve -4 - regional directorates (DRARA, Directions Regionale de I'Agriculture et des Ressources Animales) was effectively established and fully operational during the project period. A Training and Visit (T&V) type of extension system was implemented across the thirty provinces of the country. In 1997, the system was implemented by 1,007 Village Extension Workers (VEW), 521 district level extension agents (chefs de zone) including 181 extension supervisors, 213 animal health services agents, 127 literacy and cooperative education services agents who traditionally assist village cooperatives (Groupements Villageois, GV). In addition there were 120 subject-matter specialists. All of the above were reporting to 30 provincial extension service chiefs, who in turn were reporting to the 12 regional extension service directors. Subject matter specialties included at the provincial level were crop production, livestock production and soil restoration (one specialist of each per province); and farmers' organization at the regional level (one specialist per region of 2 to 3 provinces). There were in addition 12 regional Research- Development (R-D) unit heads, each reporting to a regional director, and three R-D workers (one chief and two observers) on each of the 17 PAPEMS. 120 enumerators in charge of collecting monitoring-evaluation and statistical data were based in the regional directorates (10 per region). The latter had in addition staff in charge of implementing the audio-visual, functional literacy and M&E components. The above figures reflect slight modifications of the staffing levels projected in the SAR, which occurred during negotiations and implementation in order to increase the efficiency of the extension system, such as the recruitment of full-time instead of part-time subject matter specialists in 1993. 10. Extension personnel was generally well qualified, most (60 percent) with basic training in agricultural schools and colleges. About half of the VEWs had a high school level Agents Techniques de 'Agriculture degree, the supervisors, the sulbject matter specialists and the R-D unit heads had generally college level Technicien Superieur degrees, while provincial chiefs and regional directors had generally bachelor and post graduate level Ingenieur Agronome degrees. 11. The extension parameters have positively evolved over the project period. At present, about 5,5000 villages (out of a total of 8,377), or 66 percent of villages receive extension services, up from about 40 percent at the start of the project. The number of farmers receiving directly the extension services increased from 5 to 25 percent of farmers for crop production and from 7 to 10 percent of farmers for livestock production. For crop production about 170,000 men-farmers were receiving extension services in 1990/91 compared with about 967,000 men and 272,000 women in 1996/97 for a total of about 209,000 farm households (5.9 farmers per household). For livestock production, about 82,000 men and 9,500 women were receiving extension services in 1991/92 compared with 324,000 men and 141,000 women in 1996/97 for a total of about 21,000 farm households. The number of contact groups increased from 8,500 to 13,000 for crop production and from 2,000 to about 5,000 for livestock production. Supervision ratios remained relatively stable throughout the project period, with about 6 villages or 250 farm households per VEW, 5 VEWs per extension supervisor and 3 to 5 subject matter specialists per province. Apart from a reduced number of farm households per VEW for efficiency reason (620 farms for 4 to 8 villages, estimated at appraisal) the actual extension ratios generally coincide with those projected at appraisal. 12. Until 1994, farmers participation in fortnightly working sessions within contact groups was unsatisfactory. Starting in 1994, the size of the groups was scaled down from an average of 45 members to an average of 25 farmers, diagnostic methods to identify constraints of interest to the group members were introduced, and field schools were replaced with demonstration plots. For crop production average farmer participation subsequently rose steadily from 49 percent in -5- 1994 to 78 percent in 1997. Over the same period livestock farmer participation declined by 23 percent (from a peak of 80 percent to 57 percent), mainly due to a lack of sufficient livestock production themes and technologies relevant to farmers' needs. The number of farmer-managed test/demonstration plots for crop productlion techniques increased by 52 percent between 1991/92 and 1996/97 (from 22,646 to 34,531) with the involvement of 15 percent of contact farmers. For livestock production techniques, the number of farmer-managed test/demonstration livestock herds increased threefold between the tvwo above mentioned seasons from 970 to 3,419, but with the involvement of only 4 percent of contact farmers. During the same period, there were 50,000 to 70,000 follow-up visits per year for crop production, with 130,000 to 195,000 farmers visited on such occasions, 20 to 40 percent of whom were women. There were 15,000 to 20,000 follow- up visits per year for animal production with 20,000 to 50,000 farmers visited on such occasions, 30 to 100 percent of whom were women, 13 Training objectives were overall satisfactorily achieved. Monthly training of subject matter specialists by research scientists -took place regularly on the basis of constraints identified during diagnostic discussions with farmers. The VEW training school (Matourkou) was equipped and training was provided to about 300 VEWs under the project. National and regional extension service managers benefited from 74 training tours abroad. Exchange visits of farmers to the PAPEMS and visits between farrmer organizations to share experiences also took place under the project. 14. The research-extension linkage and mass communication objectives of the project were also completed as planned. The 17 PFAPEMs were constructed (9) or rehabilitated (8) and equipped as planned; the national and. regional research-development units, as well as the national and regional audiovisual units were established and equipped to a large extent as planned. Staff training and mobility for such units was however below expectations at the regional level because of insufficient resources availability. Monthly training of subject matter specialists by research scientists took place on a regular basis (10 to 12 per subject matter specialty per year). About 700 on farm research plots were established yearly across the country. Livestock off-station research was mainly conducted in the PAPEMs. Monitoring of on-farm research and research conducted in the PAPEMs in collaboration with research scientists was effective until 1996 and became rare afterward, as a result of lower financial resources availability following the closing of the research project in 1996. Efficiency of the research- extension linkage was diminished by a lack of sufficiently decentralized annual consultation workshops to jointly identify demand drliven training and on-farm research themes and to review results. The mass communication units (one central and 12 regional units) produced several drawings and slides shown in villages and used to train farmers. They also produced several local radio programs and movies shown iin regional directorates and on national television. 15. The introduction of participatory diagnosis considerably helped to improve the relevance of research and training themes. There was a decentralized themes selection process with three research regions (each corresponding to three or more extension regions), but such level of decentralization appeared to have been insufficient. In particular, the lack of sufficiently decentralized coordination mechanisms between Research-Development staff, extension services staff and agricultural research scientists resulted in a loss of pertinent training and research themes during the themes synthesis and selection process. 16. Two impact studies were done during the project. The first was conducted in 1990/91 by Bank staff. The study was conducted naltionwide on a random sample of 3,600 farm households. - 6 - Findings from the study indicated that adoption rates for different practices were generally modest: 67 percent for organic fertilizer and seed treatment, 60 percent for soil preparation; 33 to 50 percent for crop rotation, seed drilling, anti-erosion methods, animal draft, and chemical fertilizer; 21 percent for improved cultivators; 14 percent for agro-forestry; and I percent for motorized draft. However, the study acknowledged that a major portion of the total adoption reported by farmers in 1990/91 had occurred prior to the introduction of T&V as the credit had only become effective in 1989. The contribution of T&V varied from 42 percent for improved cultivators to 34 percent for agro-forestry and pesticides. The study also found that in general, total adoption was higher for T&V contact group members and literate farmers, and productivity levels of T&V contact group members were 20 to 25 perce:nt higher than those who were not. Marginal rates of return estimated using various regression techniques were in the range of 91 to 361 percent (return on project investments). The second impact study was conducted in November 1997 by the project in eight out of the country's twelve regions, with a sample of 90 contact groups, 103 crop production households and 88 livestock production households. Relative Adoption rates (by contact group members) obtained for twelve leading extension themes were between 60 and 80 percent (see Table 5.B. in Part II). 17. The relative adoption rates, based on project M&E data were more modest, about 30 percent on average, and their evolution suggests that most adoption within the contact groups occurred from 1993/94, following the downsizing of contact groups and the introduction of participatory diagnostics. The evolution of the adoption rates suggest that the project significantly adapted the technological packages to farmers' needs. The evolution of adoption rates within contact groups is shown in Table 5.C., Part II. Most successful extension themes were soil/seedbed preparation, row planting, use of organic manure, animal traction, organic manure production and post harvest crop conservation. The most successful livestock technologies were crop residues conservation, habitat hygiene, cutting and conservation of forage. These have resulted in a wide spread adoption of small ruminants fattening practices, particularly by women, across the country. The adoption of animal technologies, particularly the nutrition technologies, led in the studied sample (second impact study) to a reduction in the lactation period from 9 to 5 months, birth intervals were reduced from 19 to 15 months for cattle, from 11 to 9 months for sheep and from 11 to 8 months for goats. Moreover, death rates dropped from 6 to 2 percent for cattle, from 17 to 9 percent for small ruminants, and from 70 to 25 percent for poultry. 18. The second impact study found that yields are higher by 25 to 30 percent for contact group farmers, compared with yields by non-contact group farmers. It also found that among the farmers studied by the farming systems research program of :NERA, depending on the year, the income of farmers benefiting from extension was 50 to 147 percent higher than the income of farmers who did not benefit directly from extension services. The data indicated that between 1992/93 and 1995/96, the average net income of households members of contact groups, with less than 5 active farmers, increased from 163,000 CFAF (US$326) to about 680,000 CFAF (US$1,360) compared with an increase from 121,000 CFAF (US$242) to about 300,000 CFAF (US$600) for households non-members of contact groups with less than 5 active farmers. According to estimates in the Government's project completion report, returns to investment in the T&V-based extension system during the project period varied by region and would be in the range of 86 to 187 percent. -7 - Livestock Services Livestock services were mainly animal health services. 