Togo - Agricultural Extension Project

Dosuasato Th. World Bank flIR OFFICUL USE ONLY C ,fe. /e ) 7-cTo Report No. 6601-TO STAFF APPRAISAL REPORT REPUBLIC OF TOGO AGRICULTURAL EXTENSION PROJECT April 27, 1987 Western Africa Projects Department Agriculture A This document has a estricted distribution and may be used by recipients only in the performance of theit officW duties. Its contents may not otherwise be discksed without World Bank authorization.  CURRENCY EQUIVALENTS Currency Unit CFA Franc (CFAP) al US$1.00 = CFAF 314 (West Africa Regional Rate for January 1987) WEIGHTS AND MEASUREMENTS Metric System ABBREVIATIONS AND ACRONYMS APP - Association pour la Productivite DAF - Direction Administrative et Financiere DCV - Direction de la Cooperation et de la Vulgarisation DESA - Direction des Enqugtes et Statistiques Agricoles DGDR - Direction G4n6rale du Developpement Rural DRA - Direction de la Recherche Agronomique DRDR - Direction Regionale du Developpement Rural FEW - Field Extension Worker GTZ - Federal Republic of Germany Aid Agency IRAT - Institut de Recherches Agronomiques Tropicales et des Cultures Vivritres. IRCC - Institut de Recherches pour le Cafe, le Cacao et autres Plantes Stimulantes. IRCT - Institut de Recherches du Coton et des Textiles Exotiques PDRN - Projet de Developpement Rural de Notse PE - Points d'Essais MDR - Ministbre du Ddveloppement Rural OPAT - Office des Produits Agricoles du Togo SEMP - Service des Engrais et Moyens de Production SMS - Subject Matter Specialist SOE - Statement of Expenses SRCC - Soci6td Nationale pour la Renovation et le D6veloppement de la Cacaoy4re et de la Caf6i4re Togolaises SOTOCO - Soci6td Togolaise du Coton USAID - United States Agency for International Development GOVERNMENT'S FISCAL YEAR January 1 - December 31 a/ The exchange rate of the CFA Franc is fixed at 50:1 with the French Franc, which is a floating currency.  Pog OFFICIAL US ONLY REPUBLIC OF TOGO AGRICULTURAL EXTENSION PROJECT TABLE OF CONTENTS Page DOCUMENTS CONTAINED IN PROJECT FILE ......... ...................... i CREDIT AND PROJECT SUMMARY ....................................... iv KEY FEATURES OF THE AGRICULTURAL SECTOR .............. ............. vii I. INTRODUCTION 1 II. THE AGRICULTURAL SECTOR I A. Main Features 1 B. Government Sector Strategy 2 C. IDA's Sector Strategy and Experience 3 D. Institutional Environment ......... 4 E. The Pilot Extension Test Zones 9 III. THE PROJECT 10 A. General ........... .10 1. Project Rationale 10 2. Project Concept and Objectives .........,.... 10 3. Project Description ......................*. 11 B. Detailed Features 12 1e Extension Services 12 3. Traenrng ................,..................... 14 3. Research ....15 4. Monitoring and Evaluation 16 5. Financial Management Systems 17 C. Project Costs and Financing 17 1. Cost Estimates ......17 2. Financing Plan and Arrangements 18 3. Project Preparation Facility .................. 19 4. Procurement and Disbursement ........o.......o. 19 5. Accounts, Audit and Reporting Requirements...... 22 This report is based on the findings of a Bank Appraisal Mission which took place November 10-27, 1986, consisting of Messrs. C. Ameur (mission leader), B. de Chazal and M. Raine (IDA), Ms. A.-M. Gninofou (NDR) and Mr. 0. Farcy (PDRN). Figures and draftiiig were checked by Ms. V. Mackrandilal. The report was checked by Mrs. J. Ogang and Mrs. M.-L. Kpatchibo, and the secretarial work was done by Mrs. H. Katele. Ths document has a resktd distribution and may be used by fecipints on in th pefomnsce of their offcial dutbs Its contents may not othrwise be disclosed without Wodd Ibak athoon.  - ii - TABLE OF CONTENTS (Continued) D. Organization and Management ....................... 23 1. Extension Services ......... .@ ........ 23 2. Research ........ 24 E. Benefits and Risks ..e..*999999..999990..e**o*9.* 24 1. Benefits *.*.... .....**. .. ....*... ........ ... 24 29 Risks ...99 9 25 IV. ASSURANCES AND RECOMMENDATIONS ......................... 26 ANNEXES 3-1 DGDR Organization Chart 3-2 DRDR Organization Chart 4-1 Characteristics of the Four Project Regions 4-2 Basic Population/Extension Agent Ratios and Area Data of the Project Area 4-3 Incremental Staffing Requirements 4-4 Technical Assistance 4-5 Research Program 4-6 Technical Recommendations 4-7 Project Cost by Component and by Nature 4-8 Project Costs by Institution and Component 4-9 Disbursement Estimates 4-10 Project Implementation Schedule MAPS: IBRD No. 20103 Togo - Agricultural Extension Project - Agricultural Extension Area Responsibilities IBRD No. 20104 Togo - Project Area - Savanes Region IBRD No. 20105 Togo - Project Area - Kara Region IBRD No. 20106 Togo - Project Area - Plateaux Region IBRD No. 20107 Togo - Project Area - Maritime Region  - iii - REPUBLIC OF TOGO AGRICULTURAL EXTENSION PROJECT DOCUMENTS CONTAINED IN THE PROJECT FILE A. DOCUMENTS AND REPORTS Code No. 1. Agricultural Extension : The Training and Visit System, PUBSU D. Benor, J. Q. Harrison and M. Baxter, The World Bank; 1984. 2. Training and Visit Extension, D. Benor and M. Baxter, PUBSU The World Bank; 1984. 3. Etude de Synthese et de Diagnostic du Secteur Rural, Abidjan Louis Berger International, Agrer, SOTED, Consultant; office 1984. 4. Assessment of TOGO's Agricultural Production Potential, D00820 GFA; 1985. 5. Rapport Annuel, MDR; 1985. 6. Report on the Donor's Conference for the Development of D00821 Togo; June 1985. 7. TOGO - Second Structural Adjustment Program (Cr. 1599 TO); May 1985. 8. Etude de cinq terroirs Villageois et Suivi d'Exploita- D00822(1-2) tations Agricoles, CIRAD - IRCT/MDR; November 1985. 9. R6publique Togolaise, Programme pour le Renforcement des D00823(1-2) Services de Vulgarisation - Mission de Preparation - Rapport de Fin de Mission. MINSTER Agriculture Limited; May 1986. 10. Nouvelle Strategie du Developpement Rural, MDR, March 1985. D00824 B. STAFF WORKING PAPERS Code No. Technical Papers 1. Services de Vulgarisation au Togo Bank Reports 2. La Recherche Agricole au Togo 3. Suivi et Evaluation 4. Definition de Poste et Terme de RAf6rences des Etudes 5. Programve de formation 6. Liens Recherche-Vulgarisation dans le Cadre du Projet 7. Tableau des CoSts D6taillis WAPAA April 1987  - iv - REPUBLIC OF TOGO AGRICULTURAL EXTENSION PROJECT CREDIT AND PROJECT SUMMARY Borrower: Government of Togo Beneficiaries: 1finistry of Rural Development's Direction GUn6rale du DUveloppement Rural (DGDR) and four Directions Regionales du Developpement Rural (DRDR) Amount: SDR 7.6 million (US$9.7 million equivalent) Terms: Standard IDA terms Project Description: The project would, over a four-year period, improve the efficiency of Togo's agricultural extension system, thereby contributing to an increase in foodcrop production and farmers' incomes. This would be implemented through: (a) rehabilitating and strengthening the DRDRs' extension services and introducing the basic principles of the Training and Visit system; (b) providing systematic in-service training for extension staff at all levels; (c) improving research and extension linkages; (d) setting-up a monitoring and evaluation system within NDR and DRDRs to supervise extension and research activities and provide feed-back on services and technologies provided to farmers; (e) providing assistance to improve DGDR's and DRDRs' financial management.  