Niger - National Agricultural Research Project

l Document of The World Bank FOR OFFICIAL USE ONLY Repot No. 8007-NIR STAFF APPRAISAL REPORT NIGER NATIONAL AGRICULTURAL RESEARCH PROJECT FEBRUARY 23, 1990 l Agriculture Division Sahel Department Africa Region his doment has a reshicted dItributon and may be used by recipins ony In the perfonnme of thefr offichi dudes. Its conents may not othewse be dbdosed wthu Wodd Bank autborzatio  CURRENCY EQUIVALENS Currency urit - CFA Franc (CFAF) US$1.0 - CFAF 320 (July 1989) 1 SDR - US$ 1.33 hEIGHTS AND HEASURES Metric System GOVERNMENT FISCAL YEAR January 1 - December 31  FOR OFFICIUL USE ONLY ABBREVIATIONS AND ACRONYMS AGRHYMET Agro-Meteorological-Hydrology Data Colleccion and Forecasting Center in the Sahel, Niger CCCE Caisse Centrale de Coopdration Economique (French Aid Loan Association) DECOR Departement de Recherches en Economie Rurale DRA DWpartement de Recherches Agricoles DRE Ddpartement de Recherches Ecologiques DRF Departement de Recherches Forestiares DRVZ Departement de Recherches Vetdrinaires et Zootechniques DSI D6partement des Statistiques et de ll'Informatique FAC Fonds d'Aide et de Cooperation (French Ministry of Cooperation) FAO/CP Food and Agriculture Organization/Cooperation Program (Organisation pour l'Alimentation et l'Agriculture/Programme de Coop4ration) ICRISAT International Crops Research Institute for the Semi-Arid Tropics (Centre International pour la Recherche dans les Zones Tropicales Semi-arides) IITA International Institute for Tropical Agriculture (Institut International pour l'Agriculture Tropicale) ILCA International Livestock Center for Africa (Centre International pour l'Elevage en Afrique) INRAN Institut National de Recherches Agronomiques du Niger ISNAR International Service for National Agricultural Research (Service International pour la Recherche Agronomique) PAD Points d'Appui au D6veloppement (Development Field Support Points) SP Syst&me de Production (Farming Systems Research) 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.  NIGER NATIONAL AGRICULTURAL RESEARCH PROJECT STAFF APPRAISAL REPORT TABLE OF CONTENTS Page ABBREVIATIONS AND ACRONYMS CREDIT AND PROJECT SUMMARY iYi DOCUMENTS CONTAINED IN THE PROJECT FILE vi CHAPTER I: BACKGROUND ................... .................. 1 A. Introduction .............................. . ............... 1 B. The Agricultural Sector. ...... ... ................. ... 2 C. Agricultural Institutions and Services............... ........ 4 Ministry of Agriculture and Environment .................... 4 Ministry of Animal and Water Resources .... . 4 Ministry of National Education and Scientific Research ..... 4 Local Government . ... ....................................... 5 D. Sector Issues and Bank Strategy ...................... 5 Production Potential. ........... ............. ......... S . 5 Experience with Past Lending and Lessons Learned ........... 6 Bank Agricultural Strategy.... . ................... ... 7 CHAPTER IIs AGRICULTURAL, LIVESTOCK AND FORESTRY RESEARCH ......... a A. Background . ... .0. .. ....... ...............a B. The Organization of Agricultural Research ....8................. a C. Research Priorities and Programs ...... 10 D. Research Facilities ............. . .. . ......... 11 E. Research-Extension Linkages ......... ...... ........... . 12 F. Research Funding ........... ....................... . 13 G. Accounting and Financial Management .............. ........ 13 H. Planning and Management of Research ......................... 14 CHAPTER III: THE PROJE^T ........ .. ...... ................... . 14 A. Objectives ......................................................... i4 B. Sumiary Description .. .. ......................... ...... 15 This report is based on findings of an IDA mission which visited Niger in June 1989 comprising Messrs. Daniel Moreau (Mission Leader), Sidi Jammeh (Economist), and Andrew Spurling (Research Specialist). Mmes. Jann Masterson and JoAnne Nickerson aided in its processing.  - ii - C. Detailed Features .................... 16 (a) Organizational Strengthening........................... 16 (b) Support to Research Programs........................... 19 (c) TreJiing and technical assistance..................... 22 (d) Civll works, vehicles, equipment ond supplies.......... 24 D. Project Costs and Financingc................................ 26 E. Procurement .............................. ............... ... 28 F. Disbursements ........................ 28 G. Environmental Impactm......................................... 30 CHAPTER IV: PROJECT IMPLEMENTATION .............. 30 A. Organization and Management ......................................... . 30 Administrative and Financial Jperations .................... 32 B. Project Coordination ........................................ . 34 C. Implementation Schedule ..................................... . 34 D. Financial Control, Audit and Reporting ....................... 35 CHAPTER V: BENEFITS AND RISKS...# .............................. 36 A. General .......................................... 36 B. Main Benefits ....................................... 37 C. Project Risks ....................................... 37 CHAPTER VI: AGREEMENTS AND RZCOOENDATIONS......................... 38 ANNEXES Annex ls 11RAN Organizational Chart (1986) Annex 2: Results of Agricultural Research (1983-1987) Annex 3: Agricultural Development Projects Annex 4s INRANIS Proposed Research Program Annex 5: Consultant Services and Technical Assistance Annex 6: Natural Resources Management Research Program Annex 7: INRAN Budget from 1976 to 1986 Annex 8: Proposed INRAN Organizational Chart Annex 9: Training of INRAN Staff (Category Al and A2) Annex 10: Amounts and Methods of Procurement Annex 11: Estimated Schedule of Disbursements of IDA Credit Annex 12: Summary Accounts Cost Summary Annex 13: Technical Assistant Posts (Research Scientists) - Draft Terms of Reference Annex 14: Phasing of Incremental INRAN resep-chers MAP IBRD 21774 Niger. National Agricultural Research Project Research Station Network.  - iii - NIGER NATIONAL AGRICULTURAL tESEARCI PROJECT Credit and Proiect Summary Borrowers Republic of Niger Beneficiary: Institut National de Recherche Agronomique du Niger (INRAN) Credit Amounts SDR 15.0 million (US$ 19.9 million equivalent) Termss Standard IDA, with 40 years maturity On-lending Term: Proceeds of the Credit would be passed on by Government in grTat form to INRAN. Financing Plan Government US8 3.5 million Bilateral Donors US$ 4.6 million IDA US$ 19.9 million TOTAL USS 28.0 million Proiect Description: The project represents a first five-year tranche of a long-term national program. The main objectives of thi project vould be to strengthen national agricultural research planning and implementation capacity, while ensuring that research is responaive to farmers' needs and constraints, and takes into account research conducted elsewhere. The project would consist of: (a) support to on-going priority applied research programs with the accent on improving research quality and adaptability; (b) development of an applied research program on natural resources management; (c) development of adaptive research involving the testing, within the farming comuznity, of existing technologies; (d) strengthening of the linkages between research, extension and the farming communl6y; (e) strengthening of administrative and financial management of INRAN; (f) human resources development, education and training for the different levels of research staff; (g) a program of construction, rehabilitation and equipment for the agricultural research network;  - iv _ (h) coordination of external assistance amongst all donors funding agricult.ural research ln Niger. Benefits sand Risks: A wide spectrum of farmers and livestock owners stands to benefit from the development and dissemination of new technologies. The project is designed to address the country's increasingly serious problems of environmental degradation and decreasing productivity. The closer integration of research on crops. livestock and forestry will contribute to the development of sustainable farming systems that will assist with the restoration and conservation of soil fertility and so with crop productivity. An increased emphasis on adaptive research. with the extension service and the farming community participating in the research process, will assist with the adaptation of existing technologies to the needs of the farming community. This will be further strengthened through the close collaboration of this project with that proposed for agricultural extension. Both the long-term needs of the environment and the most immediate technical problems of farmers will thus receive high priority. The greatest risk faced by the project is the potential difficulty of developing feasible economic solutions to the degradation of the environment and economic technical recommendations for Increased crop and livestock productivity in the context of the particularly difficult condition of agriculture in Niger. However, the non-project risk in the decline of fertility, soil degradation and over exploitation is considerable and research is essential to combat this. Potential risks also reside in the relevance of priority research programs in taking into account farmer's needs and resource conservation, and in the adequacy of the linkages between research and extension. The representation oi extension staff and of farming community representatives on regional and national Management Councils, the direct participation of research staff in the training of extension workers, and the reorganization of INRAN with new statutes would all help lessen those risks. Other risks are inherent in all research projects, namely difficulties in obtaining adequate staff and funds for the development of a long-term national research program. These risks could be considered to be relatively small, however, because the Government and donors have already shown a strong couditment to research. Maos IBRD 21774  NATIONAL AGRICULTURAL RESEARCH PROJECT Estimated Costs and Finmacing Plan Estimated Costs l/ Local Forelia Total ---- US illion------ Civil Vorks 1.78 2.46 4.24 Equipment 0.82 2.34 3.16 Vehicles 0.28 1.57 1.85 Salaries 2.36 - 2.36 Operating Costt Research 2.33 1.24 3.57 Operating Costs Overhead 0.52 0.10 0.62 Tecbnical Assistance 0.26 2.34 2.60 Training - 2.48 2.48 Base Cost 8.35 12.53 20.88 Reserve Research Fund 1.84 0.46 2.30 Physical Contingencies 0.47 1.68 2.15 Price Contingencies 1.21 1.48 2.69 Total Project Cost 11.87 16.15 26.02 Financing Plan ClAP billion Us $ million Government 1.100 3.5 Bilateral Donors 1,472 4.6 IDA 6.368 19.9 TOTAL 8.940 28.0 1/ exclusive of taxes and duties  - vI - DOCUMENTS CONTAINED IN THE PROJECT FILE 1. Republique du Niger, Ministbre du Plan DEPP, International Service for National Agricultural Research (ISNAR). Prosramne de D4velopiement de la Recherche Agronomipue au Niger: Tome I - Analyse du Systmne National de Recherche Agronomique, dtcembre 1987. 2. Republique du Niger, Ninistire du Plan DEPP, International Service for Natiaoal Agricultural Research (ISNAR). Programe de DWveloppement de la Recherche Aaronomi ue au Nigers Tome II - Proposition dun Plan & Long-Terme, decembre 1987. 3. Organisation des Nations Unies pour lVAlimentation et l'Agriculture (FAO). Rapport du Programme de Cooperation FAO/Bangue Mondiales: Niger Proiet National de Recherche Agronomipue - Rapport Provisoire de Preparation. Texte principal et annexes 1 & 8. Rome, le 28 septembre 1988. 4. Republique du Niger, Ninistare du Plan DEPP, International Service for National Agricultural Research (ISNAR). Proposition d'un Plan National A Moyen-Terme do Recherche AgronomiQues MNthode d'Elaboration et Principales Caracteristipues. avril 1989 (draft) 5. Tnstitut National de la Recherche Agronomique du Niger. Plan a Moyen-Terme de la Recherche Agronomigue Rapport des diffirents Grouper ie Travail. Niamey, avril 1989. 6. R6publique du Niger, Minist&re de l'Agriculture et de l'Environnement, Institut National de Recherches Agronomiques du Niger (INRAN). Table Ronde de bailleurs de Fonds Secteur Rural. Note de Synthese sur la Recherche Agronomique - Programe A long-terme. (P4riode 1988-91). janvier 1988. 7. Republique du Niger, Ministlre de l'Agriculture et de i'Environnement, Institut National de Recherches Agronomiques du Niger (INRAN). Etst Nominatif du Personnel de l'Institut National de Recherches Agronomiaues du Niger Gestion 1988-1989. 8. USAIDINIGER. Niger - Cereals Research Project (No. 683-0225). March 18, 1982. 9. USAID/NIGER. Niger Applied Agricultural Research Project (No. 683-0256). May 28, 1987.  - vil - Working Paers 10. Liaison Recherche Vulparisation Proposition de Renforcement da. Points d'AyouL. B. Esteulle, Niamey, June 1989. 11. Working Paper No. 1s Research Prioritisation and Programing. A Spurling. Abidjan. July 1989. 12. Working Paper No. 2: Agricultural Research Prtgramme. Institut National de Recherche Agronomique du Niger (INRAN). A. Spurling, Abidjan, July 1989. 13. Working Paper No. 3. INRANM'. Research Infrastructure. A. Spurling, Abidjan, July 1989. 14. Natural Resources Management Research Programe. A. Spurling, Abidjan, July 1989. 15. Technical Assistant Posts (Research Scientists). Draft Terms of Reference. A. Spurling, Abidjan, July 1989. 16. Responsibilities of INRAN's Senior Management (High Level) Staff. S. Jaumeh, Washington, 1989.  EIGER AGRICULTURAL RESEARCH PROJECT STAF APPRAISAL REPORT I. BACKGROUND A. Introduction 1.01 Niger is a vast landlocked country with a population of more than seven million (1987) and is among the pooresL countries in the world, with a per capita GNP of US$280 in 1987. The current estimated average annual growth rate of the population is 3.2Z. A major concern is the intensification of population in the small restricted area that is suitable for cultivation. This area is being slowly reduced by the southward creep of the 400 mm isohyet. Per capita availability of arable land with at least 600 mm precipitation and of irrigable land is only one third of the average for the Sahelian countries. About 10t of the land receives an average of 350-600 mm of rainfall, and about 12 of the land receives 600-800 mm of rainfall; no area receives more than 800 vm. Soils are generally poor with little organic matter and therefore have poor moisture and nutrient retention. Rainfall is not only scant but also irregular, making Niger vulnerable to drought. Rainfall during the last decade has frequently been below average. 1.02 Improved performance in the agricultural sector will be crucial for future growth, since an estimated 80-90Z of the population depends on this sector for its livelihood. In the long-term, development of Nigerien agriculture will depend largely on technological improvements which could make the country's limited resource base more productive at a reasonable cost and in a sustainable way. The standard technical package for rainfed agriculture based on chemical fertilizers, single cropping and animal traction does not respond to farmers' constraints and priorities, and has not been widely adopted. Variations in micro-climates and soil conditions make it difficult to apply a standard technical package to large areas. 1.03 While the prospects for a significant technological breakthrough are not bright, progress can nevertheless be achieved in improving farming systems by cautiously adapting some modern techniques to local systems, by making inexpensive improvements in traditional agricultural techniques, and by focusing adaptive research on the technical and economic const:aints to the intensification and integration of crop/forest/livestock production systems. 