19. Legislation was enacted as planned to privatize the veterinary profession (details in government report in annex), and a documentation center on livestock was established and equipped at the central Directorate of Animal Production and Industries (DPIA). At the regional level, 42 livestock clinics (postes d'elevage), with houses for livestock services agents, as planned, 10 warehouses (out of 20 planned) for drugs and feed, and 56 vaccination pens were constructed or rehabilitated. (out of 100 planned, target reduced to construct with steel instead of wood as planned). In addition a virology unit was constructed, equipped and staffed as planned. As a result the number of livestock samples analyzed by the livestock services increased from 3,363 in 1991 to 10,433 in 1997. Field diagnostic units of the national veterinary laboratory were. constructed or rehabilitated in four towns, but some were only partly equipped, the remaining equipment having been planned for the second phase of the project. Rehabilitation of installations of the national veterinary products distribution company (ONAVET), such as the above mentioned warehouses, was started but interrupted following a Government decision to privatize the company. Staff training was executed as planned. Twelve high level technicians were trained mostly in Africa and France, others benefited from four study tours to C6te d'Ivoire and Mali. In addition 170 VEWs benefited from locally organized training. Functional Literacy 20. The component was suspended in 1991, following a lack of transparency in the management of project funds by the Ministere de l'Action Cooperative Paysanne (MACP), in charge of implementing it. Before then, 93 percent of the planned extension staff training had been achieved and about 50 percent of the civil works and equipment procurement were completed. However, only 5,484 farmers out of a target of 60,500 farmers (about 9 percent) had received literacy training. The component was not redesigned, most (over 80 percent) of its resources was reallocated to benefit other components. The remaining (about US$30,000 per year) was managed by the national extension directorate (DVA) and was used to support literacy programs of the Ministry of Education in each extension region in collaboration with NGOs. Studies and Pilot Operations 21. None of the originally planned studies was carried out, because such studies had already been carried out by other projects, including previous Bank-funded projects. 22. A pilot operation entitled Support Fund for Income Generating Activities for Women Farmers (Fonds d'Appui aux Activites Generatrices de Revenus des Agricultrices, FAAGRA) designed to provide women farmer organizations with micro credit, literacy/numeracy and business management training was initiated following the mid-term review and a first impact study that found that only 15 percent of women had access to extension services and identified credit as a main constraint to women's access to and adoption of new technologies. The operation started in 1993. By the end of the project credit worth about half a billion CFA Francs, was extended to about 18,000 women farmers. Repayment rates have been close to 100 percent. Money reimbursed was put in a revolving fund and used to provide credit to additional women farmers organizations, so as to insure sustainability of the credit and training scheme. In the process, the project also staffed the office for promotion of women activities (Bureaux de Promotion des Activit6s Feminines, BPAF) with 12 professionals, and funded the operating cost -8 - of such regional offices as well as the operating cost of provincial offices (Coordination Provinciales des Activites des Femmes, CPAF). 23. The preparation of a second phase was also successfully carried out and led to a new credit agreement signed in December 1997 before the final closing date of the project. Monitoring and Evaluation 24. Monitoring and Evaluation (M&E) units were effectively established and equipped as planed at national and regional levels. The project also staffed and equipped the national agricultural statistics service as planned. Although not mentioned in the SAR, a Bank mission helped design performance indicators, but no baseline study was carried out and impact indicators were insufficiently developed. Nevertheless, as previously mentioned, two independent impact studies were carried out during the project period. Performance of the M&E units was generally satisfactory. Two fair to good quality activity reports were produced annually (one mid-term and one annual) and provided sufficient data (most of the data used in the present report) to assess the performance of the project. Such a performance was somewhat disrupted by sometimes conflicting but justified use of enumerators in data collection for the statistical services. D. PROJECT COSTS AND FINANCING The total project costs were estimated at appraisal in 1988 to be 12.6 billion CFAF or US$44.9 million to be financed at 94 percent by IDA (US$42.0 or CFAF 11.8 billion) and at 6 percent (US$2.9 million or CFAF 0.8 billion) by the Government. The amount of the credit was SDR 31.2 million or US$42.0 million. About 99.26 percent of the credit was disbursed when the account was closed on June 11, 1998. The project actual cost funded by IDA was SDR 30.97 million or US$ 43.51 million, corresponding to CFAF 17.4 billion (86% of total). The actual contribution by the Government (Government report) was CFAF 1.39 billion (14 percent of total). Such changes in figures are mainly due to the CFA franc devaluation in January 1994, and to fluctuations in the exchange rate of the US dollar. The project costs were adequately estimated at appraisal, and given the fact that disbursement started in 1990, the projection at appraisal of 8- 1/4 years for a full disbursement of the proceeds of the crediit was accurate. . E. MAJOR FACTORS AFFECTING THE PROJEICT 25. Extension of the Closing Date. The credit, approved in January 1989, was initially expected to be closed by June 30, 1994 but was finally closed on December 31, 1997, after three one-year extensions of the closing date. The extensions allowed the project to apply lessons learnt within the first five years to correct mistakes and consolidate its actions, particularly by taking a better care of the livestock production component of the project and by starting to demonstrate impact. 26. Project Management. Initially, project implementation was slower than expected because the staff managing the project were not doing so on a full-time basis and therefore had conflicting priorities. Moreover, they gave a heightened emphasis on agricultural extension activities over livestock. The creation of a full-time project coordination unit by the government in 1992, following a mid-term review recommendation was a major determinant of project success. -9- 27. Funding of Research. The simultaneous funding and implementation of the national agricultural research project together with the extension project contributed positively to the success of the extension project until 1995, when the credit supporting the Agricultural Research Project (Cr.1896-BU) was closed. It allowed the national agricultural research system to have sufficient resources to provide the technologies, training and technical assistance needed under the adaptive research and training components of the project. After 1995, problems arose with the monitoring of adaptive research trials by research staff. 28. Unified command of agricultural extension and livestock services. The fact that the project was housed by a single ministry of agriculture and livestock affected the project both positively and negatively. It enabled the project coordination unit within the ministry to minimize transaction costs in dealing administratively with both subsectors. However, the bias in favor of agriculture and the agriculturists vs. veterinarians rivalry within the ministry negatively affected the design and implementation of the livestock services and extension component. 29 Livestock services component imrplementation delays. A desire by livestock services managers, during initial project preparation, to maintain the autonomy of livestock (veterinary) services and to keep them separate from agricultural extension services resulted in an insufficient involvement of livestock services field staff and farmers in the initial identification and design of the livestock services component. Observations related to insufficient technological progress in animal production led to national workshops on the issue in 1993 and to the re-definition of the component four years after project implementation had begun. This in turn resulted in a limited number of livestock related extension themes and a sub-optimal impact of the project. 30. Reduced size of contact groups, participatory diagnosis and demonstration plots. These reforms effected in 1994, as previously mentioned, significantly improved farmers participation and the impact of the project. 31. Delays in Procurement. Long delays in the responses of Bank staff to procurement issues (comments, non-objection, etc.) contributed to delays in procurement. The limitation of the maximum cost of items purchased directly under prudent shopping, below one million FCFA, also contributed so such delays by increasing the number of procurement requests and thus procurement transaction time and costs. 32. Contact groups within traditional farmers associations. The long time tradition of farmers organizations in Burkina Faso, the relatively high level of discipline within such organizations to face a relatively high environmental and socio-economical hardship, made contact groups created within such organizations more responsive to technology transfer. 33. Franc CFA Devaluation. The CFA franc devaluation in January 1994 most likely had a positive impact on the project by restoring the competitiveness of domestic agricultural and livestock products, thereby increasing farm;ers' demand for improved technologies. F. PROJECT SUSTAINABILITY 34. Project sustainability is likely in the long term. The probability that the project will maintain the achievements generated in relation to its major objectives will depend mainly on the ability of the national extension system to sustain recurrent costs. However, the project was not - 10- expected to be financially sustainable. The project supported the strengthening of a public service, which is characterized by relatively high recurrent operational cost, which is about 1.12 billions CFAF ($2.2 million) per year for the maintenance of buildings, vehicles and equipment alone. Burkina Faso, which depends upon foreign assistance for a substantial share of recurrent expenditures, cannot be expected to sustain it at present time. All salaries, except for those of contractual agents, are paid by the Government. Project additionally was for non-salary expenditures. The total budget for extension during the final year of the project (1997) was about CFAF 1.5 billions for about 1,000,000 farm families (on average 5.9 persons per family), of which 32 percent (for crops and livestock) receive extension services directly. The cost of extension per farm family is therefore about 4,688 CFAF (about $9). 35 Several actions taken during project implementation are expected to progressively lead to reduction in recurrent costs, including salaries, and progressively pave the road for financial sustainability of the extension system. Such actions include: (i) the privatization of the veterinary services sector; (ii) the training and promotion of village vaccinators and of village extension assistance farmers ("paysans auxilliaires de la vulgarisation"); (iii) the creation of revolving funds for motorcycle maintenance; and (iv) support to farmers organizations. 36. The institutional sustainability of the project is likely as a result of the well trained human resources assets, the well tested and proven national T&V based extension system, and the decentralized institution setting put in place to implement it across the country. The sustainability of impact is also likely through the durability of knowledge transferred to farmers and through the durable effect of the mostly adopted soil fettility management technologies. G. BANK PERFORMANCE 37. Project Preparation. Bank's performance during project preparation was satisfactory. The project design was consistent with the rural development strategy of the government. Project activities were unambiguously defined in details which facilitated project implementation and supervisions/evaluations. Although the detailed specifications introduced some rigidity in project implementation, mid-term review and supervisions were used to make the necessary adjustments. The project design complemented adequately other IDA funded agricultural sector investment operations in a timely manner, such as the agricultural research and natural resources/environment management projects. 