Estimated Proiect Costs Local Foreipa Total Z of Base Cost ------- US$ million ------- Extension Services 1.5 2.8 4.3 39 Training 1.1 0.3 1.4 13 Research 0.9 1.1 2.0 18 Monitoring and Evaluation 0.4 0.6 1.0 9 Financial Management 0.3 2.0 2.3 21 Total Base Costs 4.2 6.8 11.0 100 Physical Contingencies 0.3 0.4 0.7 6 Price Contingencies 0.5 0.4 0.9 8 Total Project Costs a/ 5.0 7.6 12.6 114 (Including Taxes) =n- _- Taxes 0.6 ... 0.6 Total Project Costs (Net of Taxes) 4.4 7.6 12.0 a/ Including a US$0.2 million PPF for project preparation and US$0.6 million for a second PPF for start-up activities. Financing Plan Government 2.9 -- 2.9 IDA 2.1 7.6 9.7 Total 5.0 7.6 12.6 Estimated Disbursements from IDA Credit FY88 FY89 FY90 FY91 FY92 FY93 FY94 Annual 1.6 2.0 1.9 1.6 1.3 1.0 0.3 Cumulative 1.6 3.6 5.5 7.1 8.4 9.4 9.7 Benefits and Risks Benefits would stem from (a) MDR's improved ability to plan and coordinate agricultural extension at a national level; (b) Improved efficiency and cost effectiveness of the country's extension services through the strengthening of the DRDRs; tc) increased production and productivity of foodcrops as farmers apply improved technologies and (d) increased incomes for between 20 to 30S of Togo's rural community, which represent the poorer half of the population.  - vi - The major risks include those usually related to extension projects of this sort: (a) ineffective management of funds and personnel; (b) inadequate and/or untimely provision of budgetary resources by Government; (c) slower than expected adoption rates by farmers of the recommended cultural practices; and (d) slower than expected build-up of applicable technology by research. The project was designed to focus on these risks. Economic Rate of Return: Not Applicable Staff Appraisal Report: No. 6601-TO Maps: IBRD 20103, 20104, 20105, 20106, 20107. WAPAA April 1987  - vii - REPUBLIC OF TOGO AGRICULTURAL EXTENSION PROJECT KEY FEATURES OF THE AGRICULTURE SECTOR Unit Size (1982 unless noted) 1. Population Total (1985 - million) 3.0 Rural as % of Total % 77 Density (average and variation) Pop/km2 (range) 48 (20-100) 2. Economic Overview GNP/Capita $ (1983) 264 Rural Income!Capita $ (1983) 96 GNP Value. CFAF, m. 303 Agriculture share of GNP Value, CFAF, m. 93 Of which - Export crops it 8 - Domestically used crops " 69 - Non crop 16 3. Land Use Total area 000 km2 56.6 Forests (more than 50% covered) 000 km2 5.5 Perennial Crops 000 km2 1.1 Annual Crops (Cultivated) 000 km2 4.8 Of which cotton 0.7 4. Output (1983/84) Cereals 000 t (index 72/73 = 100) 307.4 (1.32) Root crops " 801.1 (1.04) Cotton (seed) " 30 (5.17) Cocoa *t 14 (0.75) Coffee 8 (1.18) Cereals per capita (kg) 109 5. Inputs Fertilizer (1985 - 000 t) 19 Chemicals (1985 - 000 1) 1,500 Improved seed (1985 - t) 3,957 6. Trade Total Exports billion CFAF 62.6 Of which agricultural products if o () 17.8 (28) - cocoa i" " 4.9 ( 8) - coffee It tn 6.3 (10) - cotton " It 6.6 (11)  - viii - Total Imports 128.3 Of which food and beverage " 34.9 (27) - cereals/flour 5.7 (4) - meat/fish " " 4.4 (3) Of which agricultural inputs " " 33 (3) WAPAA April 1987  REPUBLIC OF TOGO AGRICULTURAL EXTENSION PROJECT STAFF APPRAISAL REPORT I. INTRODUCTION 1.01 The Government of Togo has requested IDA's assistance to improve the operation of its agricultural extension services. This need was identified following Government's analysis of the performance of the agricultural sector over the late 1970s and early 1980s. The analysis revealed that productivity was lagging, mainly due to ineffective links between agricultural research and farmers via the extension system and inadequate agricultural support services. Reform in this area was seen as vital if sectoral and ultimately national growth objectives were to be met. Following subsequent sector analysis conducted by IDA and Government, a reform process was initiated by Government in 1985 and included (a) testing and rationalizing extension staff; and (b) undertaking basic retraining of key staff. In early 1986, Government, with IDA's technical assistance, launched pilot activities in well defined areas to test the applicability of the basic principles of the Training and Visit (T&V) system of extension in the Togolese context. These tests have been positive and have helped verify work methods and norms which Government is now introducing in ongoing rural development projects. The present project would focus on reinforcing extension services outside the responsibility of ongoing projects while establishing a national extension management capability. It would be executed over four years, at a cost of US$12.6 million, to be cofinanced by Government and IDA. II. THE AGRICULTURAL SECTOR A. Main Features 2.01. Togo's economic prospects and the Bank's involvement in the country are covered in Country Brief No. Sec-M-87-301 of March, 1987. Togo's agricultural sector accounts for about 30% of GNP and employs about 1.0 million persons full or part-time (about 80% of the national labor force). Domestic crop production assures a satisfactory overall level of food self-sufficiency (about 1,800 calories per person per day). At the same time, the sector produces cocoa, coffee and cotton which contribute about 30% of Togo's export earnings with cocoa and coffee providing about 20%. Taxes from export crops and profits on export crop trading generate about 10% of Government's revenues.  - 2 - 2.02 Farmers annually plant about 450,000 ha in foodcrops (maize, rice, sorghum, cowpea, groundouts, yam, cassava), 70,000 ha in cotton, while the area of perennial crops is 110,000 ha in coffee, cocoa and oil palm. Foodcrops account for about 75% of agricultural production and the cash crops for the remainder. Growth in the sector has been modest since the early 1970s; about 2% p.a. for cereals, slightly less than 1% p.a. for root crops, and an actual decline in coffee and cocoa production. The major exception of these trends has been in cotton production which has grown at 8% p.a. Most of the growth in annual crops has come from area expansion. 