1.04 The national agricultural research agency (INRAN) was created in 1975. It amalgamated the groups drawn from the following French research  - 2 - institutions: IRAT (Research Institute for Tropical Agriculture), IEMVT (Animal Production and Health Research Institute for Tropical Countries), IRHO (Research Institute for Oleaginous Plants), and CTPT (Tropical Forest Research Center). In parallel, th. University of Niamey has developed a research capability through the creation of the departments of Agronomy and Biology and small research units specialized in human sciences (IRSH), solar energy (ONERSOL) and radio-isotopes. However, due to a lack of resources and inexperience, these young national institutions cannot provide efficient support to rural development. In order to fill the gap, decentralized research activities have been executed by numerous rural development projects largely with external financing. Although these dispersed research endeavors may have responded to the clear needs of the projects, they have suffered from comparatively high costs, lack of continuity and limited dissemination of results outside the projects. The performance of the national agricultural research agency (INRAN) has also been disappointing. Its bias towards plant breeding research neglected urgently needed adaptive and farming systems research. Recognizing the need to redefine research priorities, the Government initiated a review, with assistance from ISNAR, of the current system of agricultural research. ISNAR then aessisted INRAN to establish a long-term national agricultural research plan. 1.05 The first phase of the review involved two missions by an ISNAR team (preliminary mission May 1986 and main mission September/October 1986). Then six working groups were formed with Nigerien staff from INRAN, the University, and the relevant Ministries as well as a selectad number of expatriate researchers to work with ISNAR on the preparation of a long-term research program. The long-term plan was preseuted to several donors including IDA, CCCE. PAC. and USAID in October 1987. In June 1988, a joint preparation mission (FAO/CP and ISNAR) visited Niger to assist the Government to identify a national, five-year research project as an operational first tranche of the long-term research program for possible IDA financing. The proposed project was rather ambitious given the initial time needed for strengthening and improving the management capability of INRAN; thus the proposed project has been rejised to conform with research priorities and existing absorptive capacity. B. The Agricultural Sector 1.06 Although agriculture remains the most important economic activity and the principal livelihood of the population, accounting for about 45Z of the GNP and about 202 of the country's exports, Niger is constrained by poor natural resources. Nigerien agriculture is largely subsistence-based, producing low-value crops such as millet (supplying about 75Z of the total cereals production) and sorghum (providing about 202). The most important export commodity is livestock (cattle on the hoof), followed by cowpeas. With irrigated lands representing only about two percent of the total cultivated area, the contribution of the irrigation subsector to national agricultural production is limited. 1.07 Despite its meager resource base, Niger has traditionally been self-sufficient in food production except during severe drought periods. However, production has been increased to keep up with population growth by shortening fallow periods and cultivating more marginal lands. The areas under cultivation doubled in 25 years from 186 million ha in 1960 to 386  million ha in 1985. The overexploitation of the vegetative cover caused by human and animal population pressure has led to a decline in soil fertility and soil degradation. Consequently, traditional farming systems, based on long fallow periods to regenerate soil fertility, are breaking down. This degradation of the environment has been further compounded by repeated droughts. Per capita agricultural GNP declined by 2.5Y per year in the past 20 years. 1.08 Cereals production, consisting of millet, sorghum, rice and maize, increased at an annual average rate of 1.62 in the past 20 years to 1.6 million tons (1981-85 average). This increase was made possible solely by an increase in cultivated area. Cereals production has been dominated by millet and sorghum with the contribution of millet increasing slightly from 742 in 1960165 to 77S in 1981185. 1.09 Total leguminous production (groundnuts and cowpeas) has been increasing but at a much slower pace (0.6?) to about 280,000 tons (1981-85 average). The 'elative importance of groundouts and cowpeas has changed drastically since the 1973/74 drought. Cowpeas replaced groundnuts in a remarkably short period of time without Government intervention. Groundnut production surpassed 400,000 tons in 1972, whereas cowpea production amounted to only 144,000 tons. In 1976, a few years after the drought, the relative importance was reversed (164,000 tons of groundLuts versus 216,000 out of cowpeas), and cowpeas remained the more important crop throughout the eighties. This switch illustrates the dynamism of Nigerien farmers who appropriately responded to the changing economic and climatic environment. 1.10 While yields have been declining for millet, sorghum and groundnuts, they have been stagnant for cowpeas and maize. Yields for cotton and rice have improved mainly due to the introduction of modern irrigation schemes. The relative productivity of Nigerien agriculture is declining, except for rice and cotton. Yields (during the period 1980-1985) for millet- sorghum and groundnuts in Niger have been about half those of other West African countries. 1.11 Livestoe production is one of the single most important activities in the economy, and crop and livestock production are greatly dependent on one another. The livestock subsector is estimated to contribute about 302 of the agricultural GDP and around 152 of all exports in 1986. The national herd was estimated in 1983 at 3.5 million head of cattle, nearly 3.4 million sheep and 7.5 million goats. Drastic drops in the size of the national herd were recorded in 1985 when severe drought occurred. Production loss due to drought is considerable since it takes about seven to ten years for a herd to reconstitute itself to its previous level. The significant change in the composition of herds since 1968, has been in favor of a higher proportion of small ruminants and camels, induced by different mortality rates under drought conditions and by the deliberate choices made by certain livestock owners. Production systems are mostly agro-pastoral and nomadic and are characterized by poor husbandry practices, year-round low nutritional levels and deteriorating grazing resources. 1.12 Average annual production of wood is estimated at 4.2 million m3, of which only 1.4 million m3 is available for consumption. Annual consumption of wood is increasing at 4.22, faster than population growth rates. It is  -4- estimated that natural regeneration will not be able to satisfy the fuelvood needs of the cities of Niamey and Zinder within ten yeare, of Maradi within 20 years, and of Tahoua within 25-30 years. In the densely populated areas, fuelvood consumption probably will have to be met in part by cutting wood on forest land. Fuelvood extraction thus presents a serious danger to the environment around the major cities. C. Agricultural Institutions and Services 1.13 The main Government agencies providing support and technical services to rural producers aret the Ministry of Agriculture and Environment (MA|E), and the Ministry of Animal and Water Resources (NRA/H). These two ministries represent the outcome of two major reorganizations. In 1985, the Ministry of Rural Development (MDR) was split into the Ministry of Animal Resources (NRA) and the Ministry of Agriculture (MA). Then in September 1987, the Ministry of Water Resources and Environment (NHE) was abolished, and its resoonsibilities were divided between the NRA (hereafter MRA/H) and the MA (hereafter MA/E). All the ministries have various technical departments covering the entire nation. The ministries have administrative and technical links with the provincial and district, technical and supporting services offices. Hierarchically, these services are coordinated under the provincial Governor who reports directly to the President. Ministry of Agriculture and Environment 1.14 The MAlE is responsible for agricultural production, forestry, fishery, and research and extension. At the central level it has seven Directorates: the Directorate of Extension and Cooperatives; of Plant Protection; of Studies, Programming and Agricultural Statistics; of Rural Engineering; of Forestry; of Fisheries; and of Administration and Finance. These Directorates are also represented at the provincial level, but only agricultural services are provided at the district level. Ministry of Animal and Water Resources 1.15 The MRA/i is responsible for livestock production, water resources and hydrzulic works. At the central level it has six Directoratess the Directorate of Animal Production and Industry; of Animal Health; of Water Resources; of Hydraulic Infrastructure; of Studies and Programming; and of Administration and Finance. At the provincial level, the ministry is represented by two directorates: the DDRA (Direction Departementale des Ressources Animales) and the DDH (Direction Departementale de l'Hydraulique). Animal services are also provided at the district level. Ministry of National Education and Scientific Research 1.16 The Ministry of National Education and Scientific Research (MEN/RS) is the ministry de tutelle' for the University of Niamey and its Faculty of Agronomy; the Faculty of Sciences with a Department of Biology; and for specialized research institutes such as the Human Sciences Research Institute (IRSH), the Solar Energy Organization (ONERSOL) and the Institute of Radio- Isotopes (IRI).  -5- Local Government 1.17 The village (some 10,000 in total) is the basic territorial and social entity in Niger. Several villages make up a *cantong (of which there are =re than 200), each governed by a chief vho is elected by the chiefs of the villages concerned and who receives a Government allowance. The 35 districts (earrondissements ) are legal entities and have autonomous budgets funded from local fees and taxes, and the Governmaet transfers payments and loans from the Caisse des prOts auz collectivit6s territoriales'. The districts are governed by district Governors ('sous-pr6fets"), who report to the Ministry of the Interior. The district and provincial Governors coordinate government services in their area through technical comittees respectively COTEAR (CCOmitOs TEchniques d'ARrondissements)), and COTEDEP (OCOmit4s TEchniques de Dgpartements). This structure is gradually being complemented by the Development Society (*Soci6tt de D6veloppemente- SD), which is a hierarchical structure of development councils at village (Conseil Villageois de Developpement- - CVD), canton (Conseil Local de Developpement3 - CLD), district ("Conseil Sous-Regional de DWveloppement - CSRD), provincial ('Conseil R6gional de D6veloppement' - CRD), and national levels ("Conseil National de Developpement - CND). 1.18 The Development Society thuw calls for decentralization in decision-making and management of development activities from central ministrie- to the provincial and district authorities. D. Sector Issues and Bank Strategy Production Potential 1.19 Prospects for productivity gains in crop production are grim. High yielding varieties have had little impact on sorghum and millet production. and it is believed that no major variety-led production breakthrough can be reasonably expected in the near future. Application of fertilizer is not likely to increase yields unless soil moisture is higher and more assured. Yield-stabilizing varieties have better adoption rates but although they can reduce risks during drought, their impact on production is likely to be limited. In the longer term, wide adoption of yield-stabilizing varieties may accelerate the degra4ation of the resource base, since they permit farmers to expand cultivation into marginal areas. 1.20 Similarly, the prospects for productivity gains in livestock production are extremely limited. The introduction of improved genetic stock is unlikely to increase production potential because of the limitations imposed by poor nutrition. The scope for better nutrition is limited because feed resources such as crop residues and foliages are already put to effective use, and improvement in rangeland productivity is difficult to achieve. There is some scope for improving animal health, particularly that of small ruminants and camels, and thus the production of these animals could be augmented. 1.21 Forests are managed by the state through the administration of use permits and the enforcement of regulations. Forestry service agents often acted as police rather than as extension agents, although due to a lack of personnel and means, forests are in reality open access resources. Population  pressure increased demand for fuelwood, and the resulting overexploitation of forestry resources has led to deforestation. However, potentially effective systems of forest cover management by villagers are being tested. The Forest Service have established technically acceptable harvest rates and supervise tree planting and forest management activities. 1.22 Although no panacea exists to increase crop and livestock productivity substantially, a modest possibility of improvement through erosion control, integration of agriculture and livestock and better management of natural resources does exist. Erosion-control bunds and water harvesting systems can reduce run-off loss of top soil, organic matter and fertilizer while increasing soil moisture. More Integrated mixed farming using manureslcompost and legume fallow. can increase the organic matter in the soil and thus improve soil fertility. While the physical potential for a productivity gain is limited, there is still scope for increasing production by reducing losses caused by disease, insects, birds and post- harvest wastage. Experience with Past Lending and Lessons Learned 1.23 Development efforts in the past decade or so have proven inadequate to increase the productivity of the agricultural resource base, or to even prevent further deterioration. The Bank has so far financed three projects in rainfed agriculture (Dosso, Maradi I and II); two in irrigation (Namarigoungou and Irrigation Rehabilitation); two in forestry (Forestry I and II); and one in Livestock. 1.24 In rainfed agriculture, both Dosso and Maradi II experienced implementation problems and failed to increase crop production as expected, mainly because of inadequate technical packages. In irrigation, priority was given to rehabilitating the existing systems and establishing effective operational and maintenance systems. The Livestock project aimed at establishing a participative approach to management of animal, water and pastures resources. The Forestry II project was reoriented to concentrate on the maintenance and rehabilitation of the plantation already in place and on pilot rural resource management schemes. In addition to project lending, IDA financed two adjustment operations (Structural Adjustment Lending and Public Enterprise Sector Adjustment Program) which included important components for agricultural policy reforms, namelyt grain marketing and pricing policy; agricultural input subsidies; agricultural credit; and agricultural research. 1.25 The major lessons learned from past experience are thats (i) due to heterogeneous soils and localized rainfall patterns, a single technical package is not widely applicable; (ii) areas with good production potential exist but are quite localized and of limited size; (iii) to avoid further deterioration of natural resources, it is necessary to establish more integrated mixed farming systems; (iv) participation of the rural population in decision making, execution and maintenance irs crucial, and self-help endeavours and decentralization should be encouraged; (v) services and advice provided to farmers by the public administration have to be upgraded.  -7- Bank Agricultural Strategy 1.26 Niger's principal objective in its development strategy is to achieve sustained and sustainable per capita income growth with equity. The five-year plan for 1987-1991 states four principles of rural development strategy as follows* (a) food self-sufficiency; (b) preservation and restoration of productive potential; (c) diversification of production and increase of value-added in order to improve rural incomes and living standardst and (d) participation of the rural population in their own development activities and a transfer of responsibility to them. 1.27 The achievement of sustained and sustainable per capita income growth with equity is a formidable challenge in Niger and requires not only profound institutional reforms, but also significant human resource development. The stracegy for the Nigerien agricultural sector should accent the following principal elementz: (a, natural resource management; (b) improvement in rural sector institutions; (c) human resource development; and (d) technology generation and dissemination. 1.28 Future lending will emphasize natural resource management and reinforcement of agricultural services. The preparation of natural resource management projects, because of their innovative and site-specific nature, requires the execution of pilot operations to test approaches and identify the types of activities to be promoted. This preparation phase will be executed in the framework of the on-going Small Rural Operations (SRO) project. The sRo project aims at establishing the institutional capability to prepare, appraise, execute and evaluate small rural operations, which include long-term environment protection works as well as short-term productive investments. Decentralization of investment decisions and financial management is envisaged, and district staff are expected to work in a multidisciplinary team. 1.29 The strengthening of agricultural services will focus on agricultural research and agricultural extension. Agricultural research is a long-term endeavor requiring institution-building and continuous commitment by Government and donors. The national agricultural research structure should be strengthened to improve research priority-setting, research programming, budgeting and financial management, as well as research staff planning and training. The link between research and extension services must be significantly improved for timely dissemination of research recommendations. The research programs should place greater effort on production systems, multidisciplinary research and on-farm trials. The initiative for improving extension services under PPF financing will be continued in the framework of the SRO project and during this pilot phase the viability of a national extension program would be tested.  -8- II. AGRICULTURAL. LIVESTOCK AND FORESTRY RESEARCH A. Background 2.01 Prior to independence in 1960, the planning and administration of agricultural research was performed by French researchers and research administrators with the results being analysed and retained in France. Research programs tended to be cocmodity-oriented, dealing largely with the genetic improvement of export crops. Two of the stations belonging to the former regional research network were established in Niger (namely at Kolo and Tarna). In 1975, the Government of Niger created the National Agricultural Research institute (INRAN) as the single successor to several branches of Prench research institutes: IRAT, the Institute of Tropical Agronomic Research; IENVT, the Institute of Animal Husbandry and Veterinary Medicine; IRMO, the Institute of Oil Plant Research; CTFT, the Center for Tropical Forestry, etc. IMRAN's overall mandate is to provide technical and scientific solutions to rural development problems by conducting research in ecology, agriculture, forestry, animal husbandry and rural economics. INRAN is also charged with coordinating applied agronomic research activities in Niger. 2.02 Several bilateral and multilateral donors have been interested in helping the country solve the most immediate and pressing problems in the agricultural sector. Relatively little attention was paid, however, to developing a national agricultural research capacity. In addition, most of the research programs were supported by a multiplicity of institutions and donor-funded projects, each planning its progrma in relative isolation, and usually on a regional rather than national basis. National and international programs overlapped, leading to duplication of efforts, geographic and sub- sectoral imbalance in research programs, and neglect of the essential links between research and extension. To date, research has failed to deal adequately with the constraints faced by most subsistence farmers, 4t has insufficiently worked on the fundamental issue of environmental degradation, and has largely ignored the need to improve farming systems through a closer integration of crops, livestock and trees. B. The Organization of Agricultural Research 2.03 Research in agriculture and natural resources is carried out by many organizations in Niger. The National Agricultural Research Institute (INRAN) manages research programs on rainfed and irrigated crops, livestock, forestry and farming systems with a concentration on rainfed cereal and legume crops. Many development projects (22) in the natural resources sector include a research component of adaptive on-farmlon-project research (cf. Annex 3). The teaching staff of the faculties of Agronomy and Science in the University of Niamey carry out research in natural resources in addition to their teaching duties. The distribution of nigerien professional research personnel is: INRAN 42Z, development projects 481, and the University of Niamey 102. In addition ICRISAT's Sahelian Center located in south-western Niger, directs a regional research program covering pearl millet, groundnuts, and management of natural resources.  - 9 - 2.04 As an administrative public enterprise, INRAN is under the tutelle of the Ministry of Agriculture and Environment, and is managed by a Director General ap.-inted by the President upon the recommendation of the Minister of Agriculture and Environment. INRAN's operations are supervised by a Board of Governors (Conseil d'Administration) chaired by the Rector of the University of Niamey and composed of nine representatives of MAE, MESR, MRAE, and Ministry of Finance, etc. There is currently no Scientific and Technical Committee to assist the Director General with the planning and implementation of the national research program. Each year, research programs are presented for review and discussion to the different ministries or projects concerned with research. The annual budget is submitted for approval to the Ministry of Agriculture and Environment and esecuted under the responsibility of the Director General. 2.05 The Institute is composed of a General Directorate, three administrative/planning units (Administration and Finance; Studies and Programmingt Teaching and Training), a Research-Extension Unit, a Documentation Center, a Statistics Unit, and five research departments (Agriculture, Ecology, Rural Economics, Forestry, and Veterinary and Animal Sciences). These departments are divided into 36 sections corresponding to disciplines or research themes (plant breeding, agronomy, pest and disease control etc.). A national research center (Tarna), a laboratory center (Niamey), five research stations, and several field support points complement the structure of the Institute. Research centers and stations are placed under the authority of the General Directorate and researchers are linked by programs to the different research departments. (cf. INRAN organizational chart, Annex 1). 2.06 In addition, a full description of INRAN activities should also include all research trials associate6 with each of the major Development Projects in the country. In May 1989, there were 22 agricultural development projects (Annex 3) under the responsibility of the ministry of Agriculture and the Environment with agricultural or natural resources research components. Many of the professional staff on the development projects have been expatriates on comparatively short contracts. The technologies developed have not been widely disseminated and have therefore usually remained restricted to the zone in which they were developed. Linkages between the adaptive research units on development projects and INRAN have always been weak. 2.07 Besides INRAN, the University of Niamey constitutes the second scientific pole of the national agricultural research system. Most of the research programs are technically and financially supported by bilateral contributions. Research projects recently completed or still underway by the University of Niamey include basically studies on soils, soil-vegetation relationships, plant diseases, livestock fertility, rural economy and marketing. Although the Rector of the University is the Chairman of the Board of Governors of INRAN and university staff are key members of INRAN's technical Working Groups, research work programs have not been inter-linked and research output from the university has been prinicipally confined to personal publications. 2.08 The Sahelian Center of ICRISAT is based at Sadore in the southwestern corner of Niger and is concerned with basic and applied research  - 10 - on millet, groundnuts and the management of natural resources. In Niger, ICRISAT conducts its field trials both on its own research farm and on certain INRAN research stations. Also working within the ICRISAT center, both on individual and joint research programs, are representatives of ILCA, IFDC, IITA, IBPGR, ORSTOM, and ICRAW. Scientific staff from ICRISAT and its cooperating international research institutes regularly participate in technical meetings within INRAN's research programs. INRAN research staff have benefitted from in-service training at Sadore. ICRISAT also operates cooperative research programs with AGREYMET, CILSS, SAFGRAD, IRAT and IRHO. C. Research Priorities and Programs 2.09 INRAN's research program is developed, supervised and monitored by five technical working groups (rainfed crops, irrigated crops, livestock, environment, and farming systemsirural economy). The five working groups were instrumental in the development of the technical base for the PLT (Long-Term Research Plan). The process followed was: (a) identification of the priorities for agricultural development (government agricultural policy), the potentials and problems for their realization and identification of the role for research; followed by; (b) evaluation and improvement of the scientific capacity of INRAN and cooperating international research institutions to provide solutions to the principal technical probl ins constraining agricultural development; and (c) evaluation of the potential impact of new technologies on agricultural production and the environment. 2.10 INRAN's proposed Research Program. Within the context of the PLT, INRAN has identified the following major research programs (Annex 4) for their Plan Quinquennal (1990 - 1994): (a) continuation of existing programs (i) food self-sufficiency - millet, rice, maize, sorghum, cowpea and groundnuts; (ii) environmental conservation - forestry, soils and erosion control; (iii) health and breeding for small ruminants (b) new programs Ci) dry season cropping under irrigation - vegetables, fruit trees and water management in small schemes. (ii) fish breeding 2.11 INRAN intends to adopt a multidisciplinary approach in order to minimize the dispersion and duplication of effort. Initially this would involve cooperative programs between the rainfed and irrigated crops, livestock and farming systems research groups. Collaboration with the international research institutes (ICRISAT particularly) will assist with the technical reinforcement of programs, with the training of research staff and with the development of improved crop varieties. In order to strengthen its  - 11 - scientific linkages with the University. INRAN proposes to assist with the establishment of associated laboratories to enable joint programs to be undertaken. Also certain programs, for which the University has a comparative advantage, will be delegated directly to the University. D. Research Facilities 2.12 INRAN has its headquarters at Niaey with a complex of four dispersed locations: Direction of INRAN and its DRA and DRF departments at Yantala-Bas; DECOR on the *plateau'; the Soils Laboratory, the Biometry Laboratory, Library and Documentation, DRE and DSI in the industrial zone; and the Animal Health Laboratories hosted by the Central Labor3tory for Livestock (LABOCEL). liRAN's facilities are cramped. not always functional, often inadequate and comparatively ineffective because of their dispersion. 2.13 INRAN is in charge of: (a) the National Research Center at Tarna-Maradi and the Research Station at Kollo. Both include several departments, and are relatively well equiped and staffed with professional research staff. (b) 27 research stations, substations and field support points, often with inadequate facilities and managed by research technicians. Table 1. Locations of INRAN Research Sites --------------------------------------------------------------__--------- Type of Principal Research Area Infrastructure -----------------________________________________ Agriculture Ecology Forestry Veterinary (DRA) (DRE) (DRi) (DRVZ) ----------------------------------------------------------------__-------- -Research Center Tarna (CNRA)* Research Station Tarna, Kolo Tarna, N'Dounga Tarna, zZolo Agadez, Konni N'Dounga, Niamey- Kirkissoye, Tillabery, Chical, Aviation Ekrefane, Gabougoura Bengou Bengou Research Substation Bengou, Ouallam, Bonkoukou Field Support Points Kawara, Lossa, Karma, Kalapate, Saaga, Goudel, Lossa, Ekrafane, Bengou, Magaria Sakoira * Centre National de Recherches Agronomiques  - 12 - 2.14 Staffing and Technical Assistance. INRANs Nigerien research staff (Including researchers and associated technicians) consists of 127 persons, distributed within seven grades based mn qualifications and the classification scheme of the government's civil seriice system. There are 51 qualified research scientists (Al and A2 grade) and 76 technicians (A3 to D grade). At present, there is a heavy concentration of research staff at Niamey, Rollo and Tarna. Table 2 Present Distribution of Research Staff over Programs and Activities Number of Research Staff Program/Activity National Expatriate Total Crop Production DEA 23 14 37 Animal Production DRVZ 8 1 9 FSR/Rural Economics DECOR 6 2 8 EcolVgy DUE 7,5 1 8.5 Forestry DRP 3,S - 3,5 General Directorate 2 1 3 Others 1 4 5 ------------------------------------- TOTAL 51 23 74 2.15 The small number of Al and A2 level Nigerien research staff at INRAN are reinforced by decreasing number of expatriate technical assistants (36 in 1986 decreased to 23 by 1989), drawn from more than a half-dozen countries, with qualifications ranging from a B.S. degree to a Ph.D. 2.16 INPiAN's Nigerien Auziliary Staff consists of a&-at 424 auxiliary personnel including a wide range of skills (mechanics, typists, illustrators, carpenters, unskilled laborers, drivers, and laboratory aides). E. Research-Extension Linkages 2.17 One of the GoverAment's maJor objectives for the agricultural sector is to increase agricultural output and its share in GDP by providing improved and better-coordinated agricultural support services to as many crop farmers and pastoralists as possible. As far as research is concerned, technical messages have been developed (Annex 2), but they have often proved to be applicable only on a limited scale, as they have not been geared to farmers' needs, constraints and socio-economic characteristics As far as agricultural extension is concerned, the Zield extension worker and his supervisor are often inadequately informed of the latest research findings as well a8 inadequately trained. The Government is well aware of the need to further strengthen and improve the organization of the extension services, to train extension agents and to improve the functional linkages between research and ectension at the central and field levels. This is part of the on-going initiative to improve extension services (pars. 1.29).  - 13 - F. Research Fundina 2.18 nIARN's operations and investments are financed from the following sources : (a) the national budget (CFAP 534 millcc per year). This has remained unchanged since 1983. (Annex 7). Government's contribution to INRAN's budget in 1986 amounted to CFAF 11 million for capital expenditures, CFWA 131 million for recurrent expenditures, and CFAF 392 million for personnel (salaries); (b) bi-lateral and international financing agreements (e.g., USAID, FAC, CCCE, IDA). In 1985, this was CFAP 800-900 million for technical assistance, and CPAF 300-350 million for capital expenditures; (c) national agreements with regional development agencies or other governmental or non-governmental organizations. G. Accounting and Financial Manaxement 2.19 INRAN's accounting and financial management system is seriously impaired by cumbersome procurement procedures. The accounting unit is inadequately staffed, having only one accountant and two assistants. Major purchases require the signature of the Director General. The Directors of INRAN's research departments do not have expenditure authority. Moreover, individual researchers have no control over resources, and consequently must follow lengthy procurement procedures whenever an unanticipated expenditure arises. This impedes the efficient execution of research, and wastes inordinate amounts of the researchers' time as they personally take charge of the procurement process in an effort to expedite purchases. Moreover, the plethora of purchases which the Director General must supervise, takes time away from his more important duties of strategic planning, research management, and institutional development responsibilities. 2.20 Decentralizing expenditure authority at INRAN may be difficult under its existing legal status. As an Etablissement Fublic de caract&re administratif, it is not clear if the D.G. will be able to delegate accountability for expenditures along with the authority for making those expenditures. It is proposed that under the project, the structure of INRAN is modified to enable the D.G. to delegate certain financial responsibilities (up to a certain level of expenditure) to department heads, station and sub- station directors. The project will assist with the introduction of this modification. 2.21 There is as yet no uniformity with respect to the administration of external research funding. Some donors insist upon using their own accounting systems, while others accept the Government system. In addition, some of them refuse to reimburse bills containing a charge for the value added tax and a surcharge for utilities. This has led to intergovernmental disputes and thus induced more constraining steps and delays in the expenditure process. There is no systematic and effective monitoring of spending and program implementation by INRAN. The project would address this problem through tne introduction of an improved computerized financial  - 14 - management and accounting system and the appointment of qualified accounting staff. 2.22 INRAN currently lacks legal autonomy. Modifications to its present statute would provide budgetary and administrative autonomy and enable the Director General to delegate responsibility to selected staff. This will enable INRAN to flexibly operate and execute its research program. H. Planning and Management of Research 2.23 At present INRAN has limited experience in research planning and management. Its personnel management and staff development programs remain to be effectively established. Its internal organizatiou is characterized by a very centralized line of comnand, whereby all managers (Program Coordinators, Station Managers, etc.) report directly to the Director General of INRAN. Functional relationships among individual research programs and between research and extension need to be clarified and strengthened. In several instances, program content and priorities also need to be defined more precisely. Government and donors are well aware of the need for improvements in staffing and training as a component of overall institutional development. The proposed project would address the above problems, in line with Government's plans and efforts to support the agricultural sector. _II. THE PROJECT A. Obiectives 3.01 The project would represent the first five-year phase of a long- term development orogram for agricultural research. One of the principal limiting factors for its design, is that it should be financially and administratively manageable by INRAN. The long-term plan aims at developing a national agricstltural research institute dealing with crop, livestock, forestry production, and the management of natural resources, while catering to the needs of the different categories of primary producers in the various agro-ecoiogical zones of the country. Such an organization would be staffed by trained Nigerien research specialists and a few short-term outside consultants. Accordingly, the basic objectives of this five-year phase would be to strengthen the national capacity for agricultural research planning and implementation bys (a) improving priority-setting and resource allocation methodology, taking into account farmers' needs and resource conservation; (b) improving coordination in the formulation and execution of national and international agricultural research programs; (c) improving research programning, budgeting and financial management; (d) improving staff planning, training, recruitment and career development in research;  - 15 - (t) strengthening linkages between research, extension services and farmer vith on-farm adaptive research and participatory research program. 3.02 The project is in line with the Bank's agricultural strategy for Niger (as well as for all of Sub-Saharkan Africa), wbich gives high priority to supporting research ane4 extension services for mallholder crop farmers and livestock owners. It would directly complement ongoing Bank-assisted agricultural projects in Niger by helping to halt resource degradarion and desertification and by developing improved techniques for the integration of crops, livestock and forestry. D. Summary Description 3.03 The major thrusts of the proposed project would bet (a) the establishment of a rultidisciplinazy research team to establish an applied research program on management of natural resources; (b) within the thematic research programs, increased focus on on-farm research to test the technologies that have already been developed on station; (cl support for the decentralization of professional staff from the two main stations (Kollo and Tarna) to the regionallzonal research stations; (d) strengthening of the external research linkages, upstream to the University and ICRISAT, and downstream to the extension services and farming comunnity. 3.04 The proposed project would seek to achieve the above objectives by financings (a) improvements to INRAN's basic network of research centers, with emphasis on existing facilities, and on the physical infrastructure at INRAN headquarters 'including transfering some departments to Kollo in the facilities freed at the former IPDRIECE Training Center); (b) short-term and long-term technical assistance and staff training needed to strengthen the local technical and administrative capacity to plan, implement, monitor and evaluate the national reeearch program; (c) equipment, vehicles and supplies, and the operating and maintenance costs associated with the lmplementation of the priority research programs; (d) equipment and operating costs (travel allowance and vehicle operating costs) needed by research staff for the periodic training of extension staff (subject matter specialists) and for the Implementation of the off-station adaptive research program, mainly  - 16 - at the newly designed 'Development Support Points" (Points d'Appui au Developpement OPADO). 3.05 In order to concentrate the limLted resources and skills, and to allow a critical mass of research staff to work effectively, the emphasis. during the first years of the project, would be ons (a) consolidating existing research programs; (b) rehabilitating and equipping existing research infrastructure and facilities at Nimsy, Rollo, Tarna, Konni, Bengou, and Agades, and selected OPADs; (c) financing the operating expenses of priority research programs and activities. In addition starting FY3, the project would finance new construction and required equipment for Tahoua and Zinder research stations. 3.06 These components would be accompanied by the following reforms: (a) change in the statute of INRAN defining its relationship with the Government and making adequate provisions for personvel recruitment, training and career development; (b) reorganization of IRRAN, redefining technical and financial responsibilities for multidisciplinary programs, research ststions and research departments as well as reorganization of the Management Council, Technical Committee and Financial Committee (including representatives from relevant ministries, extension services and the farming community). C. Detailed Features (a) Organizational Strengthening 3.07 The project would support the further strengthening of the capacity of INRAN's management to implement its national research program. Administrat is responsibilities and technical research management would be separated within the institution (Annex 0). The five Technical Departments, instead of reporting directly to the Director General, would report to the Read of the Scientific Directorate. Similarly, the Station Managers would report to the Head of the Administration and Finance Directorate. Under the project, the Director General of INRAN would be assistel by a Administration and Finance Director (DAF) and one Scientific Director. The DAF would be asssisted by a Personnel Officer and a Material Resource Officer. The Scientific Directorate would be assisted by a Study, Programs, Monitoring- Evaluation and Training Division (Division des Etudes, Programmes, Suivi- Evaluation et Formation *DEPSEPF) and a Dissemination and Documentation Division (Division de Valorisation et Documentation *DIVAD') for internal and external dissemination of information and for managing relations with extension services. The Department of Statistics and Computer Systems will be transformed into a Unit and attached to the Office of the Scientific Director. For each research program, the research departments chiefs would nominate a National Research Program Coordinator, to ensure the internal coherence of the programs and the adherence to a multi-disciplinary team approach. During the project, an internationally recruited Research Management Consultant would assist the Director of INRAN and the Scientific Directorate during short-term missions, in establishing a management and monitoring system for the research program. and in preparing work programs  - 17 - and budgets based on submissions from Research Program Coordinators and Station Managers. The project will set up a Personnel Unit under the Administration and Finance Directorate to strengthen capability in personnel management, and a Material Resources Unit under the same Directorate that will be responsible for procurement and maintenance of the material resources of the institute. The financial management and accounting system of INRAN would be strengthened through a regular consultancy contract providing short- term support missions (Annex 5) and the recruitment of local accountants, thereby improving INRAN's capacity to operate and manage a comprehensive computerized accounting system for expenditures under the project. A Management Council (Conseil d'Administration; para 4.01) would supervise and control INRAN, approve its budget, provide policy guidance and ensure that INRAN's proposed annual research programs are in line with national goals and priorities. 3.08 Presently there are only 66 research (field) assistants (Itechniciens") in INRAN for its 51 researchers (excluding expatriates). With the proposed project, the number of researchers during the five-year period would increase to a total of 84. The project would also redress the imbalance between researchers and research assistants, by hiring a total of 34 new *techniciens superieurs' and 68 Itechniciens moyens, to give a ratio of about 2 research assistants per researcher. About 9 administrative staff would also be recruited. 3.09 The project would support improvements to INRAN's basic network of research centers. At the Niamey center, this will include the existing soils laboratories responsible for cartography and chemical and physical soil analyses; a laboratory of microbiology (to be created under the project), to work on microrrhizal inoculation of leguminous trees and forage plants for improvement of soil fertility; and a laboratory of food technology (incorporating the existing oil-seed and cereal quality laboratory) to improve the quality of agricultural products and by-products. 3.10 Associated Laboratories INRAN/University of Niamey. The project will support additional equipment, operating expenses, and support staff to enable the University of Niamey to better support INRAN and the national agricultural research program. These labs will include: (i) laboratories of animal physiology and animal nutrition; (ii) a general economics unit charged with economic and policy research at the level of production and marketing channels and which would develop a method for analyzing the impact of research on agricultural production; (iii) a production systems unit which would support the program in this sector at the national level, while at the same time conducting specific research on production systems in the regions of Niamey and Dosso. 3.11 The Centers at Kollo and Tarna will implement, in the agricultural zones of the regions of Niamey and Maradi, respectively, research on: rainfed and irrigated crops (improvement, plant protection and agronomy); livestock (fodder crops, feeding, animal health and management); forestry (collection and conservation of germplasm of native species, sustainable exploitation of natural forests, reforestation); agro-forestry/soil conservation (windbreaks, dune stabilization, planting of soil-improving species, etc); and production systems.  - 16 - 3.12 The Tahoua Research Station. The project will finance (FY3) the establishment of a small research station near the town of Tahoua, to conduct research on the pastoral and transitional zones of the northern part of the region, on natural resources (soils, forests), on livestock (pastoralism, herding, animal health) and on the agro-sylvo-pastoral production systems of these zones. The research methodology developed by a multidisciplinary research team should enable the NRM research program to be progressively expanded country-wide. 3.13 The Konni Research Station, located in the agricultural zone in the southern part of Tahoua region. Its research programs on irrigation and agricultural mechant -tion (animal traction, agricultural implements) will be further develop6a under the project and expanded to include adaptive research trials on farmer's land. It will be administratively attached to the Tarna Center. 3.14 The Bengou Research Station would provide a base for applied and adaptive research program within the agricultural zone of highest potential and from which a program of adaptive and participative research on the PADs and in farmers gardens will be supervised. It will be administratively responsible to the Kollo Center. 