38. Project Supervision. The Bank's performance during project supervision was satisfactory. Day-to-day supervision of the project was ensured by field staff who had previously played a leadership role in the national agricultural extension system as a civil servant and who consequently had a good knowledge of the system and of its socio-political environment. In addition, supervision missions from headquarters provided back-up and participated in the mid-term review and regular supervision missions. This allowed for major necessary and innovative changes in project design, such as the creation of the full-time autonomous coordination unit, the cancellation of the functional literacy component, the creation of a credit scheme for women, the recruitment of contractual accountants, funds reallocations, etc. 39. Procurement, Disbursement and Audit Reports Reviews. The Bank's performance with respect to procurement was marginally satisfactory, mainly as a result of long delays in granting non-objections. Performance with respect to audit reports reviews was also generally satisfactory with adequate follow-up actions and recommendations to improve project management. H. BORROWER PERFORMANCE 40. The performance of the government during preparation and implementation was satisfactory, required legislation was enacted and counterpart funds were made available to the project on time or with acceptable delays. The government also complied satisfactorily with all legal covenants. Moreover, changes suggested by supervision missions were generally adopted. I. IMPLEMENTING AGENCY 40. The performance of the project coordination unit was also satisfactory since its creation in 1992. Before then project management, particularly by MACP was less satisfactory, and resulted in qualified audits and the canceillation of the functional literacy training component as stated above. No change has occurred in the project management team since 1992 because of satisfactory performance. Audit reports have since been in general unqualified. J. ASSESSMENT OF OUTCOME 41. Overall project status has been rated satisfactory by all supervision missions from May 1992 until the December 1997 closing (late of the credit. The project clearly satisfactorily achieved its objectives and had a major production impact. The project's outcome can therefore be rated satisfactory. K. FUTURE OPERATIONS 42. The Government viewed the project as the first phase of a long term support to agricultural services. It consequently prepared and requested a second phase assistance from IDA to sustain the achievements of the first phase. In view of the continuously satisfactory status of the project, a follow up development creclit agreement, Cr.2974-BUR, was signed in December 1997. The credit was expected to become effective in June 1998. The new project takes into account the lessons learned in the first phase and integrates both agricultural research and agricultural extension in a single operation. 43. The components of the new four.-year project include: (i) agricultural research: and (ii) agricultural and livestock extension. , both components will pay a greater attention to new high value crops such as vegetables and to livestock so as to help increase farmers' access to cash income and modern inputs; gender-specific and literacy programs are also included to support the effectiveness of the extension program; (iii) animal health and pastoral promotion: to further promote the privatization of the animal health subsector and to improve the remaining public sector services; (iv) pilot programs to help farmers' organizations gain professional and financial strength so that they can provide services to smallholders and take part in adaptive research, and, potentially become able to transfer technologies and know-how to their members. Also on pilot basis there will be a program for small rural infrastructure. 44. In addition, the experience gained with the pilot microcredit FAAGRA and another similar component in the parallel IDA-financed Food Security Project, will serve to design a microcredit component for the forthcoming Community-Based Rural Development Program. - 12 - 45. In its assessment of the quality at entry of the new agricultural services operation, the Quality Assurance Group noted that the design of the project remains relatively traditional and contrasts with the design of recent agricultural services projects, characterized by greater autonomy of research and extension services and more active roles of farmers organizations and of the private sector in influencing the research and extension decision making processes and in paying for part of the services. The agricultural services managers in Burkina Faso hold the view that the low level of professionalism and the food security/subsistence orientation of most farmers' organizations in the country warrant, at the moment, the approach adopted with the new project. There will be increasing involvemet of farmers' organizations (FOs) in the delivery of agricultural services, as experience is gained with the pilot FOs support program. L. KEY LESSONS LEARNED 46. The key lessons learned under the project may be summarized as follows: (a) It is essential to ensure full participation of stakeholders of all project components including farmers in the design of the project, right from the beginning during project preparation to avoid failure of some components, and continue to consult stakeholders during project implementation. In the present case, the fact that effective participation of all major livestock services stakeholders in the project design did not occur until 1993 led to inferior accomplishments and impact of the component. (b) Regular meetings at regional levels between reseaLrch and extension staff, to discuss constraints identified during participatory diagnostics with farmers, and identify the themes for training and on-farm research, are essential to strengthen research-extension linkages and ensure that research and training are actually addressing farmers' needs. (c) The use of existing organizations at the village level for the creation of small (10 to 25 farmers) contact groups increases cost-effectiveness, efficiency and impact of extension. (d) Decentralization of the management of all project components at regional and sub- regional levels, increases the effectiveness of the extension system. (e) The creation of a full-time coordination unit within the ministry in charge of implementing the project, with full time assignment of ministry staff to project management functions, and with direct reporting to the minister' s office, may result in a more cost effective project management than part-time assignment of project management to a high ranking ministerial officer. (f) Despite poor access to modem inputs, extension of low-input and low risk technologies in a risky semi arid environment where productivity growth is essential for survival, can result in substantial adoption and impact. (g) It is difficult for the ministry, which is the main implementing agency of a project, to exercise sufficient control over the management of a component of the project by another ministry, so as to insure a successful completion of all project objectives. - 13 - IMPLEMENTAT][ON COMPLETION REPORT BlIRKINA FASO AGRICULTUIRAL SERVICES PROJECT (Cr.1979-BUR) Part II: ST'ATISTICAL TABLES Table 1: SuLimmary of Assessments Substantial Partial Negligible Not applicable A. Achievement of objectives (X) (X) (X) (X) Macroeconomic policies X Sector policies = X Financial objectives X Institutional development X Physical objectives X Poverty reduction X Gender issues X Other social objectives X Environmental objectives X Public sector management X Private sector development X Other (specify) _ X Likely Unlikely Uncertain B. Project sustainability (X) (X) (X) Highly satisfactory Satisfactory Deficient C. Bank performance (X) (X) (X) Identification X Preparation assistance X Appraisal X l Supervision X - 14- Highly satisfactory Satisfactory Deficient D. Borrower performance (X) (X) (X) Preparation X Implementation _ X Covenant compliance X Operation (if applicable) _ X Highly Highly E. Assessment of outcome satisfactory Satisfactory Unsatisfactory unsatisfactory (X) (X) (X) (X) x Table 2: Related Bank Loans/'Creditsl Loan/credit title Purpose Year of approval Status Preceding operations 1. Boucle du Mouhoun Increase agricultural July 27, 1982 Closed on June Agricultural Development production and rural 30, 1988 Project (Cr. 1284-BU) incomes through more effective extension. 2. Hauts Bassin Agricultural Integration of July 27, 1982 Closed on June Development Project (Cr. 1285- livestock with 30, 1988 BU) agriculture and improve reach of extension service 3. Koudougou Pilot Project (Cr. Test of soil fertility September 21, Closed on March 1293-BU) conservation 1982 31, 1989 techniques 4. Agricultural Research (Cr. Develop agricultural April 19, 1988 Closed on 1896-BU) technologies December 31, 1996 Following operations 1. Agricultural Sector Structural Adjustment June 9, 1992 Closed on Adjustment Credit (Cr. 2381-BU) December 31, l______________ 1995 2. Agricultural Services II (Cr. Agricultural July 1, 1997 Ongoing, 2974-BU) technology effective as of development and June 14, 1998 transfer - 15 - Table 3: ]Project Timetable Date actual/ Steps in project cycle Date planned_ latest estimate Identification (Executive Project Summary) March 11, 1987 Preparation March-October 1987 Appraisal November 1987 Negotiations November 1988 Letter of development policy (if applicable') N.A. Board presentation January 17, 1989 Signing January 28, 1989 Effectiveness April 28, 1989 May 26, 1989 First tranche release (if applicable) N.A. Midterm review (if applicable) March 22, 1992 Second (and third) tranche release (if applicable) N.A. Project completion March 1998 Credit closing December 31, December 31, 1997 1994 Table 4: Loan/Credit Disbursements: Cumulative Estimated and Actual (U'3$ millions) FY89 FY90 FY91 FY92 FY93 FY94 FY95 | FY96 | FY97 1 FY98 | FY99 Appraisal 0.0 1.0 5.0 12.00 20.00 27.00 33.00 38.00 41.00 42.00 42.00 estimate Formally 0.0 4.5 5.5 10.4 16.3 20.9 27.3 31.5 37.9 40.4 42.0 revised I I Actual 0.0 4.5 5.5 10.4 16.3 20.9 27.3 31.5 37.0 42.2 43.5 Actual as % of 100.0 452.0 100.0 100.0 100.0 100.0 100.0 | 100.0 97.6 104.5 103.6 formally revised Date of final June 11, 1998 disbursement - 16- Table 5: Key Indicators for Project Implementation Activity Plan Actual Start- Finish Start Finish Establish CRPA monitoring Q3 1989 Q2 1989 Q3 1989 units Recruitment of training Q2 1989- Q4 1989 Q2 1989 Q4 1989 specialists Consolidation of procurement Q2 1989 - Q3 1989 Q2 1989 Q3 1989 needs Preparation of construction Q2 1989 - Q3 1989 Q2 1989 Ql 1990 program Execution of construction Q3 1989 - Q4 1993 Q2 1990 Q4 1996 program Reorganization of PAPEM network - Topo and soil surveys Q3 1989 - Q4 1989 Q3 1989 Q4 1989 - construction and equipment Q3 1989 - Q2 1990 Q3 1989 Q4 1996 Establish mass communication/ audio-visual regional units - strengthen existing 8 teams Q3 1989 - Q4 1991 Q3 1989 Q4 1990 - create 4 new teams QI 1992 - Q4 1992 Q1 1992 Q4 1993 Annual audits and reviews Q3 each year Q3 each year Mid-term review Q3 1991 Ql 1992 Ql 1992 Working agreements Q2 each year Q2 each year Table 5B. Technology Adoption Rates (% farmers) from 1997 Impact Study Technology Members of CG Non-CG members Effect of CG membership Soil improvement 64.9 35.1 29.8 /seedbed preparation Seeds treatments 65.3 34.7 30.6 Improved Seeds 71.7 28.3 43.4 Organic manure 60.7 39.3 21.4 Mineral fertilizers 74.5 25.5 49.0 Pesticides 81.2 18.8 62.4 Animal Traction 69.5 30.5 39.0 Motorisation 0.0 0.0 0.0 Crop rotations 71.4 28.5 42.9 Anti-erosion devices 67.2 32.8 34.4 Agro-forestry 78.4 21.6 56.8 Source: Etude sur l'Impact de la Vulgarisation Agricole au Burkina Faso, page 34 CG = Contact Group - 17- Table 5C. Evolution of Average Adoption Rates of Extended Themes within the Contact Groups 1991-92 92/93 93/94 94/95 95-96 96/97 15 Crop production technologies 11% n.a 33% 30% 28% 32% 9 Animal Production technologies 4% n.a. 24% 22% 14% 26% Source: Etude sur l'impact de la Vulgarisation Agricole au Burkina Faso, pages 36, 37.' Table 6: Key Indicators for Project Operation I. Key operating indicators in SAR/President's Report Estimated Actual Staffing Ratios Farmer households per extension agent 620 250 Supervisor to extension agents 5 5 Training Schedules Bi-weekly 24 12 Monthly 12 9 to 10 Farmer Groups Contacted 7,600 18,000 Percent of all farmers organized n.a 32 Percent of all organized farmers contacted n.a 100 Percent of contacted farmers adopting technical themes n.a Tables _SB, SC Table 7: Studies Included in Project Purpose as defined Study at appraisal/redefined Status Impact of study 1. Etude sur l'acces des femmes aux completed FAAGRA pilot project services de vulgarisation agricole 18,000 women farmers benefited from credit I program - 18 - Table 8A: Project Costs (in US$ million) Appraisal estimate Actual/latest estimate (US$ millions) (US$ millions) Local Foreign Total Local Foreign Total Items costs costs costs costs 1. Civil Works 3.7 2.4 6.1 n.a n.a 4.5 2. Equipment 0.9 2.0 2.9 n.a n.a 2.6 3. Vehicles 0.6 5.0 5.6 n.a n.a 6.6 4. Technical Assistance 0.0 0.4 0.4 n.a n.a 0.8 5. Training 2.2 0.7 2.9 n.a n.a 3.8 6. Studies/Pilot Operations 0.4 0.1 0.5 n.a n.a 1.6 7. PPF 1.6 0.0 1.6 n.a n.a 0.6 8. Incremental Salaries 5.2 0.0 5.2 n.a n.a 3.4 9. OperatingCosts 9.6 4.0 13.6 n.a n.a 21.8 Total Base Costs 24.2 14.6 38.8 n.a n.a Physical/Price 3.9 2.2 6.1 Contingencies _ Unallocated 1.7 Total Costs 28.1 16.8 44.9 46.6 (4) Including Technical Assistance and training n.a = not available Table 8B: Project Financing (in millions of US$) Source Appraisal estimate Actual/latest estimate IDA 42.0 43.5 Government 2.9 3.1 TOTAL 44.9 46.6 Table 9: Economic Costs and Benefits The economic rate of return or net present value for the project was not estimated. No indicators were established to judge cost-efficiency of thle project. Available data was insufficient for reliable estimate over the project period. - 19 - Table 10: LEGAL CONVENANTS Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date Agreement: CREDIT Covenant: 3.01 (A) The Borrower shall carry out the project as set forth in Schedule 2, 03 namely: (a) Parts A, B, D, E & F through MAE, (b) Part C through MACP, with due diligence and efficiency. T (V)P)f~lhl M AAA ANA /rf L-- L- in June 1993. The new Ministry of Agriculture and Animal Resources combines the previous MAE and MCAP 09/22/1994 C Covenant: 3.01 (b)(i) Except as the Borrower & IDA 10,09 otherwise agree, the Borrower shall carry out the Project as set forth in Schedule 5 and to that effect take necessary measures to enforce:(i) the Protocoles d'Accord entered into between (a) DVA/MAE & INERA to carry out Parts A.2 & A.3, (b) ONAVET & DPIA/MAE to carry out Part B.2 - 20 - Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date 09/22/1994 C Mid-Term Review proposed improvement of the "Protocoles". 05/22/1996 C Mid-Term Review proposed improvement of the "Protocoles". 10/22/1996 C Mid-Term Review proposed improvement of the "Protocoles". 06/27/1997 C Mid-Term Review proposed improvement of the "Protocoles". Covenant: 3.01 (b)(ii) The Borrower shall carry out the 10 Project as set forth in Schedule 5 and to that effect shall take necessary measures to enforce:(ii) the accords fonctionnels entered into between: (a) INA & DEFOC to carry out Part C, (b) DVA/MAE & other ministries/agencies responsible for training of extension staff. 09/22/1994 C CRPA/DVA and INA to carry out Part C. 05/22/1996 C CRPA/DVA and INA to carry out Part C. -21 - Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date 10/22/1996 C In compliance 06/27/1997 C In compliance Covenant: 3.02 Except as IDA otherwise agrees, 03 procurement of goods, works & consultants' services shall be governed by Schedule 3 to DCA. 09/22/1994 C In compliance 05/22/1996 C In compliance ~~nTI A/,, _ AA,T lU1/C 4Z177U III A1 WIIIHIWINlX 06/27/1997 C In compliance Covenant: 09/30/1989 The Borrower shall, not later than Sept. 3.03 (a) 30, 1989, exchange views with IDA on the cost structure applicable to the distribution of veterinary products to livestock owners by the CRPAs 09/22/1994 C In compliance 05/22/1996 C In compliance 10/22/1996 C In compliance 06/27/1997 C In compliance Covenant: 12/31/1989 The Borrower shall, not later than 3.03 (b) 12/31/89, furnish to IDA for review a draft agreement to be entered into 11 between ONAVET & the CRPAs to carry out the distribution of veterinary products & animal feed, incl. inter alia the payment, by ONAVET to the CRPAs, of at least 50% of the difference b/t the price of acquisition - 22 - Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date and resale of the vet. products distributed by the CRPAs. 09/22/1994 C OVANET is being privatized. Review CRPA's role in distribution of veterinary products and animal feed 05/22/1996 C OVANET is being privatized. Review CRPA's role in distribution of veterinary products and animal feed 10/22/1996 C OVANET is being privatized. Review CRPA's role in distribution of veterinary products and animal feed 06/27/1997 C OVANET is being privatized. Review CRPA's role in distribution of veterinary products and animal feed Covenant; 03/31/1990 The Borrower shall, not later than 3.03 (c) March 31, 1990, finalize the agreement ref. to in (b) above taking into account the recommendations made by IDA. |________ |_____ _ 09/22/1994 | | C |_| In compliance 05/22/1996 C In compliance - 23 - Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date l 10/22/1996 C In compliance 03/31/1997 C In compliance Covenant: 09/30/1989 The Borrower shall (a) not later that 3.04 09/30/89, furnish to IDA, for review, a draft detailed first year's training 05 program for MAE & MACP staff; and (b) implement said training program taking into account the recommendations made by IDA. 09/22/1994 C In compliance 05/22/1996 C In compliance 10/22/1996 C In compliance 06/27/1997 C In compliance Covenant: The Borrower shall, no later than May 3.05 (a)(i) 31 of each year, conduct with IDA 09 Project implementation reviews to: (i) discuss annual Project evaluations carried out upon request of the Project Coordinator according to provisions of Section I, 2(b) of Sched. 5 to DCA. 09/22/1994 C Mid-Term review found the necessity of autonomous Project Coordination Unit to strengthen and improve project overall management 05/22/1996 C Mid-Term review found the necessity of autonomous Project Coordination Unit to strengthen and improve - 24 - Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date l project overall management 10/22/1996 C Mid-Term review found the necessity of autonomous Project Coordination Unit to strengthen and improve project overall management 06/27/1997 C Mid-Term review found the necessity of autonomous Project Coordination Unit to strengthen and improve project overall management Covenant: 3.05 (a)(ii) The Borrower shall, not later than May 31 of each year, conduct with IDA Project implementation reviews to : (ii) monitor progress made in achieving Project objectives, in particuular: design of training programs for MAE & MACP staff; prep. of work programs & budgets (for DVA, DPIA & DEFOC); design & approv. of pilot operations to be implemented to carry out Parts D.2 &D.3 l __ _ 09/22/1994 C A Project Coordination Unit was set up in November 1992. 05/22/1996 C A Project Coordination Unit was set up in November 1992. 10/22/1996 C In compliance - 25 - Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date 06/27/1997 C In compliance Covenant: 3.05(iii) The Borrower shall, not later than May 09 31 of each year, conduct with IDA Project implementation reviews to: (iii) exchange information among staff responsible for Project implementation and propose solutions to any current problems. 09/22/1994 C In compliance 05/22/1996 C In compliance i U/22/1996 C In compliance | | ~~06/27/1997 ||C || In compliance Covenant: 3.05 (a)(iv) The Borrower shall, not later than May 3 09 of each year, conduct with IDA Project implementation reviews to: (iv) update |_ _ |_ _Project timetables and cost estimates. |________ |09/22/1994 C In compliance |________ |____ _ 05/22/1996 C In compliance ___________ ___________ |10/22/1996 | C In compliance 11 _________ L __________ |06/27/1997 C In compliance Covenant: 3.05 (b) The Borrower shall promptly 09 thereafter, carry out those recommendations arising out of said reviews, as agreed between the Borrower and IDA. | 09/22/1994 | C In compliance 05/22/1996 _ C In compliance 10/22/1996 _ _ C __| In compliance 06/27/1997 C In compliance - 26 - Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date Covenant: 12/31/1991 The Borrower shall (a) not later than 3.06 December 31,1991, conduct, with IDA and other donors financing the PRSAP, a Mid-Term review; (b) promptly there -after, implement the findings & recommendations of this Mid-Term review. 09/22/1994 C Mid-Term review took place in March 1992. Action Plan l__________ is being implemented 05/22/1996 C Mid-Term review took place in March 1992. Action Plan l______________ ____________ is being implemented 10/22/1996 C Mid-Term review took place in March 1992. Action Plan is being implemented 06/27/1997 C Mid-Term review took place in March 1992. Action Plan _______________ I__I_l_ l_|_| is being implemented Covenant: 3.07 The Borrower shall ensure that all staff 05 having received training abroad remain in their assignments until a suitable ________________ l____________ l____ replacement is appointed. 09/22/1994 C Needs continuous follow-up 05/22/1996 C l__ Needs continuous follow-up |__________ |10/22/1996 C |_| In compliance 06/27/1997 |I|_C C In compliance Covenant: 3.08 The Borrower shall cause the CRPAs to 10 I enter into Cahiers de Charge with the - 27 - Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date respective GVs and Producers' associations to carry out the construction program referred to in Parts A.1 (b)(ii) and B.1 (b)(ii). 09/22/1994 C No action required 05/22/1996 C No action required 10/22/1996 C No action required 06/27/1997 C No action required Covenant: 3.09 The Borrower shall maintain CAPU 05 during Project execution with such functions and staff as are specified in Schedule 5, Section II to DCA. l___________ 09/22/1994 C No action required 05/22/1996 C No action required l___________ 10/22/1996 C No action required 06/27/1997 C No action required Covenant The Borrower shall maintain records 4.01 (a) and accounts adequate to reflect, in accordance with sound accounting practices, the operations, resources and .____________ _____ expenditures. l___________ 09/22/1994 C No action required l___________ 05/22/1996 C No action required 10/22/1996 C No action required l___________ 06/27/1997 C No action required Covenant: The Borrower shall have these records 4.01 (b)(i) and accounts, including those for the 01 Special Account, for each FY audited by independent auditors. - 28 - Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date I 09/22/1994 C No action required 05/22/1996 C No action required 10/22/1996 C No action required 06/27/1997 C _ No action required Covenant: 4.02 (b)(ii) The Borrower shall furnish IDA, not later than 6 months after the end of each FY, this certified audit report. l 09/22/1994 CP Special Account Audit overdue 05/22/1996 C Problems found in previous audit reports have been I_________ ____________ _____ ___________________________________ adequately corrected 10/22/1996 C Problems found in previous audit reports have been __________ ___________ ____ ____________________adequately corrected 06/27/1997 C Problems found in previous audit reports have been I_________ ____________ ___________________________________ adequately corrected Covenant: 4.02 (b)(iii) The Borrower shall furnish IDA other information concerning such records and accounts at IDA's request. l___________ 09/22/1994 C C No action required __________ ____________ 05/22/1996 C No action required 10/22/1996 C No action required l_________ ____________ 06/27/1997 C No action required Covenant: 4.02(c) For all expenditures made on the basis of SOEs, the Borrower shall: (i)maintain records & accounts of such ____________________________ __________________ ______________ _____ expend.; (ii)retain all records 29 - Covenant Original Entry/Form Revised Status Description of Covenant Comments Class(s) Fulfill Date 590 Date Fulfill Date l evidencing such expend. for at least 1 yr. after completion of audit for FY in which last disbursement was made; (iii)enable IDA to examine such records. 09/22/1994 C No action required 05/22/1996 C _No action required 10/22/1996 C No action required 06/27/1997 C No action required For all expenditures made on the basis of statements of expenditures (SOEs) the Borrower shall: (iv) include such records & accounts in annual audits and ensure that audit report contains a l___________ _______________ ____________ ____ separate opinion on reliability of SOEs. l 09/22/1994 C No action required 05/22/1996 C No action required l___________ 10/22/1996 C No action required l_________ 06/27/1997 C No action required -30 - Table 11: Compliance with Operational Manual Statements Statement number and title Describe and comment on lack of compliance All Operational Manual Statements |were complied with. Table 12: Bank Resources: Staff Inputs Planned Revised Actual Stage of Project Cycle Weeks US$ Weeks US$ Weeks US$ Preparation to Appraisal _ 56 101,668 Appraisal 74 131,659 Negotiations through Board 26 52,887 Approval _ Supervision _ 354 544,270 Completion 10 25,000 TOTAL 520 855,484 Table 13: Bank Ressources Missions Stage Of Project Cycle Month/Year Number of Days in Specialized staff skills Performance Performane persons field represented 11 rating 12 rating Implementation Development status objective Through Appraisal ___ Appraisal through Board Approval Supervision Mission 89 2 14 Agricullturist 2 1 Supervision Mission 1/90 2 13 Agriculturist 2 1 Supervision Mission 3/90 2 21 Agriculturist 2 I Supervision Mission 6/90 2 17 Ag Extension 2 Supervision Mission 3/91 2 10 Agriculturist 2 1 Supervision Mission 4/92 6 10 Agri / Finances 2 1 Supervision Mission 9/92 2 7 Agricultirist 2 1 Supervision Mission 2/93 2 8 Agr / Econo. 