2.03 It does not appear that this modest performance has resulted from lack of resources or uncontrollable factors. An adequate land base exists. Rainfall has been more sporadic in recent years than in the past, but Togo has not been as severely affected as its northern neighbours. With more than 50% of cultivated land found on farms of more than 2 ha, farm structure has been adequate to permit the production of marketable surpluses. Farmers themselves have been willing to innovate and to adopt improved technology when this has beer shown to be in their interest. The major constraint thus lies at the sectoral policy rather than at the farm level. Farmers as a whole have not been adequately serviced, and equally important, they have not received the prices required to permit and encourage widespread investment in improved techniques. These issues are being addressed under structural adjustment programs (SAL) as well as in sectoral lending. B. Government Sector Strategy 2.04 To improve the sector policies, Goverr-aent has begun implementing specific short and medium-term measures aimed at improving the incentives framework and increasing the effectiveness of agricultural services. 2.05. Short-term Measures. The improvements to the incentives framework have been carried out in the context of the SAL programs. Prices paid to cotton, coffee and cocoa producers have been increased on average, 60% in nominal terms and 25% in real terms since 1982. This has generated a substantial supply response particularly for cotton (para 2.02) and coffee, and has stabilized cocoa production which was declining. Nonetheless, the implicit and explicit taxation on the three products is still about 30% of f.o.b. prices and Government is exploring means to reduce this taking into account its precarious debt and budgetary situation. Government has agreed to gradually phase out subsidies on fertilizers and insecticides. Fertilizer subsidies were reduced from 40% in 1984 to between 30% and 20% in 1985. However, cocoa and cotton insecticides are still fully subsidized, while foodcrop insecticides are not subsidized at all. In foodcrops marketing, Government is strengthening both village level storage and private sector marketing, while limiting State intervention to holding a food security stock of up to 12,000 tons. Discussions on these measures continue under the SAL programs.  - 3 - 2.06 Medium-term Measures. In parallel with putting in place a more appropriate incentives framework, Government sees improvements in the organization and effectiveness of agricultural services as imperative to bring about a supply response. Extension, input supply, agricultural research and eventually credit must be focused on. Government acknowledges that inadequate institutional arrangements have been one of the causes of the proliferation of externally-financed projects following different operating norms, and that this tendency has failed to raise productivity. Government's strategy as detailed in its "Nouvelle Strategie" 1/ would therefore be to better organize, ;-armonize the approach, and improve the quality of such major services as extension. The proposed Agricultural Extension Project thus represents a significant step in this strategy. It is being followed up by the Agricultural Support Services Project presently being prepared with IDA assistance, which would concentrate on MDR's restructuring and strengthening the main agricultural services including research, input supply and agricultural credit. C. IDA's Sector Strategy and Experience 2.07 IDA's assistance to Togo's agricultural sector has emphasised increasing farm incomes as a means to generate sustained growth not only for the agricultural sector itself but, through multiplier effects, in the entire rural community. At the policy level, this has been achieved through seeking reductions in export crop taxation and a commitment to increase producer prices, liberalization of grain marketing, enhancing the role of the private sector in servicing agriculture and increasing the efficiency of essential public Government functions in agriculture. This strategy is implemented through support to IMF short-term actions, two structural adjustment programs and through the project program. 2.08 In agriculture, IDA has participated in the financing of five projects, two of which are presently completed (Maritime Region Rural Development Project (Cr. 638-TO) and the First Cocoa/Coffee Development Project (Cr. 503-TO)). For a variety of reasons, both projects fell considerably short of their targets. Presently, three additional projects are being executed, i.e. the Second Cocoa/Coffee Development Project (Cr. 945-TO), the Second Rural Development Project in Cotton Areas (Cr. 1302-TO) and the Third Cocoa/Coffee Project. The first of these is nearly completed, the second is scheduled to end in September 1987, and the third was recently signed in January, 1987. Both the Second Cocoa/Coffee and Cotton projects have either achieved or surpassed their objectives. In addition to this proposed Agricultural Extension Project, future projects in the sector's lending program include: (a) a Third Rural Development Project in Cotton Areas; and (b) an Agricultural Support Services Project. IDA also serves as a cooperating institution with IFAD assisting in the supervision of one project (Notse Rural Development Project) and in the preparation of a National Small Ruminants Project. 1/ Ministere du Developpement Rural, "Nouvelle Strat6gie du Developpement Rural, Mars 1985".  - 4 - 2.09 Togo's performance with respect to project implementation and disbursement has been mixed but has recently improved. The Government is now familiar with the Bank Group's procurement and disbursement procedures; however delays in both procurement and disbursement are frequent, due to cumbersome administrative regulations dealing with contract awards and to recently established additional procedures for withdrawal application processing. The Government has been made aware of these problems and is seeking appropriate means to simplify procedures. There have been cases of project Implementation delays caused by shortages of counterpart funds. D. Institutional Environment 2.10 Central Government Ministry. The Togolese agricultural sector is served by the Ministere du D6veloppement Rural (MDR) which is in charge of policy formulation and coordination of production activities and includes directorates for research, development, extension, cooperatives and credit, livestock and training. The Ministare de l'Am6nagement Rural was disbanded in March 1987 and most of its functions including engineering, geology, plant protection, veterinary services, forestry and fisheries and quality control are now covered by MDR. The latter Ministry is structured along traditional administrative lines, and has little technical or financial control of operations due in large measure to poor staff training, lack of facilities, and the means to carry out operational work. This is particularly evident in the field extension services which have no operational direction and few staff with an adequate professional background. 