3.15 The ARade: Resarch Station will carry out research on the agronomy of oases, limiting itself at first to date palms and water management. In addition, because of existing laboratories for Biological Control against palmtree pests, Integrated Pest Management research programs will be undertaken in connection with the Tarna Center and the University of Niamey. 3.16 The Station at Zinder will conduct research on the charting and conservation of very degraded soils in the agricultural and agro-pastoral zone of the Southeastern part of the country. The multidisciplinary research team would also supervise a program of adaptive research with the extension services and farmers in the region. 3.17 Each Research Center or Station will manage some Development SupRort Points (Points d'Appui au Developpment 'PAD'). The old Support Points will be upgraded to PADs with a multi-role functions (i) they would form the base for the adaptive research program for a specific area; (ii) they would serve as a training ground for extension staff and farmers; (iii) they would assist with seed multiplication to provide farmers with easy access to seed of inproved varieties for testing in their own demonstration plots; and (iv) they would provide technical advice. The PAD would be staffed with technical staff who would supervise both the on-PAD trials and also those in farmers' gardens (it could be expected that a technician would be able to participate in the implementation of 25 On-Farm-Research simple trials/tests per year). Work from the PAD would include as much participative research and evaluation with the extension service and farmers as possible.  - 19 - (b) Support to Research Programs 3.18 Applied and Adaptive Research Programs. INRAN's commodity and systems teams would collaborate with the extension service to carry out jointly an adaptive research program. Adaptive research programs (farm trials) would be designed to test and, if necessary, adapt technical recomuendations derived from applied research (tested in the country or borrowed from outside) for different farm situations: (a) various cropping sequences; (b) level of farmers' skills; 4nd (c) farmers' resources and risk situation. Farm trials would be simple. They would be planned by research and extension together; executed either by research staff on the PADs or by farmers on their own fields under the supervision of extension staff with technical support from the PAD and regional research staff. They would initially be analysed by research and then be jointly evaluated by research and extension, as well as by the regional researchidevelopment council (para. 4.08). 3.19 Farming Systems Research (SP). Witb the steady changes in the traditional farming patterns and systems, it is important for INRAN to intensify its efforts in farming systems research during the Plan Quinquennal. Thematic scientists will support the SP research team in deepening the program. The proposed project will assist INRAN to undertake three reetearch sub-programs within this SP programs (a) economics of maior agricultural conmmodities (rice, millet, sorghum, cowpea, small ruminants and onions) involving studies (with costs and returns) of the production and marketing chains; (b) analysis of farming systems in the Niger River valley, agro- pastoral zone (Maradi area), and pastoral zone (Tahoua, Agadez, Diffa and Tillaberi); the project would detail the different principal farming systems with identification and diagnoses of their benefits and constraints; (c) evaluation of improved technology at farm level. The farming syz-tems team would work with thematic scientists to establish and implement an effective participative OFn program with the farming comunnity. 3.20 The SP program will be headquartered at Kollo to cover the western regions (Tillabery and Dosso). A secondary unit will be based at Tahoua for the central regions, and an another secondary unit at Tarna for the eastern regions. M4ultidisciplinary teams will, in close cooperation with staff of the commodity programs and the extension services, study and describe existing farming systems, including livestock production and agroforestry systems. The information generated by the SP team would enable the thematic researchers to better prioritise and focus their applied research program. In addition, technology developed in the applied research program would be tested immediately within the SP program to identify the appropriateness to smallholders' needs. This would be undertaken in farmers' fields. Constant feedback and close collaboration between farming systems research and coumodity-oriented research programs will be essential and rotational assignment of staff between SP and comuodity oriented research would be encouraged. Similarly, closer cooperation between research, extension anid the  - 20 - fanming community would ensure that research findings are passed on to farmers as quickly as possible, and that the farmers' feedback reaches the appropriate branch of research. Procedures for this cooperation would be included in the re3earch protocols, starting with the diagnostic surveys, discussion of ^solutions to be tested with farmers and extension staff, and involvement of extension staff in on-farm testing. The project vill strengthen the SP program as the major link between research and extension. SP will play a leading role in the dissemination of research results to extension and will assist with the training of extension subject matter specialists (SS). 3.21 The project would support this priority program by providing funds for establishing small multidisciplinary teams at Niamey-University, Tahoua and Tarna. This would involve ten researchers (four at Niamey-University, three at Tahoua, and three at Tarna) with two internationally recruited staff in support. 3.22 In addition, in order to assist the SP Program Coordinator in defining the overall program orientation and content, as well as its organization (including the functional relationships with commodity research programs and with extension) and in the training of team members in SP methodology, an internationally recruited Agricultural Economist thoroughly familiar with farming system research methodology, would be funded for the first four years of the project (Terms of Reference are in Annex 13). Also, the project will provide financial support to the University for the support costs of a sociologist to work part-time with the program. In addition, the project would provide funds for vehicles and incremental operating costs, includiag funding for 20 additional technicians. 3.23 Animal Production. There are eight research themes identified within the Plan Quinquennal program covering cattle and sheep improvement, livestock nutrition, livestock pathology and agrostology. The proposed project would assist with the financing required for the animal nutrition, agrostology and small ruminants management programs. Livestock research staff would also contribute to the Natural Resources Management research program. The University would assist INRAN with the microbiological/nitrogen fixation research work required vithin the agrostology project. In addition, an internationally recruited Livestock Production Research Scientist (Annex 13) would be hired during the first four years of the project to assist the program's staff in drawing up and initiating a coherent research program. In the meantime, staff would carry out a critical review and summary of past research. To better understand the various livestock production systems and constraints faced by producers the team's specialist would, in collaboration with SP staff, describe existing livestock farming systems. The project would finance vehicles, equipment and operating costs and five additional researchers and ten technicians. Assurances were obtained at negotiations that INRAN would prepare and furnish to IDA for review a livestock production research program with detailed investment proposals, by December 31, 1990 (para. 6.01). 3.24 Rainfed Crops (millet, sorghum, cowpeas, groundnuts). The rainfed crops research program is already adequately supported by the USAID, and it seems that only small productivity improvements wlll be possible through further variety and husbandry improvements. The proposed project would  . 21 - therefore limit its assistance to this sub-sector to the financing required to launch a crop diversification research program. This work would be initiated by INRAN and undertaken with the collaboration of the University (fourth year studenta and lecturers from the Agronomy Faculty); it would involve the establiabment of observation plots of different crops across the agricultural zones following a desk-research, Inter-University/ Institution contact and exchange of plant material. The proposed project would further strengthen the program by financing two New nigerien researchers, four technicians, vehicles, equipment and operating costs. 3.25 Natural Resources Management. It is crucial that Niger initiate a multi-disciplinary research program on natural resources management as early in their Plan Quinquennal as possible and the proposed project will provide the finance necessary for the first phase of this program. The work would be designed so as to be complementary to the natural resources management program now started by ICRISAT and a technical committee (representatives of INRAN, the University and ICRISAT) would advise on the technical content of the program. It would involve the field development/testing of farming systems for both the transitional agrolpastoral zone and the southern agricultural zones. The objective of these systems would be the restoration and maintenance of soil fertility, the control of erosion and the stabilization of output of crop, forestry and livestocks products. The INRAN research disciplines involved in the implementation of the program would be agroforestry, agronomy, agrostology, animal production, pedology and rural economics. (The outline of the proposed Natural Resources Management Research Program is described in Annex 6). Appropriate Nigerien scientists would be seconded from thematic research programs for this work. The program would be managed by one of the specialists, selected on the basis of technical competence, width of scientific vision and management ability, supported by an international expert in agro-forestry/resource management (Annex 13). 3.26 The department for the Natural Resources Management (NRM) research program would combine research projects for erosion control, soil and water conservation, and fertilizer trials with particular emphasis on the interactions between moisture availability and the type, timing and economically profitable levels of fertilizer (including rock-phosphates) for different crops and cropping systems. Research on tillage and agricultural mechanization (including appropriate hand tools and animal-drawn equipment) would promote more productive farming techniques. Research on animal traction as a means to integrate livestock into agriculture would be undertaken, with motorized mechanization receiving low priority. The goal of the agroforestry research project would be to develop effective systems of agroforestry (association of trees with crops and livestock) through testing arrangements of different species. Research themes supported under the agroforestry research project would includes inventory, protection and improvement of forestry genetic resources; sylvicultural management of naturally occurring forest formationsa sylvicultural practices applicable to plantations; entomology and pathology of woody species; and use of forestry products. 3.27 The proposed project would provide funds for stengthening the program as followss during four years of the project, the NRM Department Director would be assisted by an internationally recruited Agroforester, who would assess ongoing programs and help the team in further defining research  - 22 - priorities and objectives (Anner 13). In terms of Nigerien research specialists, one agroeconomist and one agricultural mechanization specialist (animal traction) would be appointed to be stationed at Konni; one animal production specialist, one forestry and three DRS/CES specialists would join the program to be stationed at ollo, Tahou and Zinder. One agrostology specialist and four researchers for general pedological activities (soil cartography, soil physics and soil chemistry), would be based at Niamey. Accordingly, Nigerien staff would be increased over the five-year period by seven new researchers and 14 technicians. The projec,. would finance incremental salaries, vehicles, equipment and incremental operating costs. 3.28 Irri8ated Crops. INR1 N proposes to implement four research projects within the irrigated crop research program. The proposed project would complement the finance already available for the rice and soil/water management research programs (USAID) with financial support for the vegetable crops, fruit tree and date palm projects. The proposed project would finance technical assistance support for the marxet gardening and fruit production research projects. The research programs would establish varietal and cultural recomendations for vegetable and fruit crops that would botb spread the season of harvesting and enable reliable production without recourse to complex plant protection or irrigation regimes. The project would fund five new Nigerien research staff positions. These new recruits would be stationed at Kollo to work with senior researchers and receive on-the-job training. Also ten technicians would be hired for the program. The project wvould also finance equipment, vehicles and incremental operating costs. (c) Training and Technical Assistance 3.29 Training. INRAN would recruit a qualified Personnel Officer to prepare a Human Resources Development Master Plan. The staff of the University of Niamey and of the IPDR/ECE training center would provide advice and assistance in this task. The plan would contain detailed function descriptions according to the new INRAN organization, including a description of responsibilities and accountability. Profiles wvould be prepared, describing education, training, experience and other specific skills, required to fulfill these functions. Staff would be evaluated, followed by a skills gap analysis through the matching of profiles and evaluations. The end of the exercise would be a training program for existing staff; some dismissals; clear career paths; procedures for growth promotion, including annual evaluation procedures and criteria for all categories of staff; and clear recruitement for new staff. Laboratory technicians, tractor drivers, equipment operators and workshop staff would be tested to determine on-the- job training needs. Assurances were obtained at negotiations (para. 6.01) that the Human Resources Development Master Plan would be prepared during the first year of the project. 3.30 Funds for overseas training are already available from various sources but they are often restricted In their applicability and, for example, do not allow research staff to fazailiarize themselves with work at international or regional research centers or in neighboring countries. Moreover, such training is often inappropriate since it does not reflect the specific needs of the country and the research establishment. Therefore, to upgrade the technical and management skills of INRAN staff at all levels, the project would provide funds for: (a) training in research management for the  - 23 - Director General of INRAN and the Heads of the Scientific Directorate and of the Administration and Finance Directorate; (b) formal degrees and on-the- job training of INRAN researcher staffs and (c) other forms of training (workshops, special courses, study tours and exchange viits). The IDA Credit would finance training In Niger while overseas training would be financed by the bi-lateral donors (USAID and France). It is anticipated that within ten years, national agricultural research will have settled into its final organizational structure; that it will, by then, be fully linked to regional and international research institutes; and that it will be staffed mainly with local researchers assisted by short-term international consultancies. 