2 1 Supervision Mission 12/93 3 10 Ag/Finances 2 Supervision Mission 8/94 3 7 Agriculturist 2 I Supervision Mission 0 3/95 3 10 Ag. Extension 2 1 Supervision Mission 1 10/95 2 10 Extension / Finance 2 I Supervision Mission 1/96 2 14 Extension 2 1 Supervision Mission 6/96 4 4 Ag / Ext. / Econo. 2 1 Supervision Mission 2 9/96 3 12 Agri / Finance 2 1 Supervision Mission 3 2/97 3 10 Ag / Eco / Finance 2 I Supervision Mission 4 12/97 4 Ag / Finance 2 1 Completion 2/98 2 14 Ag / Finance 2 Performance ratings: 1 = Highly satisfactory; 2 = Satisfactory REPUBLIQUE DU BURKINA FASO BANQUE MONDIALE AIDE-MEMOIRE MISSION D'A.CHEVEMENT DU PRSAP (du 23 f6vrier au 6 mars 1998) La mission du rapport d'achevement du Projet de Renforcement des Services d'Appui aux Producteurs (PRSAP) a eu lieu atu Burkina Faso du 22 fevrier au 7 mars 1998. La mission etait conduite par M. Yves-Coffi Prudencio, Specialiste de la Recherche et des Services Agricoles au siege de la Banque A Washington. La mission etait composee en outre du cote Burkinab6 de Messrs Boureima Compaor6, Coordonnateur du PRSAP, Michel Ouedraogo, Directeur de la DPIA, Joseph Ouedraogo de la DVA, Issouffou Ouattara de la DVA, de M. Zona Isidore du Service de Suivi/Evaluation de la DVA, et de Mme. Awa Mouhoun, Directrice de la Vulgarisation et des Transferts de Technologie au Ministere des Ressources Animales. M. Ibrahim Nebie, Charge du projet A la mission Residente de la Banque, prealablemenat indispose s'est joint a la mission au milieu de la deuxieme semaine. La mission a recu le rapport d'avancement du projet et a eu A Ouagadougou des discussions avec les responsables des differentes institutions chargees de 1'execution des differentes composantes du projet e a effectue des visites de terrain dans les Directions Regionales du Centre Nord (Kaya) et du Nord (Ouahigouya). Les observations faites sur le terrain dans l'ouest et 1'est du pays par quelques membres de la mission, dont le chef de mission, lors de la derniere mission de supervision du projet ont ete egalement prises en compte dans les debats. La mission a choisi de passer en revue les objectifs assignes A chaque composante du projet dans l'Accord de credit, de fait le point sur les resultats obtenus, les insuffisances, les correctifs apportees ou A apporter et de tirer A chaque etape les lecons de l'experience du PRSAP. Les resultats de cet exercice ont ete les suivants. Partie A: VULGARISATION AGRICOLE 1 - Reorganisation et Renforcement de la Vulgarisation L'objectif principal de cette composante etait la reorganisation et le renforcement des institutions de vulgarisation aux niveaux national, regional et provincial. -2 - Objectifs spicif ques. Acquis et Insuffisances A- Au niveau national et r6gional (i) Application a l'echelon national des resultats de l'opiration Test de Renforcement de la Vulgarisation Agricole (OTR VA) La mission a constate l'existence effective de 12 Directions Regionales de l'Agriculture et des Ressources Animales (DRARA) (correspondant aux anciens CRPA) couvrant 1'ensemble du territoire national qui ont e soutenus par le projet. La mission a constate la mise en place effective d'un dispositif d'encadrement base sur le systeme de Formation et Visite (F&V) et comprenant de la base vers le sommet des Agents Vulgarisateurs de Base (AVB) en charge d'Unites d'Encadrement Agricoles (UEA) ou d'Unites d'Encadrement d'Elevage (UEE), supervises par des Chefs de Zone et formes par des Techniciens Specialises (TS) qui sont A leur tour sous la supervision d'un chef de Service Provincial de l'Agriculture (SPA) qui A son tour rend compte au Directeur Regional. II a e egalement constate la mise en place effective de cellules Recherche Developpement (R/D) au niveau des Directions Regionales. Le dispositif a evolue de la maniere suivante en termes d'effectifs des agents Agents 1991 1997 AVB 932 1007 Chefs de Zone 331 521 TS-PV 80 43 TS-Elevage 60 35 TS-DRS - 12 TS-OP - 30 Chefs SPA 30 30 Agents R/D 12 12 Directeurs Regionaux 12 12 La plupart des agents sont issus d'ecoles d'agriculture et de medecine veterinaire. Les AVB sont generalement des ATAS (Agents Techniques de l'Agriculture), les chefs de zone des Techniciens Superieurs, les TS des Techniciens Superieurs, les chefs SPA des Ingenieurs Agronomes. - 3 - La mission a constate, sur la base du rapport d'avancement du projet que le taux d'encadrement des producteurs a augment6 de 5% a 25% pour la production vegetale et de 7% a 10% pour l'6levage entre 1990/91 et 1996/97. Le taux d'encadrement village est demeure relativement constant pour les productions vegetales et animales, oscillant eritre 66% et 74% au cours de la meme periode. Concemant les outils de vulgarisatiorn, il y a eu une augmentation sensible du nombre de groupes de travail (GT) de pres de 8500 a pres de 13000 en production vegetale et de 2000 a presque 5000 en production animale. Toutefois les taux de participation aux ATG et la progression des UD etaient peu satisfaisants jusquven 1993/94 . Un redimensionnement des groupes cle travail au niveau de l'encadrement en production vegetale pour ramener les effectifs entre 10 et 25 paysans au lieu de 45 et plus, le choix des themes des ATG sur la base des pr6occupations des paysans telles que identifiees lors d'un diagnostic des contraintes, et l'elimination des champs-ecoles au profit des parcelles de demonstration ont permis une arnelioration du taux de participation aux ATG en production vegetale qui est passe en moyenne de 49% a 78% apres la campagne 1993/94. Concernant la production animale le taux de participation aux ATG a diminue de pres de 30% malgre une reorganisation du travail en 1993/94 par integration des agents des postes d'elevage et une plus grande animation par les chefs de zone d'elevage, ce qui avait conduit a un doublement du nombre de groupes de travail et de l'effectif des GT, ainsi qu'a un triplement des demonstrations. A ce niveau le probleme d'identification de themes et de disponibilite de technologies correspondant aux preoccupations des eleveurs semble se poser. De meme la non concordance des zones d'encadrement agriculture et elevage limite l'utilisation rationnelle des AVB sur le terrain. Selon le rapport d'avancement du projet soumis a la mission, le nombre de micro parcelles de demonstration (test pour le paysan) de technologie en production vegetale a regulierement augmente de 22646 en 1991/92 a 34531 en 1996/97, soit une augmentation de 52% entre ces deux campagnes; Environ 15% des paysans encadres implantaient ces demonstrations chaque annee. Dans le domaine de la production animale le nombre de troupeaux test a plus q[ue triple de 970 en 1991/92 a 3419 en 1996/97. (pages 14 et 15) avec environ 4% des eleve'urs encadres conduisant des demonstrations individuelles. Les TS et les AVB se sont plaint a la imission de manque d'equipement didactiques et de materiel agricole tels que charrues, pulveriseurs, etc., pour faire des demonstrations en milieu paysan. Ils ont indiqu6 avoir de serieuses difficultes pour trouver des paysans disposant des equipement necessaires et desireux de les mettre a la disposition des agents pour des demonstrations. Neanmoins, les tests sont supposes concerner seulement les producteurs ayant les moyens de les appliquer. II a aussi ete note dans le cas des activites de suivi visite exploitation (ASVE) un accroissement regulier du nombre d'exploitations visitees aussi bien en production -4 - animale qu'en production vegetale, avec une plus grande attention pret6e aux productrices. En resume l'augmentation du niveau d'effort de vulgarisation a beaucoup plus paye par adhesion des producteurs au niveau de l'agriculture que de l'elevage. Toutefois, la vulgarisation en elevage , bien qu'accusant des insuffisances, s'est progressivement amrlioree. (ii) achat d'environ 68 vMhicules a quatre roues pour les CRPA et la DVA, defournitures et mate'riel de bureau Cet objectif a ete realise. 34 vehicules ont ete achetes et renouveles une fois, soit un total de 68 vehicules. B- Au niveau provincial (i) achat d'environ 300 motocyclettes et 1400 mobylettes Cet objectif a ete atteint par l'acquisition de 1452 motocyclettes. Les mobylettes ont ete remplacees par des motocyclettes a 100 cc jugees plus resistantes et plus adaptees aux conditions de terrain. Les TS qui ont recu des motocyclettes SUZUKI 125 cc se plaignent du cout eleve d'entretien de ces motos et d'une faible disponibilite des pieces de rechange sur le marche. Ils auraient prefere des motos YAMAHA a 100 cc comme les AVB. les cofits d'entretien de ces derni&es sont moindre, elles sont reparables sur place en milieu paysan par la plupart des reparateurs et les pieces de rechange sont plus disponibles. (ii) construction d'environ 400 logements pour les vulgarisateurs. 378 logements d'encadreurs ont ete construits, soit un taux de realisation de 95%. Une r6duction de la ligne budg6taire lors d'une re-allocation en accord avec la Banque et surtout une augmentation des cofits de construction sont ; la base de ce d6ficit. (iii) achat de fourniture et de materiel de bureau pour le personnel de vulgarisation La mission n'a enregistre aucune plainte des agents sur ce suj et. (iv) recrutement de trente encadreurs additionnels Il y a eu recrutement de 28 encadreurs contractuels travaillant precedemment dans des projets finances par la Banque. II y a eu recrutement d'un encadreur par province. Parmi les 30 provinces 2 n'en ont pas eu besoin. -5 - Lecons et Correctifs La mission a remarque au cours des visites sur le terrain que les groupes de travail ayant les taux de participation les plus elev6s sont ceux constitues au sein de groupements villageois existants et dans des perimetres maraichers ou rizicoles ou la proximite de parcelles et la concentration des producteurs, particulierement des productrices est un etat de fait. La programmation des ATG sur la base de contraintes exprimees par les paysans au cours du diagnostic a constitue un facteur preponderant dans toute amelioration du taux de participation. Ceci confirme l'hypothese selon laquelle le diagnostic des contraintes et la vulgarisation a travers des groupes de travail constituies au sein d'organisations paysannes sur la base de contraintes identifiees permet d'acciroitre l'efficacite et l'impact de la vulgarisation. L'efficacite et l'impact sont encore plus grands lorsque les producteurs disposent de champs collectifs ou interviennent dans des perimetres agricoles caracterises par une proximite des parcelles individuelles. La mission a egalement constate dans les zones visitees une absence de diagnostic global village et /ou une focalisation du diagnostic aux aspects production animale et vegetale, et un certain delaissement des contraintes en amont et en aval de la production. Cependant, plusieurs directions regionales, en utilisant la programmation participative arrivent A recenser et a communiquer aux partenaires concernes les problemes non- agricoles. Les Techniciens Specialises en Organisation Paysanne traditionnellement charges d'aider les OP A resoudre ces contraintes sont relativement peu nombreux dans le pays ou on denombre un grand nombre d'OPs. Il y en a seulement un par province ou les OP se comptent par centaines ou par milliers. Les AVB re,oivent peu de formation specifique dans le domaine d'organisation cooperative et sont peu ou pas outilles pour gerer l'apres- diagnostic global. II y a necessite d'harmnoniser les zones d'encadrement d'agriculture et d'elevage pour une utilisation rationnelle des agents. L'existence d'un dispositif etatique parallele de protection des vegetaux n'a pas permis l'utilisation la plus rationnelle possible des ressources de l'Etat dans l'appui au monde paysan. L'integration de ce dispositif au dispositif d'encadrement s'impose par exemple par l'integration des specialistes en protection des vegetaux comme TS, tel que prevu dans la deuxieme phase du projet. Le choix des moyens de d6placement des agents de vulgarisation devrait faire l'objet d'enquetes pour eviter les problemes cites plus haut, et des criteres tels que reparabilite sur 1'ensemble du territoire devrait apparaitre dans les dossiers d'appel d'offre. Une autre alternative serait un dep6t de caution saisissable par les fournisseurs pour guarantir