2.11 In 1980, Directions Regionales du Ddveloppement Rural (DRDR) were set up in each of the country's five regions - Savanes, Kara, Centrale, Plateaux, Maritime. They report administratively to the Direction Generale du Developpement Rural (DGDR) within MDR. Their function is to act as a regional MDR. Organization Charts for DGDR and the DRDRs are in Annexes 3-1 and 3-2. In addition, the DRDRs are to coordinate and harmonize all rural development activities in their respective area of jurisdiction. 2.12 The DRDRs have been unable to play their appointed roles for a number of reasons. They are structured as administrative organizations and do not have clear operational mandates. This approach applies as well to their field extension systems, which do not have clear, time-bound monitorable objectives. The lack of resources for operations has virtually eliminated the DRDR's presence in the field with the exception of some donor financed projects such as Fonds Europden de Developpement projects in Kara (recently completed) and Savanes, and Federal Republic of Germany support through GTZ to the Central Region DRDR. In addition, the existing financial management of the other four DRDRs is inadequate to record and control their operations and the accounting personnel is not sufficiently qualified or experienced to manage funds in accordance with generally accepted accounting standards. 2.13 Development ARencies. Because of weak Government institutions, much of the implementation of agricultural development programs has been  entrusted to independent project entities such as Societe Togolaise du Coton (SOTOCO), Societg Nationale pour la RUnovation et le Developpement de la Cacaoyere et de la Cafeiere Togolaise (SRCC), and Societe Nationale du Palmier a Huile. Other undertakings include a Federal Republic of Germany (GTZ) assisted project in the Central Region, which promotes foodcrops and animal traction and has a seed production farm; an International Fund for Agricultural Development (IFAD) financed Rural Development Project at Notse (PDRN) in the south-east of the Plateaux Region which promotes foodcrops and cotton; and over 15 other smaller projects supported by various donors. In addition to their crop-specific mandates, most of these agencies or projects assume broad responsibilities for general extension, agricultural research, input supply, seed production, marketing, credit, road construction and maintertance, and social infrastructure development. Each of these agencies work in specific areas and/or with specific types of crops leaving to the DRDRs the areas not covered by them. These projects have had mixed successes but have resulted in few spin-off benefits for the regular institutions. Noting this, Government has launched a new policy of institutional reforms which IDA supports. 2.14 Extension Services. Agricultural extension services have been and are currently provided by several agencies and/or projects (paras 2.12 and 2.13), each independently structured for carrying out extension activities. There remain marked variability in both the approach and systems used for transferring technology and other messages to farmers. To a greater or lesser degree, all extension services have the following shortcomings: (a) high field extension agent (FEW) to farmer ratios of 1:80-130 when lower ratios of 1:200 and over are recommended; (b) providing limited crop specific information rather than for a wider range of crops and for farm systems; (c) inadequate supervision and control by supervisors; (d) no regular program of field visits by extension agents; (e) insufficient and/or unsystematic training; and (f) inadequate links with research. The DRDRa, which have jurisdiction over 25% of the country and account for 25% of the total 1,330 FEWs, undoubtedly provided the least effective services due to the above problems, combined with an acute lack of vehicles and equ'pment, and almost no budget for operating costs other than salaries. Further details of the existing extension services are in Working Paper 1. 2.15 In early 1985, Government reviewed the agricultural sector's overall performance. With regard to the existing systems of extension, it identified the need for better planning and monitoring of the FEWs activities, improving their communication skills and providing better technical support through stronger links with research. As a result, the following measures were swiftly introduced: (a) all 1,482 FEWs employed took a professional competency test; (b) geographical areas of intervention among the different projects and agencies were clearly demarcated; (c) modifications to extension services were adopted within the country's main projects; and (d) the DRDR were restructured. The details of this plan, which are spelled out in the "Nouvelle Strategie" (para 2.06), closely adhere to the main principles of the T&V system. Following the test, the number of FEWs dropped to 1,035 and those who failed were dismissed. New candidates were subsequently recruited bringing the current level to about 1,330. While introducing the above measures, Government  requested IDA assistance to prepare a project to support the restructuring of the extension services within the areas not covered by ongoing projects. 2.16 Agricultural Research. Agricultural research is handled by some 14 institutes and/or development agencies spread among 3 Ministries (MDR, Ninistere de la Recherche Scientifique, and Ministare du Commerce et des Transports). The main commodity oriented research institutes comprise: fiber crops - Institut de Recherches du Coton et des Textiles Exotiques (IRCT); coffee and cocoa - Institut de Recherches du Cafe, du Cacao et autres Plantes Stimulantes (IRCC); foodcrops - Institut de Recherche Agronomiques Tropicales et des Cultures Vivribres tIRAT) and the Direction de la Recherche Agronomique (DRA) in MDR. Additionally, most of the agricultural projects have their own research component. Further details of the structure of current research establishments are in Working Paper 2. 2.17 To date, responsibility for agronomic research has been diffused and has been financed through independent actions or subcontracts between projects and research institutes. Apart from a very limited number of externally-financed projects, this has led to inadequate operating budgets, physical facilities, staff development and institutional linkages, shortage of qualified technical personnel, investment periods too short to achieve planned objectives, and a lack of a global strategy for the national research system. Although there have been some useful findings with potential field applications for export crops, important shortcomings exist for agricultural research in generalt (a) fooderop research has so far concentrated on cereals, with little attention to legumes and tuber crops; (b) the crop specific orientation has detracted attention from the farm system issues of more relevance to farmers such as mixed-cropping, anti-erosion measures, financial viability of newly recommended technologies and labor availability; and (c) insufficient diffusion of results due to weak links between research and extension particularly with the DRDRs. 