3.31 In view of the limited experience in research management of the INRAN staff, training in that subject is essential. The Director General of INRAN and the Heads of the Scientific Directorate and of the Finance and Administration Directorate will each be provided with three months training in research management; funds would be provided to allow them to participate in international meetings on agricultural research (e.g., CGIAR meetings or visits to ISNAR, CIRAD), and to allow for regular contact with regional research organizations. These activities add up to a total of 15 manweeks for each of the three officials during the project period. Funds would also be provided for the Head of the DEPSEP and DIVAD divisions to become acquainted with international and regional agricultural research organizations. For these activities a total of 30 mmnweeks would be provided. 3.32 Under the project funds are provided to enable a total of 48 1NRAM research staff to receive higher degree trainings ODiplome d'Etudes Approfondies' (DEA); Master of Science (MS degree); 'Doctorat de 3e cycle'; Ph.D.; or *Doctorat d'Etat' degree. This program would provide a total of 96 trainee-years (Annex 9). Criteria for participation in this training program would be a demonstrated ability and aptitude for scientific research, and seniority within the research organization. The training program would, moreover, be in line with the special requirements of the INRAN research program. Accordingly, the above figures about types of training are only indicative at this stage. 3.33 Training opportunities would also be provided for research staff not involved in higher degree training. A total of 177 manmonths would be provided under the project for medium-term (3 months) training courses; 120 manweeks are provided under the project for Nigerien researchers to participate in international conferences, workshops, symposia and short courses; 40 manweeks are provided for consultancies from international experts on specific topics or problems arising during project implementation. Finally, funds would be provided (160 manmontha) for short and medium-term training of support staff, e.g. research assistants ('techniciensw and 'observateurs') to be identified during project implementation. 3.34 Technical AssLstance. Technical Assistance would provide in- service training (Annex 5), while assisting 1n31M management and staff with proJect implementation, especially during the initial stages of the project when new tasks need to be undertaken. They would also assist with carrying out of special studies. In subsequent years they would provide backstopping. This involves six long-term positions for a total of 21 manyears (Annex 13, Draft Terms of Reference) for the new programs; eight manweeks for In-depth review of lIIAN's organization, research programs and results in year PY3;  - 24 - and 11 manweeks of annual missions in support of INRAN's computerized financial management and accounting system funded under the project. Also included are 16 manweeks during the first years of the project to prepare an inventory of the major types and makes of scientific and laboratory equipment and their state of repair, and then to ms!e specific recommendations based on INRAN's needs (para. 3.35) and for giving on-the-job training in all aspects of goods, works and services procurement. The Personnel Officer would be responsible, inter alia, with the assistance of the Scientific Directorate, for the preparation of detailed terms of reference for technical assistance specialists and consultancies funded under the project. (d) Civil Works, Vehicles, Equipment and Supplies 3.35 The project will finance the rehabilitation of the existing research infrastructure; new construction and facilities; furniture; office, laboratory and agricultural equipment and supplies: and vehicles. A total of seven new staff houses would be constructed in remote areas and INRAN headquarters would partly be transfered to reconverted freed facilities at the IPDRJECE Kollo training center. New construction would be funded to accomodate the incremental local staff at the new or expanded INRAN centers and stations. INRAN's requirements for scientific and laboratory equipment and supplies would be estimated by a specialist.. A Senior Project Engineer Consultant and a local Architect will be hired under a second PPF for drawing up detailed civil works and equipment schedules and requirements, including specifications, cost estimates and bidding documents. The reports prepared by the consultant and by the architect with detailed costs would be submitted to IDA. The project would finance short-term missions for the Senior Project Engineer Consultant, for a total of 16 manweeks to follow up the implementation schedule and to assist in the setting-up of the Material Resources Unit. In addition the project will finance a total of 85 new vehicles (including replacements every fourth year, except for trucks which will not be replaced within the five-year project period); 64 motocyclesl mobylettes (replaced every third year); and eight tractors plus equipment. 3.36 INRAN Headquarters and Rollo Research Center. C e rt a irf departments of INRAN's present cramped headquarters in Niamey will be moved to the freed IPDRIECE facilities of Kollo Training Center, leaving in Niamey increased office space for the General Directorate and for the Finance and Administration Directorate. At Kollo, the buildings released will offer enough office space for the Scientific Directorate, DSPECOR, DRN, SSI, and up to three visiting specialists, as well as conference and documentation rooms, and space for support staff. Civil works for the rehabilitation and construction of additional laloratories, offices and storage facilities would start in PY1. New office furniture, including computer equipment for the accounting department, copy and telex facilities, and vehicles would be provided. The project would moreover provide funds for 29 vehicles, 30 mobylettes, and two tractors with their implements. 3.37 Associated Laboratories INRAN/University of Niamey and Niamey- INRAN. Starting the second year of the project, the civil works program would consist of the rehabilitation of laboratories, construction of meeting and office space for 12 researchers and their support staff. The project would moreover provide funds for the purchase of office and laboratory furniture and equipment, 18 vehicles and 13 mobylettes.  - 25 - 3.38 Tahoua Research Station. Project-funded construction would begin in PY3 and would provide housing for the director, one guesthouse, work space for seven researchers and their support staff, laboratories, and storage facilities in order to open up this location as a future regional research center. In addition, project funds would be provided for the purchase of office and laboratory equipment, 31 vehicles, and five mobylettes. 3.39 Bengou Research Station. Here also, the civil works program would start in PY3, vith the construction of the house of the director, and one guesthouse. Storage and workspace would be built and equiped. Project funds would be provided for the purchase of one tractor with implements. one vehicle and one mobylette. 3.40 Konni Research Station. The civil works program would start in PY2, with the construction of the house of the director, one guesthouse, office and storage facilities for four researchers and their support staff. Project funds would be provided for the purchase of office and workshop equipment, four vehicles and three mobylettes. 3.41 AMade: Research Station. Civil works construction, beginning during PY3, would consist of one house for the director, one guesthouse, and additional laboratory for entomology, storage and office space. Additional equipment would consist of three vehicles, two mobylettes, furniture and laboratory equipment. 3.42 Tarna Research Center. The project would finance starting in PYI, the rehabilitation and construction of additional office and storage facilities, the purchase of additional equipment for laboratories and offices, 23 vehicles (including replacements), three tractors with their implements, eight mobylettes. 3.43 Zinder Research Station. The civil works would start in PY3, with the construction of one house for the director, one guesthouse, soil laboratories, storage and office space In order to open up this location as a future regional research center. Project funds would be provided for the purchase in FY4 of one tractor and its implements, two vehicles, two mobylettes, furniture and equipment for laboratory and offices. 3.44 Development Support Points. (PAD) (Ouallam, Kalapate, Magaria, Diffa, and two new sites to be determined in the regions of Tahoua and Maradi). The project would finance the rehabilitation or the construction of office, meeting. and storage facilities, as well as equipment for conducting under the supervision of the research station, adaptive research trials, training of extension staff, and seed control and multiplication. 3.45 The project would finance all operating and maintenance costs incurred by INRAN in connection with the investments made under the project, incremental salaries and travel expenses for local and internationally- recruited staff, as well as expenses (inputs, material) associated with tests and trials. Maintenance includes all expenses required to keep buildings, vehicles and equipment in working condition.  - 26 - D. Project Coste and Financing 3.46 Total project costs, net of tazes and import duties, but including contingencies, for the five-year implementation period (1990-1996), are estimated at CFAF 8.7 billion (or US$ 28 mlllion equivalent), with a foreign exchange component of 61X. Base cost estimates reflect end 1988 prices. Physical contingencies amounting to US$ 2.15 million are estimated to be 15l on all investment costs and their total mounts to 102 of base cost. Price contingencies amounting to USS 2.69 million representing 132 of base cost and 10 of total cost are based on forecasts of international inflation for foreign supplied goods (4.42), and on estimated annual inflation in Niger for local costs (52), and on an implementation period of 5 years. Project costs are sunnarized below. Summarv Proiect Costs Estimated Costs 1/ Local Foreign Total --------USS million------- Civil Works 1.78 2.46 4.24 Equipment 0.82 2.34 3.16 Vehicles 0.28 1.57 1.85 Salaries 2.36 - 2.36 Operating cost Research 2.33 1.24 3.57 Operating cost Overhead 0.52 0.10 0.62 Technical Assistance 0.26 2.34 2.60 Training - 2.48 2.48 Base Cost 8.35 12.53 20.88 Reserve Research Fund 1.84 0.46 2.30 Physical Contingencies 0.47 1.68 2.15 Price Contingencies 1.21 1.48 2.69 Total Project Cost 11.87 16.15 28.02 3.47 The project will finance a significant part of the Government's overall research programs in crops, livestock and forestry. Since research is a long-term endeavor requiring continuous coimitment and, hence funding, even after external donors have left, the recurrent cost implications must be fully understood, and must be at levels affordable to Government. International experience and statistics show that 0.82 of the agricultural GDP is a good* average spending level throughout the developing world. At an average annual base cost over the first five years of about CFA? 1.6 billion, the total costs on research represent about 0.442 of the projected 1989 agricultural GDP for Niger (ClAP 360 billion). 3.48 The recent USAID project liger Applied Agricultural Research Project (US$ 20 million over 10 years) will contribute in financing on a grant basis Technical Assistance (US$ 7 million), Training (USS 2.4 million), 1/ exclusive of taxes and duties  - 27 - and Operating Costs (US$ S million) in rainfed and vegetable crops programs. French cofinancing (FAC) on a grant basis would cover training and long-term Technical Assistance for research program in forestry, fruit crops and farming system programs. Other international, bilataral and national research contracts specifically earmarked for certain research programs included in the five-year Plan would contribute to the financing of the five-year Plan. 3.49 The Government would continue to finance the non-incremental recurrent costs at the same level as in 1989 and its contribution would be increased over the project period, to cover all INRbN salaries and all headquarters overhead costs. Assurances were obtained at negotiations (para. 6.01) that Government would increase its allocation to INRAN as follows: Government Contribution (CFAP million) Contribution Project Total 1NRAM 1989 PYl PY2 PY3 PY4 PY5 5-year Non incremental recurrent costs Salaries* & Operating Costs 500 500 500 500 500 500 2500 Project incremental recurrent costs Incremental Salaries s Government contribution 69 110 168 253 278 880 (Total incremental salaries*) (69) (110) (168) (253) (278) (880) Incremental Operat. Costs s Government contribution 39 43 45 47 49 223 (=incr. Admin. overhead costs) (Total incr. ope:. costs) (106) (184) (330) (445) (481) (1547) Total Prolect Govt. financing: 108 153 213 300 327 1100 TOTAL Project incr. rec. costss (175) (294) (498) (698) (759) TOTAL INRAN Govt. financing t 500 608 653 713 800 827 (*) Salaries including direct financing and transfer budgeted positions from different ministries. 3.50 IDA's Credit of US$ 19.9 million (SDR 15,0 million) would finance agreed upon investments and project incremental recurrent costs not financed by the Government or by other donors, reserve research fund (US$ 2.3 equivalent), and the refinancing of the PPF (US$ 0.75 million equivalent). The financing plan of the project would be as follows:  - 28 - Pinancl A Plan CPA? billion US $ million Government 1,100 3.5 Bilateral Donors 1,472 4.6 IDA 6.6 19.9 TOTAL 8.940 28.0 E. Procurement 3.51 Procurement arrangements are sumarixed in the Procurement Method Table (Annex 10). 3.52 Civil Works to be financed for approximately US$ 4.24 million equivalent would be procurod under ICB procedures in accordance with Bank guidelines. 3.53 Goods Goods estimated to cost US$ 100,000 or more would be procured under ICB procedures in accordance with Bank guidelines. Inputs and equipment to be financed under ICB would be grouped to the extent possible in packages of at least USS 100,000 equivalent. Packages of less than US$ 100,000 aud totalling US$ 1.0 M would be awarded on the basis of local competitive bidding in accordance with procedures satisfactory to the Association. Contracts for goods estimated to cost less than US$ 30.000 aggregating to US$ 100,000 may be procured on the basis of price quotations of at least three suppliers. 3.54 Short-term Consultants with qualifications and experience acc*pjtaole to IDA would be selected for the various forms of technical assistance under the project in accordance with the Bank's 'Guidelines for the Use of Consultants". 