la disponibilite reguliere de pieces de recliange -6 - 2- Formation L'objectif etait la mise au point et 1'execution d'un programme de formation destine au personnel de vulgarisation A tous les niveaux.. Objectifs Spcif igues, Acquis et Insuffisances A- Equipement du Centre de Formation de Matourkou Le centre a e effectivement equipe avec du materiel d'internat (lits, matelas, plats, etc..) et du mat6riel audio-visuel de 1990 A 1993, et encore recemment en 1997, en plus de materiel informatique. B- Formations diverses (i) organisation d'une mise a niveau pour environ 300 vulgarisateurs devant etre admis dans / 'administration 292 encadreurs ont effectivement beneficie de sessions de remise A niveau (ii) organisation d'un recyclage annuel et d'une formation reguliere deux fois par mois destinee aux vulgarisateurs et a leurs superviseurs Les recyclages annuels et les formations de quinzaine ont eu lieu regulierement. (iii) organisation d'une formation locale dans les stations de recherche destinee ai environ 150 TS, aux chefs des services provinciaux de la vulgarisation et a leurs adjoints Il n'y a pas eu une formation, mais plutot des formations regulieres AMRT pour les TS. Suivant les recommandations d'un atelier regional et d'um guide de la Banque designant les TS seuls comme groupe cible pour les AMRT, les chefs SPA n'ont pas ete inclus dans les AMRT. Il n'y a pas eu d'adjoints aux chefs SPA. Ceci avait ete prevus pour les grandes provinces, mais n'a plus e effectif. Des ateliers mensuels (AMRT) regroupant chercheurs et TS ont effectivement e regulierement programmes par zone de recherche agricole sur la base des contraintes identifi6es au cours des diagnostics, et ont ete realises en grande partie. La mission a e informee sur le terrain d'un taux de realisation de 8/12 pour la campagne 1996/97 du a l'indisponibilite ou A un manque de moyens de d6placernent des chercheurs. Ceci a ete lid A une insuffisance de ressources disponibles au niveau de la recherche , suite a la cloture du projet de recherche. -7 - (iv) organisation de visites educatives effectuges par les representants des G V dans les stations de recherche, les PAPEM et d'autres GV II y a eu des visites commentdes au niveau des PAPEM et au niveau de stations de recherche. Le projet a egalement finance le deplacement de GVC A GVC pour partage d'experiences. (v) participation de cadres superieurs cle la vulgarisation ai des seminaires et sessions d'etudes et deformation ai l'etranger 70 stages de formations diverses A l'Ntrznger ont et finances Lecons et Correctifs Comme indique lors de la derniere mission de supervision du projet il y a necessite de decentraliser un peu plus les AMRT au besoin de maniere A prendre en compte des themes specifiques A certaines provinces et qui se perdent souvent dans les syntheses. En dehors des instituts de recherche plusieurs institutions de formation telles que IPD, CESAO, etc. ont eu A participer A la formation des agents. Les formations A 1'etranger sont difficiles a gerer, concernent un ou tres peu dtindividus, les couits sont eleves et difficiles A justifier au niveau superieur de I'administration qui souvent s'y oppose. 11 manque des specialistes pour la formiation des adultes. la formation des formateurs se fait sur le tas. II est souvent difficile de definir clairement les groupes cible pour chaque formation, plusieurs types d'agents reclament la mime formation. Les formations specifiques visent souvent des objectifs tres varies, selon les demandes des agents et sont difficiles A gerer. Les agents formes sont souvent affectes par l'Etat A d'autres postes au sein du projet ou en dehors du projet, ce qui conduit A un recommencement perpetuel de la formation des agents nouvellement affectes A leurs postes. II y a une tendance des agents bases dans les directions centrales et regionales A vouloir devenir des agents de terrain A cause de meilleures incitations en matieres d'indemnit6s et d*acquisition de motocyclettes. Ils profitent des formations specifiques pour changer de postes. Par ailleurs le paiement de perdiems aux agents lors des formations incitent beaucoup d'agents A demander la formation. -8- L'heterogeinite du niveau de formation ou de dipl6mes des agents rend difficile la forrnation. Pour resoudre la plupart de ces problemes il serait utile d'avoir des plans de carriere clairement definis pour les agents, de definir clairement les formations requises pour chaque type d'agent et de construire les plans de formation en consequence. Ces plans devront etre portes A la connaissance des commissions d'affectation et tout agent recevant une formation devrait s'engager A respecter le plan de carrire qui lui donne droit A la formation sous peine de penalite. Lorsque les conditions le permettent une gestion autonome du personnel du projet par la structure chargee d'executer le projet devrait etre requise. 3- Recherche-Developpement L'objectif principal etait une amelioration des liaisons entre la recherche agricole et la vulgarisation, grace au renforcement des unit6s de recherche-developpement. Obiectifs Spicifiques, Acquis et Insuffisances A- Remise en Etat des PAPEM (i) exdcution d'etudes topographiques et pedologiques pour de nouveaux sites Ces etudes ont ete realisees pour 9 nouveaux sites pour lesquels des titres fonciers. ont ensuite ete obtenus. (ii) execution de travaux de genie civil et preparation de 20 hectares de terre dans neuf PAPEM Des constructions de bureaux, magasins, aires de s6chage, 6tables etc. ont effectivement ete effectuees ainsi que la preparation de terre (operations de labour) comme prevu dans les 9 nouveaux PAPEM (iii) fourniture d'animaux de trait et de materiel agricole Tous les PAPEMs ont recu des animaux de trait, des charrues, des motoculteurs, pesons, etc comme prevu. (iv) achat d'environ 2 vehicules automobile, 34 motocvclettes, 68 mobylettes, matiriaux, meubles etfournitures de bureaux 1 vehicule a ete achete en 1991, base au niveau central. et renouvele en 1995. Dix sept (17) motos ont ete acquises pour les 17 responsables de PAPEM et 34 mobylettes pour les observateurs des PAPEM (2 par PAPEM pour un total de 17 PAPEMs). les motos et mobylettes ont ete renouvelees une fois, ce qui fait le compte comme prevu. - 9 - (v) visites d'change dans d'autres PAPEM et formation destineie au personnel des PAPEM Les agents des PAPEM ont re,u de iormations specifiques sur la conduite de tests et demonstrations. B- Renforcement du Programme de Recherche-Developpement (i) creation de 12 unites regionales de Recherche-Diveloppement au sein des CRPA La mission a constate 1'existence effective des cellules R/D au sein des Directions Regionales 'ex-CRPA) (ii) achat de vehicules, materiaux, mobilier et fournitures de bureau destines aux unites nationales et regionales de Recherche-Diveloppement La mission a constate qu!il n'existe dauns aucune Direction R6gionale de vehicules mis exclusivement A la disposition des cellules R/D. Celles ci font usage du pool de vehicules disponible dans les DRARA sur la base de requetes et programmation. C'est principalement le vehicule du Service Formation Vulgarisation qui est mis A la disposition de l'agent R/D au besoin. Les agents R/D rencontr6s se sont plaint de difficultes de mobilite et particulierement du fait qu'ils ne disposent meme pas de rnotocyclettes A titre individuel comme les autres agents appeles A intervenir sur le terrain. La n6cessite de doter les agents R/D de motocyclettes A defaut de vehicules a e reconnue par la mission. (iii) formation a l 'tranger destinee awu cadres superieurs de recherche-developpement Les agents R/D ont indiqu6 A la mission qu'ils n'ont pratiquement pas beneficie de formation A l'etranger., mais il y a eu la formation en France d'un agent R/D qui a ete affecte. I1 y a egalement eu un voyage d'etude en Cote d'Ivoire pour tous les agents R/D. Acquis et Insuffisances Selon les agents d'elevage rencontres sur le terrain il y a eu tres peu de tests en production animale faute de technologies suffisantes proposees par la recherche dans ce domaine, mais la recherche pense autreinent. I1 s'agirait plut6t d'un manque d'information et de concertation suffisante sur le sujet. La mission a constate que plusieurs intervenants proposent des tests au dispositif de vulgarisation, que le niveau d'interaction entre chercheurs et vulgarisateurs est faible, peu de tests en PAPEM ou en milieu paysan ont de repondants au niveau de la recherche - 10- qui interviennent dans la formulation de protocoles, le suivi des tests et I'analyse des donnees, le feed-back des resultats vers les chercheurs et les paysans. La raison principale de ces maux a ete identifiee comme etant le manque d'un cadre de concertation entre les differents intervenants et la vulgarisation pour programmer rationnellement les tests et discuter les resultats obtenus. La synthese des themes de formation et de recherche se faisait initialement au niveau de deux zones de recherche pour l'ensemble du territoire. I1 y a eu une evolution vers 5 zones de recherche dans lesquels sont organises des Comites techniques de la recherche pour selectionner les themes devant faire l'objet de recherche et de formation chaque campagne. Toutefois il a ete note un phenomene de deperdition dans la synthese qui conduit a la selection de tests peu pertinents pour certaines provinces; La solution preconisee a et l'organisation de journ6es R/D par province ou par direction regionale pour mieux focaliser et augmenter l'efficacit6 de la recherche en milieu paysan Le niveau de formation relativement faible de plusieurs agents R/D (niveau ATS), la non participation des agents R/D aux AMRTs, et la non responsabilisation formelle des TS dans les activites de recherche avec obligation de rendre compte a l'agent R/D, constituent autant de facteurs limitant le succes des actions R/D, sans compter des problemes de mobilite et d'equipement adequat des cellules R/D qui se retrouvent souvent sans calculatrices et ne disposent pas d'ordinateurs pour la saisie et l'analyse des donnees. Lecons et Correctifs I1 est necessaire de (i) creer un cadre de concertation aussi decentralise que possible entre la recherche et la vulgarisation pour les activites R/D; (ii) recruter des responsables R/D ayant au moins un niveau d'Ingenieur Agronome, de DEA ou de doctorat (cadre superieur) capable de dialoguer valablement avec les chercheurs; (iii) inscrire formellement la recherche en milieu paysan dans les termes de reference des TS avec obligation de participer au cadre de concertation avec la recherche, executer avec l'aide des AVB les tests et rendre compte au responsable R/l); (iv).. doter les responsables R/D de vehicules et d'ordinateurs pour l'accomplissement correct de leurs taches; (v) faire participer les responsables R/D aux AMRTs pour leur permettre de s'informer et de s'instruire sur les nouvelles technologies au meme titre que les TS.. La possibilite de faire en sorte que la cellule R/D soit le demembrement de la recherche au niveau de la vulgarisation a e examinee. II ressort des discussions que la non appartenance des deux structures (recherche et vulgarisation) au meme ministere rend difficile cette alternative dans le cas du Burkina Faso. I1 a ete reconnu le fait que comme consequence du PAS, il n'y a plus de recrutement dans la fonction publique et le stock de ressources humaines disponibles diminue progressivement. Ce stock ne contient pas suffisamment de cadres de haut niveau pour la R/D au niveau des Ministeres de l'agriculture et des ressources animales. Neanmoins une - 11 - solution a envisager pourrait etre le detachement de chercheurs du ministere de la recherche pour occuper les postes de responsables R/D. Une autre solution serait le degrevement de la fonction publique du personnel incapable de s'adapter au systeme de vulgarisation et de recruter les nouvelles competences necessaires a son bon fonctionnement. Si necessaire, un recrutement de contractuels pourrait aussi etre envisage. 