2.18 Government is aware of these problems of efficiency and focus and that gaps exist with the overall research effort. It has therefore been studying means of rationalizing and coordinating the national effort with assistance provided under the Second Technical Assistance Project (Cr.1270-TO). Further strengthening of the Togolese agricultural research will be considered under the proposed Agricultural Support Services Project (para 2.06). 2.19 Input Supply. Consumption of agricultural inputs for foodcrop production is low in Togo. Only about 152 of all cultivated land is fertilized, most of which is under cotton. Annually, about 19,000 tons of fertilizers and some 1.5 million liters of agricultural chemicals are imported. Of these, 13,000 tons of the fertilizers and most of the chemicals are used by SOTOCO, and to a much lesser extent by SRCC. The Service des Engrais et Moyens de Production (SEMP) vhich comes under DGDR/MDR, is responsible at the national level for evaluating, ordering and distributing inputs through the DRDRa. Since 1982 SOTOCO has procured its own inputs, ensuring its distribution and sale on credit in conjunction with its seed cotton marketing activities. Procurement and regional  - 7 - distribution of fertilizers by SENP and their local distribution and timely availability by the DRDRs appears to be adequate for the small quantities involved. Fertilizer subsidies are decreasing (para 2.05). 2.20 There are only two main pesticides purchased by foodcrop farmers: insecticides for grain storage and for cowpeas grown in pure stand. Most of these insecticides are provided by donors as grants, but in some cases are bought by the DRDRs from agro-chemical companies located in Lom6. Other than these sales in Lom6, no further private sector involvement in agro-chemical sales exists in Togo. 2.21 Improved Seed Production. Seed for cotton and foodcrops and planting material for coffee are produced by several agencies including: IRCT, IRAT, DRA, DRDR Maritime, Soutouboua seed farm and IRCC. In addition, most development projects have their own seed multiplication component based on foundation seed provided by their applied research programs. In 1985/86, IRCT produced some 2,100 tons of commercial seed cotton out of 100 tons foundation seed which was sufficient to meet the needs of the country's cotton growers. By comparison, the total quantity of seed produced for foodcrops, mainly for maize, sorghum, rice, cowpea and groundnut, amounted to only 1,857 tons. Breeder seed was provided by both the International Institute for Tropical Agriculture (IITA) and the Semi-Arid Food Grain Research and Development Agency (SAFGRAD) both located outside Togo. Although the use of seed for foodcrops increased tenfold since 1978, it is estimated that only 12% of the seed used by farmers is of improved quality. Government is now regrouping and better coordinating the responsibilities in the seed sector assisted by proposals prepared under the Third Technical Assistance project. 2.22 Credit. Agricultural credit is the responsibility of the National Agricultural Credit Bank (Caisse Nationale de Credit Agricole - CNCA) which is a Government joint venture with a private partner. According to CNCA, some 1,200 farmers obtain seasonal credit each year. This corresponds to a low ratio of 1 farmer in every 250. With the exception of seasonal credit provided through SOTOCO for cotton fertilizer (for which there is close to 100% recovery), experience of credit operations with coffee, cocoa and foodcrop farmers remains discouraging. Government has recently completed an agricultural credit study which will be used as a basis for a reorganization of the credit system. 2.23 Agricultural Education. There are three main levels of agricultural education in Togo: (a) a basic level for the FEWs provided by the Ecole d'Apprentissage Agricole (EAA) which, since 1986, trains all FEWs; (b) an intermediate level provided by Ecole des Ingenieurs Adjoints (EIA) suitable for middle level field officers; and (c) a higher level for engineers (Ingenieurs des travaux) offered by the National Agricultural Institute - Ecole Superieure d'Agronomie (Universite du Benin) for top managers of the country's agricultural Ministries and parastatals. Both EAA and BIA are within the Institut National de Formation Agricole (INFA) in Tovg. In addition to the above, refresher courses for farmers, DRDR FEWs, and heads of sectors and sub-sectors are provided by (a) the Agricultural Training Center (Centre de Formation Agricole) in Notse-Todome; (b) a Small Ruminant Project providing training on animal  - 8 - production and the Animal Traction Promotion Project on ox-cultivation; and (c) the Central DRDR, SOTOCO and SRCC have well equipped but insufficient training programs for their field staff. All the above centers and programs are funded by Government with varying levels of donor assistance. 2.24 Agricultural training at the graduate and diploma levels is generally adequate although the number of graduates is constrained by lack of operating funds. Base level training of extension staff, however, is unsatisfactory, except to some extent for the training programs provided by the development projects at Central DRDR, SOTOCO and SRCC. The training programs are not systematic and training needs are not correctly diagnosed or met, owing to a lack of appropriate instructions and proper funding of training institutes. Improvements required to the current agricultural education system described above include: (a) preparing job descriptions for all staff to complement the introduction of a modified approach to the existing agricultural extension system; (b) establishir.g training requirements based on regular staff evaluations and needs; (c) identifying existing training programs in Togo as well as training opportunities overseas for staff to attend; (d) standardizing training programs at the DRDR level that would address the needs, constraints and technical problems faced by farmers and FEWs; and (f) emphasizing the importance of pedagogy and the need for continuous training of trainers on communication skills. While some of the above improvements are to some extent being carried out by individual projects they would be fully addressed under the proposed extension project. 