3.55 Contract Review. Bidding documents for contracts estimated to cost US$ 100,000 or more would be subject to review prior to tendering and recommendations for contracts award would be submitted to IDA for comments prior to award. F. Disbursements 3.56 A schedule of disbursements is at Annex 11. On the basis of the standard disbursement profile for agricultural projects in West Africa, it is projected that it would take 8 112 years to disburse the proceeds of the credit. The proceeds of the IDA Credit will be distributed to categories on the basis of the annual work programs and budgets approved by IDA. Hence, the allocation by disbursement categories is indicative only. All categories will finance 1002 of expenditures presented, excluding duties aud taxes, except for operating costs, and consultants's services and training costs, where respectively 871 and 861 will be financed. Operating costs are the items IDA will accept to finance in the context of the review of the annual work  - 29 - program of INRAN (para. 4.31). the ID credit woald be disbursed over 8 112 years as followst Disburseent Categories Proposed mount Disbursement Category US $ million Percentage (1) Civil works 4.24 100? (2) Vehicles and Equipment 5.00 100Z (3) Operating costs 3.57 871 21 (excluding salaries) (4) Consultants'services and training costs 2.13 862 (5) Reserve Research Fund 2.30 100? (6) PPF repayment 0.75 100Z (7) tnallocated 2.00 3.57 Disbursements of the IDA Credit will be fully documented except for contracts valued at less than US$ 20,000 equivalent which will be against Statements of Expenditure (SOEs) which will be certified by the Director General and the Director of Finance of INRAN. Documentation covering SOEs would be retained by INRAN and made available for inspection by IDA during supervision missions. 3.58 In order to expedite disbursements and to ensure that funds for the project would be made available then needed, the Government will open a special account (revolving fund) in a conmercial bank in the name of INRAN with an authorized allocation of CFAF 150 million (US$500,000 equivalent) representing about 4 months' expenditures. The account will be used to finance the local and foreign costs for eligible expenditures financed by IDA. No direct payment requests under the equivalent of US$ 20,000 will be accepted by IDA. G. Environmental Impact 3.59 The project, through its emphasis on multidisciplinary research and development of integrated farming systems, natural resources management would be expected to have a beneficial effect on the environment. The overall objectives of the project are to support research programs that improve 21 0X of overhead operating costs; 100? of research programs operating costs  - 30 - resource use and crop and livestock productivity by testing and developing improved land, water, crop, livestock and forestry management practices. The more efficient exchange of information with :egional and international research centers and improved access to up-to-Jate Information by research and extension services as well as by producers, would all contribute to a better appreciation of environmental constraints and potentials, and to more informed use of physical and human resources. IV. PROJECT IMPLEMENTATION A. Organization and Management (cf. INRAN Organizational Chart. Annex 8) 4.01 General. The Director General of INRAN vould have overall responsibility for project implementation. He woulds (a) report to the Management Council (Conseil d'Administration) on the orientation and management of the Institute (including policy, administration and finance); and (b) be advised by the Scientific Committee (Conseil Scientifiaue on the major scientific orientation of INRAN, as well as the development of the institution, the external scientific linkages and the training of researchers. Two ad-hoc advisory groups, namely the Donor Consultative Group (GCBF) and th- National Committee on Research Programs, will also advise the Director General on research strategy, evaluation of results, and resource allocation. The office of the Director General would be frtrther strengthened by two Directorates: (a) the Administration and Finance Directorate (Direction Administrative et Financibre) at Niamey; and (b) the Scientific Directorate (Direction Scientifique) at Kollo. 4.02 The Administration and Finance Director would be responsible for the administration, the setting-up and the implementation of the financial management system and the day-to-day financial management, including the preparation of the annual draft budget and regular financial reports: he will be assisted by (i) a Personnel Officer, and (ii) a Material Resource Officer responsible for acquisition and maintenance of all material resources of the Institute, including those of the research stations. The Material Resource Officer, for the first four years of the project, would work under the periodical guidance of the internationally recruited Senior Project Engineer Consultant (para. 3.35) and receive on-the-job training in all aspects of goods, works and services procurement. Assurances were obtained at negotiations (para 6.01) thats (i) not later than four months after the Date of the Credit Agreement, NRAM has taken steps to recruit a Research Management Consultant; (ii) any increase in research and administrative staff would have to be justified by a Manpower Development Plan (to be prepared during the first year of the project) and funding of any new position would have to be provided by the government budget and; (iii) INRAN would not increase the number of its agreed upon research programs unless complete financing was available and that program did not require additional staff and that that program was deemed to be of high priority. 4.03 The Scientific Director would be assisted by a Study, Programs, Monitoring and Evaluation, and Training Division (DEPSEF) and a Valorization  - 31 - and Documentation Division (DIVAD) with Ci) contacts with the extension service and the farming community; (ii) publication and transfer of research results; (iii, contacts with the national, regional and international research community; (iv) staff training and manpower development; and (v) library services and documentation systems. 4.04 The Scientific Directorate will be composed of (i) four technical departments which constitute the basic scientific ane technical units cf INRAN, and which are responsible for conducting sectoral and theme-oriented research programs. It includes four sectoral departments; rainfed crops, irrigated crops, natural resources management, animal production and health. These departments would each contain instead of sections, product-specific research programs, linked to each other by research work on themes of common interest; (ii) one theme-research department in the areas of production systems, rural economics and agricultural policy analysis; and (iii) one unit for statistics and computerized systems. 4.05 The national research program would be carried out by two Regional Centers, the University of Niamey, the INRAN-Associated Laboratories, and four Research Stations. Each of the centers would be led by a center director whose main functions would be, on the one hand, to represent the General Directorate of INRAN to the regional authorities, especially to those involved with rural development, and on the other hand to ensure the proper overall scientific, administrative, financial and material functioning of the center. The dire_.tor would be advised by two consultative bodies s the regional research/development council and the scientific and management council of the center. 4.06 The regional research/development council would, at least once a year, bring together researchers and the main regional authorities in charge of rural development including representatives of the farming community. This would be a forum for exchanging informatio-& on research work and development concerns, as well as proposals -- to be submitted to the scientific council and management council -- concerning the orientation (and eventual financing) of the center's research activities. The regional council would particularly: (a) review results of applied and adaptive research programs; (b) review the adoption rates of technical recommendations in the previous season; (c) agree on the next year's adaptive research program to be carried out by research; and (d) prepare and agree on the contractual arrangements defining respective operational responsibilities of INRAN and the extension service for the training program and for on-PAD and on-farm research/development program. Regular field days for extension staff and for farmers would be held at the research stations and PADs. 4.07 The Center Council, over which the center director would preside, would aim at (i) animating scientific exchanges between center researchers, preparing meetings of the regional research/development council and producing reports on center activies; and (ii) examining administrative, financial, or material problems concerning the life of the center, especially those having to do with the management of resources shared by all of its research units. 4.08 The director of the center would not need to intervene in the functioning of research units or in the evaluation of their personnel; these tasks would remain the ultimate responsibility of the unit heads and  - 32 - department directors concerned. He would be directly responsible for the management of the center's common resources. 4.09 Assurances were obtained at negotiations (para. 6.01) thats (i) Government would create a Donor Consultative Group (GCBF) for agricultural research programming and financing, with rules of operation acceptable to IDA, to which it would invite all donors funding agricultural research in Niger to participate and which would be chaired by a Government representative nominated by the Minister of Agriculture and Environment; (ii) not later than four months after the date of the Credit Agreement, all key positions in INRAN would be fulfilled, including the Director for Administration and Finance, the Scientific Director, the Personnel Officer, and Chief for Administration and Finance for each research center, as well as Coordinators for each Research Program; (iii) not later than nine months after the Date of the Credit Agreement, the National Committee has held its first meeting. It would be conditions of effectiveness, that the revised statutes of INRAN would be approved and adopted, and that the National Committee on Research Programs and the Regional Research/Development Councils would be established (para. 6.02). 4.10 Research Propramming. To ensure adequate and timely research programming (enabling field preparations to be made sufficiently in advance of sowing), the research programming process and timing would be as follows : (a) January - February. The INRAN commodity groups would L 3et to learn of the results of each scientist's program of the past season and discuss his proposed program for the following season (including experimental designs and geographic spread). Then the group Coordinator would be responsible for assembling the program and for pruning it with INRAN management to fit the resources available. This stage to be completed by the end of February; (b) March (early). The plenary Working Groups meetings would gather INRAN management, scientists and outside invitees from the international research community, university and the extension service. Comuodity Coordinators would present a summary of the past season's results and a broad outline of the proposed program under their supervision. The participants would concentrate on the major findings of the ptst program and focus on the new program in the context of past results, feedback from farmers and government priorities; (c) March. The coordinators would discuss the results of the Working Groups meeting with their scientists and finalize the programs. The scientists would then complete their individual trials protocols and preparation of supporting material (seeds, plot fertilizers, etc.); (d) April. The technical staff/junior scientists responsible for implementing the trials in the field, would assemble in their respective centers (Kollo or Tarna) for seven to ten days to discuss the objectives, design, treatments, observations, and  - 33 - records of their trials with the supervising scientists. During this period, the Commodity Coordinators would also be responsible for organizing any special in-service training. The timing for the planning of the irrigated crop program would follow a different schedule, adjusted to sowing times under irrigation. 4.11 Assurances were obtained at negotiations (para. 6.01) that INRAN's internal procedures for research programuing would stipulate: (a) detailed description of coordination and approval procedures with local extension staff for all on-farm research and farm surveys in the annual research programs and protocols; (b) the establishment of national and regional research management and technical committees which would be set-up not later than December 31, 1990; (c) the obligation for researchers to set aside a portion of their time for training of extension staff. Administrative and Financial Operations 4.12 During the project, INRAN would prepare a budget by program for which the department directors, program heads, and also, the center directors would be responsible. It would be supported and monitored by the Directorate for Administration and Finance. 4.13 At the regional level, administrative and financial management will be carried out by the Chief for Administration and Finance (CAF) of each research center. The CAw would be the regional representative of INRAN*s administrative and financial director; he would support, for all corresponding tasks, the director of relevant centers. 4.14 Internal and external budgets. INRAN will have to distinguish between the internal tidget, intended for management control, and the external budget, used for negotiations with the Ministry of Finance and for a priori control. 4.15 The internal budget will maintain the current general budgetary outline which allocates expenses by type. The budget will be broken down by research programs and regional centers. A systematic analytical codification system will have to be put in place and adhered to by all managers. 4.16 The external budget will be a simplified version of the internal budget. The budget paragraphs corresponding to operations might include at most 4 or 5 lines -- for personnel expenses: salaries, bonuses, overhead, travel expenses, miscellaneous; and for operationst fuel, tools, goods consumed and services, unskilled labor, and miscellaneous. 4.17 For more flexibility in INRAN's financial managements (i) funds would be allocated (by tranches) to the research teams into regional bank accounts belonging to each center, managed under the dual administrative responsibility of the team's leader and of the CAF who will verify that procedures and budgetary allocations have been adhered to. Monthly accounts will be sent to headquarters for consolidation; (ii) the regional administrative and accounting services should be kept continually informed of the avalibility of funds; Ciii) the basic budgetary units (research programs, centers) should receive the monthly accounting statements  - 34 - concerning them; (iv) the General Directorate of INRAN would have the authority to effect budget transfers between categories as needed; tv) authorization for treasury advances per purchase up to 300.000 FCFA would be delegated to Directors of Research Centers. 4.18 For its associated program, INRAN will enter into a protocole d'accord with the University defining each institution's participation in project implementation in terms of scientific, administrative and financial responsiblity, as well as the shared responsibility for personnel and infrastructures. The management of the associated laboratories would be assigned to the University, and the administrative and financial responsibility to INRAN. 