4- Communication de Masse et Progiramme Audio-Visuel L'objectif principal etait l'amelioration des capacites de communication de masse et des capacites audiovisuelles des services de vulgarisation. Objectifs Spevfiaues. Acquis et Insu i7sances A- Au niveau national (i) renforcement des capacites des services de communication de masse de la DVA a produire du materiel didactique et technique de vulgarisation Des affectations et recrutement de corLtractuels ont permis de renforcer les capacites au niveau central en passant de trois a six cadres de conception. I1 y a egalement eu acquisition de materiel audio visuel. I1 y a eu production d'affiches, de films, d'emissions radiophoniques, de fiches techniques en francais et en langues locales, ainsi que la production d'un journal de liaison en fn9nais. B - Au niveau regional (ii) renforcement et/ou creation d'environ 12 unites regionales de communication de masse et d'audio-visuel La mission a constate l'existence effective des unites audio-visuel dans les directions regionales visitees. II a ete fait etat de projections de diapositives dans les villages, d'emissions radiophoniques ainsi que la production et la projection de films video au niveau de certaines Directions Regionales. (ii) achat de materiel et d'equipement de base qui sera utilise par les TS pour former les vulgarisateurs et les exploitants agricoles Les productions audio visuelles seraient a la disposition des TS qui l'utiliseraient rarement et qui se sont plaint a la missi.on d'un manque de materiel didactique. Toutefois ces productions ont ete utilisees par le service pour la formation des producteurs en collaboration avec les AVB.. (iii) achat d'environ 20 vehicules a quatre roues , d'equipement et de materiel pour les 12 unites regionales d'audio-visuel - 12 - Il y a eu achat d'un vehicule au niveau national et de 9 vehicules pour 9 unites regionales, soit dix vehicules renouveles une fois (total 20 vehicules). les autres regions ont beneficie de l'appui d'autres projets dans ce sens. Les cellules audio-visuel disposent d'equipement pour des prise de vues et projections de diapositives. Cet equipement est juge insuffisant par le personnel audio-visuel qui voudrait en plus des cameras mobiles , magnetoscopes et ecrans de television, (iv) formation des cadres de ces unites aux techniques audiovisuelles Les agents ont et6 form6s a la DVA et a l'IPD/AOS. Lecons et Correctifs La decentralisation du service a permis d'adapter les productions au besoins aux niveaux national et regional. La mobilite du personnel en raison des affectations a perturbe le fonctionnement du service de meme que le fait que le service ait eu a partager le vehicule qui lui est affecte avec d'autres services. La non modemisation progressive des equipements a egalement constitue un handicap Partie B - SERVICES D'ELEVAGE Obiectifs Specifiques. Acquis et Insuffisances 1- renforcement des services dilevage aux niveaux national et rigional. A- au niveau national (i) revision du cadre de reglementation veterinaire afin d'etablir des orientations encourageant l'exercice prive de la profession veterinaire Plusieurs textes de loi sur la privatisation de la profession veterinaire ont ete effectivement adoptes en novembre 1989 et en mai 1994. Une soixantaine de veterinaires ont pu s'installer a titre prive. Il existe toutefois un certain des6quilibre dans leur repartition geographique. La plupart se trouvent dans les regions au centre et au sud ouest du pays. II y a une tendance a abandonner le nord pour des raisons de faible rentabilite de l'activite veterinaire liee aux moindres maladies du betail et au deplacement des troupeaux vers le sud du pays. (ii) creation dun centre inter-service de documentation ai la DPIA Le centre a ete effectivement mis en place avec plus de 450 documents et recoit plusieurs periodiques. L'agent charge de la gestion du centre a egalement recu une formation au Centre National de la Documentation Agricole (CNDA), dans le cadre du projet. .B- au niveau regional (i) construction, ameublement et equipement d'environ 42 postes d'elevage, 50 bureaux et 20 magasins pour les medicaments, les intrants et les aliments de betail. - 13 - Les 42 postes d'elevage ont ete effectivement construits (bureau/logement), il n'y a pas eu de construction separee de bureaux. L'equipement des postes d'elevage s'est fait au fur et a mesure de leurs reception (essentiellement des appareils de froid et du mobilier de bureau) Dix (10) magasins sur 20 ont ete construits. La construction des magasins a et suspendue en raison d'une sous utilisation de ceux dejA construits et constatee a la revue a mi-parcours, et plus tard suite & la decision de privatisation de 1'ONAVET. (ii) construction d'environ 42 logements pour le personnel et de 100 parcs de vaccination pour les bovins Les logements ont et combines avec Iles postes d'e1evage, il n'y a pas eu de construction separee de logements Quant aux parcs de vaccination 56 ont ete construits . L'objectif a et reduit a 56 postes au lieu de 100 pour pouvoir construire en materiaux plus solides et couitant plus cher que prevus (tubes en acier galvanis6). (iii) remise en etat de 100 postes d'elevage et d'autres infrastructures Une quarantaine de postes ont e refectionnes, il n'y avait pas de besoin de refection pour d'autres postes. En plus un parc de vaccination a ete transfere en dehors de la ville de Gaoua. (iv) achat d'environ 20 vehicules, 400 inotocyclettes, de materiel et mobilier 200 motocyclettes ont et achetes et affectes aux agents qui ont egalement recu du materiel de travail (estampilles, pinces, blouses, lits de camp, pulveriseurs, etc.). Les motos ont ete renouveles une fois. Tous les vehicules ont ete acquis, soit 8 au niveau national et 12 au niveau regional. 2- Amilioration du systeme de distribution de produits veterinaires, de medicaments et d 'aliments pour le betail (a) construction et equipement d'une unite de virologie au LNV de Ouagadougou, et achat de deux vehicules automobiles L'unite de virologie a ete effectivement construite (1993) equipee et inauguree plus tard en avril 1997 en raison d'une insuffisance dans les predictions en equipement.. Un vehicule a et achete en 1991 et a et renouvele en 1995. les pr6levements provenant d'animaux sont passes de 3363 en 1990/91 a 10433 en 1996/97 .11 y avait un seul virologiste, Le projet a recrute trois veterinaires contractuels pour renforcer l'unite... (b) construction et equipement des unites de diagnostic de terrain du LNV a Bobo- Dioulasso et a Fada Ngourma - 14 - Ces unites ont e construites et receptionnes provisoirement en mai 1993. Elles ont ete partiellement equipees. Le reste des equipements est prevu dans la deuxieme phase (PNDSA II). (c) equipement des unites de diagnostic de terrain du LNV en place a Ouahigouya et Tenkodogo, et achat d'environ six vehicules pour les quatre unites Ces unites ont e construites et ont e equipees par d'autres partenaires au developpement. Le projet a finance une partie des equipements et a achete pour ces unites deux vehicules en 1991 et quatre en 1995.. (d) renforcement de la production et de la distribution d 'aliments pour le betail par l'ONA VET Un protocole d'accord d'approvisionnement avait ete signe entre l'ONAVET et sept CRPA et a ete execute jusqu'A l'annonce de la privatisation et liquidation de l'ONAVET en 1993. (e) remise en etat d'installations a Bobo-Dioulasso pour une succursale locale de l'ONA VET D'importants travaux de rehabilitation avaient et effectues a la succursale de l'ONAVET A Bobo-Dioulasso 3- Formation dupersonnel des services d'elevage Des formations ont et effectivement programmees et executees. Une douzaine d'agents au niveau central et regional ont subi des formations de courtes durees (1 mois a 1 an) en Afrique ou en France. environ 170 agents ont subi des formations de recyclage dans le pays. Par ailleurs, 4 voyages d*tudes au profit des cadres au niveaux central et regional ont et effectues au Mali et en Cote d'lvoire. Lecons et Correctifs Les objectifs de renforcement des services veterinaires n'ont pas e clairement definis. Le projet dans son ensemble est beaucoup plus axe sur des intrants a fournir et des activites & entreprendre que sur des impacts a rechercher. Le projet a prevu des renforcements en equipement et a neglige le renforcement quantitatif et qualitatif en ressources humaines. Le projet n'a pas tenu compte de la non existence de spt cialistes dans plusieurs domaines pour proposer les formations adequates. II y a eu insuffisance de formation a cet effet Ceci est aggrave par le probleme de mobilite de personnel. Le seul virologiste mentionne plus haut a eu un poste international et a quitte le laboratoire, un des contractuels est en formation pour le remplacer.. - 15 - II est necessaire de creer un cadre de concertation et de collaboration pour permettre A la recherche de se servir des infrastructures utiles pour la recherche telles que le laboratoire de virologie. Dans le domaine de la formation, les centres de formation ne font plus que le recyclage du personnel de la fonction publique dont effectif s'amenuise de jour en jour. La suggestion des operateurs prives du secteur selon laquelle les centres de formation professionnelles devraient etre ouverts A des candidats proposes par le secteur prive pour renforcer la qualite des ressources hurnaines du secteur prive devrait etre prise en compte. Partie C: ALPHABIETISATION FONCTIONNELLE Objectifs Sp&cifiques. Acquis et Insuffisances (1) remise en etat d'environ 70 CFJA et equipement d'environ 177 CFJA Sur les 70 prevus , 34 ont ete remis en etat (environ 50%). le programme de remise en stat du reste a ete suspendu suite A la supervision de la composante par le BEP/MACP, parce que les centres n'6taient pas utilises et que les travaux etaient mal faits. Plus de 70% des centres etaient vides en raison de la non integration des jeunes agriculteurs formes dans la fonction publique conime souhaite par la plupart. Concemant l'equipement des 177 CFJA. les equipements (meubles scolaires surtout) ont *te entierement acquis et dispatches aux CRPA. Ceux ci ont equipe les CFJA fonctionnels et utilise le reste dans leurs centres de formation des agents et dans les centres d'alphabetisation. (2) remise en etat des trois CFFA A Kamboinse et A Farako-Ba, et acquisition d'ouvrages et de materiel pour leurs bibliotheques. Le laboratoire National des Travaux Public a effectue une etude et a recommande la destruction du centre de Farako-Ba et la concentration de la formation au centre de Kamboinse qui serait remis en etat. La recommandation ne correspondant pas aux termes de l'accord de credit, il y a eu des hcsitations et rien n'a ete fait jusqu'A la suspension de la composante en 1991. Neanmoins quelques foumitures de bureau avaient ete livrees en appui a la formation. La suspension cle la composante avait et decidee surtout en raison d'une non transparence dans la gesticn de la composante par le Ministere de la Question Paysanne d'alors. (3) achat d'environ 4 vehicules automobiles pour les services centraux, et d'environ 30 motocyclettes et 20 mobylettes pour les services regionaux du MACP Sur les 4 vehicules 2 ont ete acquis et ont e revers6s A la Coordination du PRSAP suite A la suspension de la composante et son transfert aux CRPA. Les 2 vehicules ont ete ensuite reformes, c'est A dire sortis du. parc du projet et verses dans le parc de l'Etat. - 16 - Les 30 motocyclettes ont e acquises et mises a la disposition des specialistes en organisation paysanne et formation des producteurs (SPOFPP), a raison d'une moto par province. Les 20 mobylettes n'ont pas e acquises (4) action d'alphabetisationfonctionnelle destinee aux nouveaux alphabetises et aux membres des GJA. Sur un total de 60500 auditeurs, seuls 5484 ont e effectivement formes (9%) pour plusieurs raisons: (i) objectifs irrealistes; (ii) la suspension de la composante depuis 1991; (iii) le nombre limite de centres par province (5 a raison (le 30 auditeurs par centre). (5) formation de responsables regionaux du MACP, d'animateurs, deformateurs et de personnel d'appui II y eu des formations de formateurs a l'INA (Institut National d'Alphabetisation) , soit une formation de 600 superviseurs en 1989, un recyclage de 258 superviseurs et animateurs en 1990/91, et un recyclage de 190 animateurs en 1993/94.. le taux de realisation de 1990 a 1994 est evalue a 93%.