2.25 Marketing. Both.the Ministry of Commerce and NDR control the State trading companies, the Office des Produits Agricoles du Togo (OPAT) and TOGOGRAIN. OPAT was created in 1964 and is responsible for the purchase of all export crops (cocoa, coffee, cotton, palm oil and palm kernels, and groundnuts) on the domestic market, for their marketing abroad, and for internal producer price stabilization. It purchases crops at producer prices fixed annually by presidential decree prior to harvest. OPAT's trading activities generate sizeable surpluses for the Government which are used to fund the national budget and subsidies on fertilizers and pesticides, and to support a variety of Government investments outside normal budgetary channels. TOGOGRAIN was established by Government to stabilize food prices and hold stocks mainly of maize, millet and sorghum, so as to smooth out fluctuations in supply and prices. Due to poor management, TOGOGRAIN has been unable to operate effectively as a regulatory agency and has now had its operations limited to managing a 12,000 ton grain security stock. 2.26 Most foodcrop surpluses are handled relatively efficiently by small private traders. Government has abandoned plans for further involvement in foodcrop marketing, relying instead on private traders. A study on grain marketing carried out by consultants to IDA, showed that marketing is generally competitive and unexploitative to small farmers. Small amounts of foodcrops are sold to neighbouring countries, particularly the northern Sahelian areas. USAID is supporting a cereals trade liberalization program aimed at strengthening the traditional private marketing channels and removing legal constraints to the export of foodcrops.  - 9- E. The Pilot Extension Test Zones 2.27 Faced with the problems of inefficiency in extension services (para 2.14), Government launched test activities in selected areas within the zones covered by projects managed by SOTOCO and PDRN with a view to improving their extension services. The objective was to introduce and adapt the main principles of the T&V system of extension in four sub-sectors each of the above two projects. In March and April 1986, staff from the World Bank's Regional Mission in Western Africa's agricultural extension unit contributed to the training of the personnel involved in the test activities while the projects provided the financing required for training purposes. 2.28 The test activities were initiated in March-April 1986 which allowed little preparation other than basic training as the cropping season had begun. Nonetheless, tangible results were achieved including: (a) the establishment of and adoption by all field staff of a time-bound work program based on a bimonthly schedule of fixed visits to groups of farmers; (b) the setting up of regular training sessions for all extension staff; and (c) some improvements of links with research, through DRA. By June, the new methodology was extended by the SOTOCO and PDRN managers to their entire areas of jurisdiction. 2.29 Surveys carried out by SOTOCO and PDRN monitoring and evaluation units in October demonstrated positive results after the first cropping season. Improvements were visible in both work organization and management. Maps and programs of visits were in regular use by 98% of the FEWs who, together with farmers, (over 90%) expressed satisfaction at the new approach to extension. The number of farmers actually reached by extension increased markedly and, by November, 98% were aware of FEWs scheduled days of visit. Bimonthly training sessions of the PEWs had been instituted and technical messages taught to farmers had become more practical and spect.fic. Also extension personnel have better perceived the need and benefits from closer links with research. It is estimated that within the pilot areas farmers established some 12,000 demonstration plots of between 0.1 to 0.2 ha, to test the FEWs recommendations. The technical recommendations tested which were simple and did not require increased use of modern inputs, included timely planting, proper spacing, thinning and weeding. Preliminary results indicate yield increases of between 20% and 40%, when compared to traditionally farmed fields. Many farmers have expressed their willingness to implement at least one demonstration plot during the next cropping season (details of the surveys are in Working Paper 3). 2.30 The pilot activities have demonstrated three factors essential for an expansion of the system as proposed in this project: (a) the main principles of the T&V system can be adapted to the Togolese context; (b) production increases have resulted from higher productivity practices introduced through the extension system; and (c) extension research links can be improved, and a considerable body of simple, low risk research results await transfer to farmers.  - 10 - III. THE PROJECT A. General 1. Project Rationale 3.01 Togo's overall economic growth will continue to depend heavily on growth in agriculture over the coming decade. However, many simple well tested research recommendations which could promote this growth have not yet reached most Togolese farmers. To ensure a more dynamic transfer of available technology to farmers, it is essential to improve the current linkages between research and extension as well as the efficiency of the country's extension services. Although extension is but one of the agricultural services in need of improvement, it is central to achieving results. Thus, as more complex research results become available and input distribution and credit services improve, the existence of better extension will be a precondition for having these results applied in the field. The proposed project would contribute to the program of restructuring extension services with the goal of harmonizing and eventually unifying extension services; this has been identified by Government as a priority objective. Through numerous agricultural extension projects in many parts of the world, the Bank Group has wide experience to offer in this field. IDA's continuous involvement both financially and through the provision of technical advice would therefore be of importance for the success of Togo's agricultural strategy. IDA participation at this stage should also assist in harmonizing the approach to promoting agricultural growth which is needed, given the current dispersion of efforts among 29 agricultural projects and 12 donors. The project forms an integral part of Government and IDA's agricultural sector development strategy and is closely related to the extension efforts of the ongoing Second Rural Development Project in Cotton Areas (SOTOCO - Cr. 1302-TO) and Cocoa/Coffee Project (SRCC - Cr. 945-TO). It is also related to Togo's structural adjustment program ihich specifically calls for a reorganization and rehabilitation of agricultural services. 