4.19 To ensure that both extension services and farming communities would participate actively in the preparation, execution and review of farmer-oriented programs, and that they would benefit from the research results, the project would provide an on-farm reserve research fund for a total amount of US$ 2.3 million, for annual on-farm adaptive research programs to be defined and agreed between INRAN, producer groups and extension services. INRAN would develop medium-term 'program contracts for the agreed adaptive research program. These contracts would specify, in broad terms (a) the agreed-upon themes for farm trials; (b) the respective operational and financial responsibilities of the different parties; and (c), the program's review and planning arrangements. B. Proiect Coordin&tion. 4.20 The Director General of INRAN would have overall responsibility for liaison between the ministries and agencies involved in the project. He would administer and monitor on a permanent basis the planning and implementation of agricultural research programs and ensure that research programs are in line with the country's policy for agricultural and scientific research. 4.21 Because the emphasis during the five-year program will be on integrated farming systems research and on adaptive research, a senior scientist from each of the regional Farming Systems teams would be responsible for the planning and coordination of research in each region (Program Coordinator). His task would be to prepare and present, in cooperation with his colleagues in the region, the annual research program, the program budget for the following year, and the annual report for the past year. 4.22 Research-extension linkages would be strengthened, particularly at the working level, by (i) periodic training of extension subject matter specialists (otecbniciens specialises') by researchers, especially though not exclusively, by staff of the SP research programs; and (ii) participation of extension staff in the annual review and planning meetings (para 4.10). 4.23 To ensure closer coordination among all those involved in agricultural research, assurances were obtained at negotiations (para. 6.01) that, in addition to the Donor Consultative Group (GCBF) created for agricultural research programming and financing (para. 4.09), Government would call not later than May 31 each year on all donors interested in  - 35 - agricultural research in Niger to attend the meetings of the Donor Consultative Group to discuss and agree on INRAN's proposed research programs, annual budgets and fliancing plans. The organization of the meetings would be the responsibility of the Head of Study, Programs. Monitoring and Evaluation, and Training Division assisted by the Valorization Uni. The participation of extension staff and farming community rt ,resentatives In these annual meetings and in the implementation of the research program would assist vith its reorientation to priority field problems. C. Implementation Schedule 4.24 During the first 6 months of the project, organizational and staffing arrangements proposed under the project would be put into effect; technical assistance staff, including those required for short-term consultancies (e.g. laboratory and scientific equipment inventory, accounting and financial management), whose terms of reference would have been approved by IDA, would be hired and a detailed first-year staff training program would be prepared by INRAN's Personnel Officer (para. 3.29) assisted, if necessary, by a short-term consultant. Also, with the assistance of the Senior Project Engineer Consultant and a local Architect (para. 3.35), designs of civil works would be completed and upon their approval by IDA, the construction program would be initiated during the first year of the project. Vehicle and equipment purchase program would be planndd and expedited in the same manner. During the first years of the project, emphasis would be on staff training - - both in-service and formal -- and on upgrading and rehabilitating existing facilities and infrastructure at Niamey. Kollo, Tarna, Konni, Bengou, Agades. Initial development of new locations (Tahoua, Zinder) would take place during the second half of the project implementation period. 4.25 Annual review and research planning meetings (para. 4.10) would play an important ro)l in the monitoring and evaluation if research programs and would provide an excellent opportunity for research and extension staff, farming community representatives and the donors to exchange views and coordinate activitias and workprograms, including those of the national research system, with those of international research institutes. Assurances were obtained at negotiations (para. 6.01) that not later than May 31, 1993 together with the Donor Consultative Group, a mid-term review of the National Agricultural Research Program would be held. This would be an external review conducted with the assistance of international research specialists invited to make specific observations and recommendations on Niger's agricultural (including livestock and forestry) research programs in the light of the project's objectives and targets as well as long-term goals. This WA5d-term review would also examine organizational and institutional arrangemenzs for agricultural, livestock and forestry research, comment upon the appropriateness of the existing arrangements and prepare specific alternative proposals if necessary. D. Financial Control, Audit and Reporting 4.26 In order to better equip INRAN to handle its increased responsibility, the project would strengthen INRAN's Administration and  - 36 - Finance Directorate bys (a) developing a new financial management and information system suited for computerizationg and (b) financing a chief accountant and other support staff. The new accounting system will enable INRAN to monitor and control ezecution of research programs by research station, by program, by operation and by source of financing. Computerization would further facilitate implementation of such a system. In addition, the system would be utilized for personnel management (including monitoring the staff training program) and inventory control. Consultants would be employed to develop the management system and its software, installation of materials, and training of local staff. 4.27 INRAN's accounts will be audited by Independent auditors acceptable to IDA and their report which would Include a separate opinion on the reliability of SOEs submitted as justification for disbursements will be submitted to IDA within six months of the end of INRAN's fiscal year (para. 4.27). Assurances on the above were obtained at negotiations (para. 6.01). 4.28 INRAN would ensure adequate overall technical and financial supervision of project works and procurement. It would prepare the annual work program and budget with details on individual research programs, training, coordination of research and extension activities and of the national and other research programs, procurement and cJvil works construction planned for the coming year. 4.29 The Director General of INRAN would be responsible for issuing annual progress reports, showing budgeted and actual expenditures, progress achieved in construction, procurement, staff training -- including the training of extension staff by researchers -- and details on research programs and results. He would also issue a report containing the conclusions and recommendations of the annual research program review and planning meetings (para. 4.10). This would be accompanied by INRAN's draft work plan, budget and financing plan for the next fiscal year, with details on staff deployment, training plans, civil works construction and procurement planned for the following year. Approval by IDA of work plan, budget and financing plan for the next fiscal year would be a condition of disbursement for operating costs for the following year (para. 6.03). V. BENEFITS AND RISKS A. General 5.01 The project would contribute to the development of the research and the research management capacity of INEAN, and to the development of new and improved techniques for the integration of crops, livestock and forestry into self-sustaining farming systems. It would give particular attention to adapting this technology to farmers' needs and means, and to the speedy transfer of research findings to them. The project would improve the technical skills of scientists and technicians engaged in agricultural research, and would also, through the proposed training programs, accelerate the replacement of internationally recruited researchers by Nigerien nationals. Finally, through joint work program review and planning, the project would help improve linkages with AIRCs, strengthen linkages with the  - 37 - agricultural extension service, and improve the quality and relevance of the training provided by research staff to eztension and of technical advice to the farvmig community. D. Main Benefits 5.02 A wide spectrum of farmers and livestock owners stands to benefit from the development and dissemination of new technologies. The project is designed to address the country's increasingly serious problems of environmental degradation and decreasing productivity. The closer integration of research on crops, livestock and forestry will contribute to the development of sustainable farming systems that will assi.st with the restoration and conservation of soil fertility and so with crop productivity. An increased emphasis on adaptive research, with the extension service and the farming community participating in the research process, will assist with the adaptation of existing technologies to the needs of the farming commmnity. This will be further strengthened through the close collaboration of this project with that proposed for agricultural extension. Both the long- term needs of the environment and the most immediate technical problems of farmers will thus receive high priority. 5.03 Planning and coordination of the national research programs in collaboration with international research institutions, and improved linkages between research and extension are expected to lead to more efficient use of scarce human and financial resources and to increase the impact of other investments in the agriculture and rural sectors. Through the funding of technical asaistance, consultancy contracts and training programs, it would address the key problems of lack of research planning and management capacity and the shortage of technical skills and experience among local research staff. C. Proiect Risks 5.04 The greatest risk faced by the project is the potential difficulty of developing feasible economic solutions to the degradation of the environment and economic technical recommendations for increased crop and livestock productivity in the context of the particularly difficult condition of agriculture in Niger. However, the non-project risk in the decline of fertility, soil degradation and over exploitation is considerable and research is essential to combat this. Potential risks also reside in the relevance of priority research programs in taking into account farmer's needs and resource conservation, and in the adequacy of the linkages between research and extension. The representation of extension staff and of farming community representatives on regional and national Management Councils, the direct participation of research staff in the training of extension workers, and the reorganization of INRAN with new statutes would all help lessen those risks. Other risks are inherent in all research projects, namely difficulties in obtaining adequate staff and funds for the development of a long-term national research program. These risks could be considered to be relatively small, however, because the Government and danors have already shown a strong commitment to research.  - 38 _ VI. AGREEMENTS AND RECOMMENDAUIONS 6.01 Assurances were obtained from Government at negotiations thats (a) It would contribute to finance INRAN budget at the level of CFAP 608 million in PYI, 653 million in PY2, 713 million in PY3, 800 million in PY4, and 827 million in PY5 (para. 3.49); (b) Not later than four months after the date of the Credit Agreement, all key positions in INRAN would be filled, including the Director for Administration and Finance, the Scientific Director, the Personnel Officer, and Chief for Administration and Finance for each research center, as well as Coordinators for each Research Program (para 4.09); (c) Not later than four months after the date of the Credit Agreement, INRAN has taken steps to recruit a Research Management Consultant (para. 4.02); -d) Not later than nine months after the Date of the Credit Agreement, the National Coumittee has held its first meeting (para. 4.09); (e) INRAN'r internal procedures for research programming would stipulitet (a) detailed description of coordination and approval procedi es with local extension staff for all on-farm research and farm su.reys in the annual research programs and protocols; (b) the establisament of national and regional research management and technical committees which would be set-up not later than December 31, 1990; (c) the obligation for researchers to set aside a portion of their time for training of extension staff (para. 4.11); (f) Any increase in research and administrative staff would have to be justified by a Manpower Development Plan (to be prepared during the first year of the project) and funding of any new position would have to be provided by the government budget; and INRAN would not increase the number of its agreed upon research programs unless complete financing was available and that program did not require additional staff and that that program was deemed to be of high priority (para. 4.02); (g) INRAN would prepare and furnish to IDA for review a livestock production research program with detailed investment proposals, by December 31, 1990 (para. 3.23); (h) INRAN's accounts will be audited by independent auditors acceptable to IDA and their report which would include a separate opinion on the reliability of SOEs submitted as justification for disbursements will be submitted to IDA within six months of the end of INRAN's fiscal year (para. 4.27);  - 39 - (i) the Director of INRAN will issue annually progress reports in scope and content acceptable to the Association as specified in para. 4.29; (j) Government would create a Donor Consultative Group (CCBF) for agricultural research progremming and financing. with rules of operation acceptable to IDA, to which it would invite all donors funding agricultural research in Niger to participate and which would be chaired by a Government representative nominated by the Minister of Agriculture and Environment (para. 4.09); (k) Government would call not later than May 31 each year on all donors interested in agricultural research in Niger to attend the meetings of the Donor Consultative Group to discuss and agree on INRAN's proposed research programs, annual budgets and financing plans (para 4.23); (1) Government would organize not later than May 31, 1993 together with the Donor Consultative Group, a mid-term review of the National Agricultural Research Program (para. 4.25)). Scientists of international repute with qualifications acceptable to IDA would be invited to participate in the group deliberations (para. 3.34). This review would coincide with the 1994 program and budget review process; 6.02 Conditions of Effectiveness (a) Approval and adoption of the revised statutes of INRAN (para. 4.09); (b) Establishment of the National Committee on Research Programs and of the Regional Research/Development Councils (para. 4.09); 6.03 Conditions of Disbursements (a) INRAN will review its organization and its research programs each year and will submit to the Association prior the beginning of the fiscal year, a detailed work plan, budget and financing plan for the next fiscal year. Approval by IDA of these three documents will be a condition of disbursement for operating costs for the following year (para. 4.29). 6.04 With the above assurances and conditions the project would be suitable for an IDA credit of SDR 15.0 million (USS 19.9 million equivalent).  Annex I J~~~~~~~~~~~*h ii i ___ I j ga; Ir~~~~~~~~~~~~~~~~~~~~~~~~~ 44~~~~~4M di~~~~~~~~~~~~~ I U _ _in_ r_ _ r_ I  9ESLL&S OF AaCcTICtLAL RESEACt (IOs)-121) tht tJlattm^t -------- ------------------ - -------------------------- - -------PRODUCTS *AZALASA Fait tSA eV Fh8W*S I