(page 38 du rapport d'avancement) (6) Renforcement de la capacite de la Direction de i'Education et de la Formation Cooperative (DEFOC) pour determiner les besoins specifiques de formation et etablir des programmes et pour l'execution du programme d'alphabitisation. Rien de precis n'a ete fait, en raison de la suspension de la composante en 1991. Toutefois, une equipe pluridisciplinaire de cinq cadres du MACP ont effectue une vingtaine de missions au cours de la campagne 1990/91 dans les 12 CRPA pour appuyer les directions regionales de l'ACP dans le cadre de l'execution des activites de formation des producteurs. Lecons et Correctifs II y a eu des faiblesses dans la preparation de la composante . Il aurait par exemple d'abord fallu s'assurer qu'une alphabetisation initiale avait eu lieu dans la plupart des villages afin de s'assurer une bonne disponibilite d'alphabetiseurs locaux . Le projet, initialement con,u pour un seul ministere s'est retrouve eclate au sein de plusieurs ministeres par composante avec une forte autonomie de gestion par minist&e, ce qui rendait tres difficile la coordination... I1 est diffiicile a la DAAF d un ministere d'aller contr6ler la DAF d'un autre ministere, ce qui a conduit a une mauvaise gestion de la composante. Des experiences au Burkina Faso, y compris dans le cadre du projets pilote FAAGRA, demontrent qu'il est plus efficient de faire executer une composante alphabetisation par des ONG sous contrat. - 17- Partie D: ETUDES ET OPERATIONS PILOTES Objectifs specifiques . Acquis et Insuffisances (1) Execution d'etudes pour d'autres services qui soutiendront ou complkteront les services agricoles et zootechniques comprenant entre autres: la fourniture d'intrants, le credit, les techniques de micanisation appropriees et la commercialisation. Aucune des etudes prevues n'a et realisee dans le cadre du projet dans la mesure oui beaucoup d'etudes existaient sur les sujets mentionnes et etaient realises dans le cadre d'autres projets. y compris des projets finances par la Banque tel que le projet "engrais vivrier". Il y a eu une etude pour l'elaboration d'un plan d'action pour Y'acces des femmes aux services de vulgarisation (2) Ex&cution d'operations pilotes pour concevoir etpreparer desprojetsfuturs dans le secteur des services agricoles. L'initiative la plus importante pouvant faire partie de cet objectif en qualite d'operation pilote est le Fonds d'Appui aux Activites Generatrices de Revenus (FAAGRA). le fonds a ete mis en place suite a un constat de faible acces des femmes aux services agricoles (15%) selon la premiere etude d'impact du projet. Le fonds a servi a octroyer des credits pour fmancer des projets individuels ou collectifs de femmes agricultrices (organisees en groupements cooperative).. les dossiers sont recus et selectionnes au niveau des Directions Regionales (ex-CRPA) avant d'etre soumis a l'approbation du Comite national de selection A Ouagadougou. Les remboursements sont verses dans un compte bloque pour creer un fonds de roulement afin de perenniser l'activite A la fin du projet. Des cours d'alphabetisation fonctionielle et de gestion sont donnes aux beneficiaires du credit comme mesures d'accompagnement. Des ONG interviennent independamment comme parrains pour suivre la gestion du credit par les femmes. Plus de 18000 femmes ont beneficie de ce credit. De 1993 a 1997 trois tranches de credits ont et deboursees. les deux premieres tranches pour un montant total de pres de 112 millions CFA ont beneficie A plus de 4000 femmes. La troisieme tranche de pres de 390 millions a beneficie A 13720 femmes sur toute l'etendue du territoire. (3) Elaboration d'une phase ulterieure du PRSAP Cet objectif a ete atteint par la preparation et la signature d'un accord de credit pour une deuxieme phase (PNDSA-II) avant la fin de la premiere phase. - 18 - Lecons et Correctifs II vaut mieux laisser ouverts les themes des etudes de maniere a ce que les termes de references s'adaptent aux besoins du projet au fur et a mesure de son evolution.. I1 conviendrait egalement de faire un inventaire des etudes realisees dans le pays et entrant dans le domaine du projet pour eviter toute duplication. et gaspillage de ressources sur des etudes. Un projet se limitant seulement a l'appui institutiomiel est insuffisant, des mesures d'accompagnement peuvent etre prises sous la forme de ]projets pilotes dans des domaines tels que le credit, la multiplication des semences, l'acces aux engrais chimiques, etc. Partie E: SUIVI ET EVALUATION Objectifs sWecif Iues . Acquis et Insuffisances (1) Creiation ou renforcement etfonctionnement: (a) du Service de Suivi et d'Evaluation de la DVA; (b) d'une equipe de suivi regional dans chaque CRPA; et (c) d'un service statistique a la DEP du MAE La mission a observe 1'existence effective de services de suivi et evaluation au niveau de la Coordination du projet, de la DVA et au niveau des Directions Regionales (ex-CRPA).. Pour ce qui conceme la statistique le projet a pris en charge deux cadres contractuels de la Direction de la Statistique Agricole (le service a ete erige en direction). Le projet a 6galement mis a la disposition de cette direction un vehicule avec frais de fonctionnement. (2) Achat d'environ 28 vehicules automobiles, 160 mobylettes, 48 motocyclettes, d'equipements de base et de micro-ordinateurs pour la DVA et les CRPA. La mission a constate dans les DRRA visitees un vehicule par service de suivi au niveau regional, soit 12 vehicules. En plus un vehicule a ete mis a la disposition de la DVA au niveau central pour le suivi/6valuation. Un vehicule a egalement ete achete pour la Direction de la Statistique Agricole, soit au total 14 vehicules renouveles une fois, donc un total de 28 vehicules comme prevu. Quant aux engins a deux roues, 92 motocyclettes ont ete achetees pour les enqueteurs et 69 ont 6te renouvelees, soit un total de . 161 motocyclettes. Lecons et Correctifs Bien que non mentionne dans le rapport d'evaluation initiale du projet, des indicateurs de performance avaient ete mis en place, mais les indicateurs d'impact etaient insuffisants.. I1 n'y a pas eu de donnees de base donnant une situation de reference au demarrage du projet. Ceci pourrait se faire avec le PPF et etre une condition de mise en vigueur du - 19- projet. La legon sera appliquee pour la deuxieme phase (PNDSA II), l'etude d'impact de la premi&e phase servira de situation de reference. Le recrutement a long terme et l'6quipement d'enqueteurs n'est pas necessairement efficace. Dans le cadre du projet ils ont ete mis a la disposition des directions regionales ou ils sont prioritairement utilises pour la statistique agricole plut8t que pour le suivi/evaluation.. Une solution plus efficace serait de faire des recrutements ponctuels pour les enquetes de suivi/evaluation aussi bien que pour les enquetes statistiques. Partie F: RENFORCEMENT DES CAPACITES ADMINISTRATIVES ET DE GESTION DU MAE Objectifs sWecifi'ues . Acquis et Insuffisances (1) Installation et exploitation d'un systeme central informatise de comptabilite et de gestion. Ces deux elements ont ete realises initialement au niveau de la DAF du Ministere de tutelle (MAE). (2) Creation et renforcement de la Ceilule de Gestion Financiere et d'Approvisionnement du projet (CGFA) a la DAAF du MAE Suite a la revue a mi-parcours du projet une cellule de gestion autonome du projet a ete mise en place , en remplacement d'une gestion ancree au sein du MAE par le Secretaire G6n6ral du Ministere. Le systeme central informatise a e transfere a la Coordination du projet. (3) Formation aux techniques de gestion destin&e aux directeurs des CRPA Cet objectif a ete realise en deux etapes, au moment du lancement du projet et suite ai la revue a mi parcours. La formation a eui lieu localement et a ete completee par des voyages d'etudes. La formation a ete egalemenat dispensee aux cadres de gestion, y compris les comptables. Lecons et Correctifs L'echec de l'incorporation du service de gestion dans les structures administrative etatiques demontre que lorsque le proj et couvre plusieurs departements techniques et administratifs il est necessaire d'avoir uine unite de coordination et de gestion autonome. Les formats de presentation des etats financiers ne sont pas clairement definis par la Banque. Un flou total persiste dans ce domaine. Chaque auditeur de la Banque ou du prive a son opinion sur la question en passant de l'orthodoxie de la comptabilite priv6e a celle de la comptabilite publique. Les opinions sont divergentes et creent une confusion dans la gestion et la tenue des livres c omptables. Les manuels de comptabilite proposes - 20 - par la banque n'ont aucun caractere directif. Il est donc necessaire de clarifier cette situation. IMPACT DU PROJET La mission a recu le rapport de 1'etude sur l'impact de la vulgarisation agricole au Burkina Faso (1992-1997) commanditee par le projet.. La mission a note la petitesse de la taille de 1'echantillon, I'absence de donnees de reference de base depuis le debut du projet et l'impact globalement positif du projet par rapport aux objectifs de developpement du projet, tel que suggere par le rapport. II a ete entendu que les resultats de l'etude ainsi que les resultats de l'etude effectu&e en 1992 par Bindlish, Evenson et Gbetibouo seront exploites dans le rapport d'achevement du projet. La mission a constate lors des visites d'exploitations agricoles l'application effective par les paysans de plusieurs themes de la vulgarisation tels que la fabrication de compost, l'embouche ovine, les sites anti-erosifs, les techniques de maralichage, etc. A travers les entretiens avec les producteurs et les productrices la mission a 6te informee de l'impact positif de la vulgarisation sur les revenus et sur le niveau de vie des producteurs et des productrices. PERFORMANCE DU PROJET La performance du projet a ete jugee comme etant globalement satisfaisante. Toutefois les insuffisances notees devront faire l'objet de corrections dans les plus brefs delais, c'est a dire immediatement ou au plus tard dans les trois premiers mois suivant la mise en vigueur de la deuxieme phase. VIABILITE DU PROJET II a 6te reconnu que sans financement ext6rieur, le Gouvemement Burkinabe aurait bien du mal A faire fonctionner le dispositif de vulgarisation dans son etat actuel, surtout a cause des cofits recurrents eleves, lies aux 6quipements et au personnel supplementaire acquis sous le projet. Neanmoins certaines actions du projet telles que la privatisation des services veterinaires, la mise en place de paysans auxiliaires de la vulgarisation et vaccinateurs villageois, la mise en place de fonds de roulement pour l'entretien des motos, l'organisation et le soutien aux organisations paysannes, contribuent positivement A renforcer la viabilite de la vulgarisation. I1 a ete estime que cette viabilite ne serait acquise qu'au delA d'une troisibme phase du projet qui assoirait les bases d'auto- encadrement des producteurs. LE RAPPORT NATIONAL D'ACEHEVEMENT La mission a constate avec beaucoup de satisfaction que le rapport national d'achbvement a e redige et est en cours de finition. La mission a recu une copie du rapport A titre - 21 - provisoire. Le rapport definitif sera officiellement communique A la Banque dans les meilleurs delais. SU:ITE DU PROJET La mission a e informee de l'etat d'avancement des mesures A prendre pour la mise en vigueur de I'accord de credit de la deuxieme phase du projet, A savoir la ratification de l'accord lors de la prochaine session de l'assemblee nationale, le decret portant mandat sanitaire qui a dejA e adopte en conseil des ministres. A ce sujet la mission a ete informee par Monsieur le Ministre des Ressources Animales que des rectifications du texte sont en cours en collaboration avec le Ministere de la Justice pour que les sanctions prevues dans le decret soient conformes au code penal. Les comptes requis ont ete ouverts au Tresor et A la BIB. Toutes les conditions devraient etre remplies pour une mise en vigueur au mois d'avril 1998. CALENDRIER D'ACHEVEMENT Le calendrier des dernieres operations devant conduire A la finalisation du rapport d'achevement se presente comme suit: 31/03/98: Le rapport national d'achevement recu a la mission residente de la Banque 15/04/98 Rapport preliminaire d'achevement circule pour observations et discussion au sein de la Banque. 01/05/98 Rapport provisoire envoye au Gouvemement du Burkina Faso pour commentaires 15/05/98 Commentaires du Gouveemement du Burkina Faso recus A la mission residente. 15/6/98 Rapport final d'achevernent remis au Conseil d'Administration de la Banque. Les deux parties s'engagent a faire en sorte que ce calendrier soit respecte REMERCIEMENTS La mission remercie les autorites du Burkina Faso, en particulier le Ministre des ressources Animales et les Secretaires Generaux des Ministeres de l'Agriculture et des Ressources Animales pour I'accueil chaleureux et les audiences accordees A la mission. La mission remercie tous les agents de la vulgarisation et de la recherche agricole , ainsi que les paysans qui ont tous contribue au bon deroulement de cette mission. Fait a Ouagadougou le 6 Mars 1998 BURKINA FASO UNITE - PROGRES - JUSTICE MINISTERE I)E L'AGRICULTURE SECRETARIAT GENERAL PROJET DE RENFORCEMENT DES SERVICES D'APPUI AUX PRODDUCTEURS (P.R.S.A.P) RAPPORT DE FIN D'EXECUTION DU P.R.S.A.P. DE MAI 1989 A DECEMBRE 1997 PREFACE Ce document constitue le rapport de fin d'execution du Projet de Renforcement des Services d'Appui aux Producteurs (P.R.S.A.P) au Burkina Faso qui a fait l'objet du Cr6dit N
Группа Всемирного банка · Implementation Completion and Results Report
Burkina Faso - Agricultural Services Support Project
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Группа Всемирного банка
Тип документа
Implementation Completion and Results Report
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Буркина-Фасо
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Всемирный банк