2. Proiect Concept and Objectives 3.02 One of the principal findings of Government's agricultural performance review (para 2.15) was that due to the Ministries' ineffectiveness, Government services had been replaced in many areas by individual projects. Their combined effect, however, did not serve the sector effectively. Following the review, Government completed a strategy for the sector's development whereby extension and other supporting rural development activities would gradually become the responsibility of nationally administered services under the Directions Regionales du Developpement Rural (DRDR) with the role of projects being to support rather than replace institutions. Assisted by an IDA agricultural sector review, technical consultations between IDA and Government led in January 1985, to a clearer understanding as to the focus, content and method of implementing an agricultural extension project. Government requested a PPF in March 1985, to prepare an Agricultural Extension Project, and also indicated interest in a future Agricultural Support Services Project which  - 11 - would complement the former project by covering other services including research, input supply, seed production and a review of the institutional set-up in the agricultural sector. In early 1986, Government asked IDA to assist in starting-up pilot extension actions. 3.03 The main project objective would be to reorganize and strengthen the existing extension services managed by four of the five DRDRs, in the areas which are not presently receiving external aid, at both the national and regional levels and to introduce principles similar to the Training and Visit (T&V) extension system. Institution building would therefore be dominant in the project and would be aimed at strengthening the Direction G6n6rale du D6veloppement Rural (DGDR) within the Ministry of Rural Development (MDR) and its decentralized regional operations, the DRDRs. The project's investments and operating costs are the minimum deemed necessary to make the best use of existing personnel. Special attention is given to the organization and training of regional staff as well as to the availability and the proper management of funds by MDR down to the DRDRs. Following completion of this extension project, a follow-on project is envisaged which would incorporate and harmonize under one MDR/DGDR national extension service all of the currently dispersed extension projects. Gradually as the system proves itself, the DRDRs would assume responsibility for managing all extension services in their region as each of the ongoing projects comes to an end. 3. Project Description 3.04 The project would support, over a four-year period, Government's program for improving agricultural extension services executed through the DRDRs, with a longer-term objective of establishing a national service. The project would concentrate on foodcrop production and would thus complement similar extension and production efforts underway in the IDA-assisted projects for cotton and rural development, executed by SOTOCO, and coffee and cocoa development, executed by SRCC. The project would include: (a) reorganizing and strengthening MDR's agricultural extension services at the DRDR level along the basic principles of the T&V system; (b) providing for systematic in-service training of extension staff at all levels; (c) improving the links between extension and research through a more direct, decentralized involvement of DRA in adaptive research and farm trials, with the active participation of extension staff and farmers; (d) establishing a monitoring and evaluation unit within each DRDR to supervise extension and research activities and to provide sufficient feed-back from farmers so as to determine the appropriateness of extension's recommended messages;  - 12 - (e) introducing improved financial management practices for DGDR and the DRDRs. 3.05 The project would finances (a) the recruitment of a limited number of additional Togolese staff for ti) improved technical support of field staff; (ii) expanded training programs; (iii) adaptive research programs; (iv) the new M&E units; and (v) improved financial management; (b) the purchase of vehicles, field and office equipment for project staff, and a small civil works program; (c) incremental operating costs for the units involved; (d) the cost of setting up six small experimentation sites and rehabilitating six existing ones; (e) the cost of technical assistance to MDR, consultancies on financial management and training, and a study of women's role in agriculture. B. Detailed Features 3.06 DGDR's Direction de la Cooperation et de la Vulgarisation (DCV/DGDR) would have overall responsibility for the project and would coordinate field programs and provide technical assistance to the DRDRs. DCV/DGDR would be assisted by extension, training, research, monitoring and evaluation and financial specialists. This is further detailed in para 3.31. 1. Extension Services 3.07 The project would better organize and strengthen the extension services of the areas not covered by specific projects in four (Savanes, Kara, Plateaux, and Maritime) DRDRs. The characteristics of the four regions are in Annex 4-1. The reorganization would be carried out so as to apply the basic principles of the T&V system which have already proven successful in Togo through pilot activities (paras 2.27 - 2.30). 3.08 The three main principles of the T & V system of extension are closely adhered to in the proposed projects (i) establishing and adopting a time-bound and supervised work program; (ii) regular and continuous training of staff at all levels; and (iii) the strengthening of links with research. The project will introduce two variations in the manner in which the three principles are implemented in the field based on the pilot projects experience (para 2.27): (a) substituting contact farmers for contact groups. The concept of contact farmers that proved valuable in many countries, mainly in Asia, has not proven appropriate in the West African context in general, including Togo. Existing hierarchies at the village  - 13 - level do not allow for the artificial addition of contact farmers who are invariably perceived as having privileged relations with extension services. To prevent any such ill feelings, the alternative is for the field extension worker (FEW) to deal with contact groups instead of contact farmers. This is proving successful in COte d'lvoire, Burkina Faso, Togo and Guinea; (b) the PEWs temporarily taking on additional, non-extension functions. One important feature of the T & V system is for the extension staff to concentrate their efforts on working solely on agricultural extension. However, and only on a temporary basis, in the project the FEWs would continue to distribute inputs based on programmed schedules which would be limited to a few hours of their time per week. The proposed Agricultural Support Services project would address input supply on a national scale and thus eliminate this temporary arrangement. 3.09 An indicative ratio of 1 FEW per 200 farmers would be adopted as a first step in improving the service. This ratio would be modified during the project period to account for population densities, settlement patterns, types of farming and communication facilities. The project has not provided for any increase in the number of FEWs; instead, they would be redeployed according to the average 1s200 ratio during the first two years of the project. Basic population FEW ratios in the project area are detailed in Annex 4-2. The number of heads of sub-sectors, the direct supervisors of the PEWs concerned with the project, amount to 54 resulting in a 1:7 ratio which is satisfactory. According to the Nouvelle Strategie (para 2.06), a sector corresponds to a prefecture. Under this rule, there are currently 13 heads of sectors within the project area at the costly ratio of 1:4 instead of 1:7 or 8. The Government is aware of the excess number of head of sectors, and the latter ratio would improve in the medium-term when the number of head of sectors will be adjusted as ongoing projects are completed. Twenty-three Subject Matter Specialists (SMSs) currently exist in the fields of general agriculture, animal production, forestry and cooperatives. The Government would consider recruiting a limited number of SMSs for cooperatives and animal production should it become necessary in the course of the project. The SMSs would have an important role as they would liaise with farmers, extension and research. As such they would spend a third of their time visiting fields and talking to farmers and extension staff, one third at research to bring up the problems, constraints and wishes of farmers while keeping updated with on-going research programs. Finally, the SMSs would spend the balance of their time training the FEWs and heads of sub-sectors. At present, MDR has recruited higher level SMSs and is upgrading them through special courses. Staffing requirements are at Annex 4-3. 3.10 As a second step to improve the extension services, the effectiveness of the PEWs would be increased through regular support and training including (a) technical support from heads of sectors and sub-sectors; (b) training by SMSs on recommendations appropriate to farmers' concerns and needs; and (c) annual refresher courses to improve their basic technical and communication skills (para 3.12). As a third step, links with research would be improved (para 3.14). Finally, the  - 14 - project would provide the necessary financial support to make the DRDR extension services operational. An internationally recruited technical specialist in extension systems would be hired since such expertise is not currently available in Togo. The specialist would mainly help project management implement, harmonize and coordinate the new approach to extension within the four DRDRs. He would be located at DCV/DGDR and would work closely with a Togolese counterpart whom he would train according to a well defined program including the transfer of responsibilities. Details of the technical assistance to be provided is in Annex 4-4 and terms of reference are in Working Paper 4. The project would also finance (a) transport including vehicles for the heads of extension at the DCV/DGDR and DRDRs, and the heads of sectors, and motorcycles for the heads of the sub-sectors and the SMSs, and bicycles for the PEWs; (b) offices and field equipment including audio-visual aids where lacking; and (c) incremental operating costs. In addition, the project would assist in reducing the extension agent's time devoted to input distribution by constructing 85 small 15-ton village level input suppl; stores made out of reinforced clay and 12 30-ton DRDR operated input stores in areas where they do not exist. The village stores in particular will reduce time spent selling inputs as sales will be to groups rather than individuals. 3.11 Women's Role in Agriculture. Women play an important role in agriculture and are responsible for various agricultural activities such as planting, weeding and harvesting. Their specific functions vary between region and ethnic group. Despite their importance, it is unusual for FEWs to contact women directly, or for women to be present at farmers group meetings, although no formal constraint exists. Therefore, extension messages do not usually reach women directly. While Government is interested in increasing women's participation both as farmers and as FEWs, the way to integrate them is unclear at present. Consequently, the project would provide funds for a socio-anthropological study of women's role in agriculture by region and ethnic group. The study would suggest how to improve women's integration into extension service activities and increase their participation to the development of the agricultural sector. The study would be carried out in the project's first year so as to provide guidance and a plan of action to the extension services at an early stage. Assurances were obtained at negotiations that the study will be completed by December 31, 1988 and its results implemented as agreed with IDA. Terms of reference for the study are in Working Paper 4. 2. Trainint 3.12 The project would emphasize the training of extension staff as well as experimentation site managers, enumerators, M&E agents, accountants and surveyors. Project training would aim at upgrading the technical and communication skills of extension staff at all levels. It would also improve the capacity of SMSs to train and provide technical support to PEWs and head of sub-sectors, through (a) monthly technically specialized workshops for the SMSs; and (b) bimonthly training sessions of the FEWs by SMSs, on the technical recommendations to be taught to farmers during the following two-week period. The project's four-year training program has  - 15 - been prepared and agreed with Government. The program details the types of training, the beneficiaries, the length of the various courses and/or seminars, their frequency and the sources of training. The program is in Working Paper 5. 3.13 The project would provide for the recruitment of an experienced training specialist for the technical unit in DCV/DGDR, to head the expanded training program and to ensure adequate programming and implementation. He would also check the content of the various training sessions and refresher courses as well as the objectives of seminars and study tours to ensure they properly address the staff training requirements. Each DRDR would have its own training specialist to deal more specifically with the pedagogical aspects of training and who would, together with the SMSs, translate research recommendations into technical messages for farmers utilizing, among other methods, audio-visual aids. In addition, the project would finance on a short-term basis, a consultant training specialist to review and update the training program. He would also consider the appropriateness of using radio broadcasts for extension purposes. Terms of reference are in Working Paper 4. The project would also finance: (a) four regional training centers equipped with the audio-visual material and office equipment; (b) training rooms as part of small sector offices; (c) transport for the training staff at both DCV/DGDR and DRDR levels; and (d) incremental operating costs. 3. Research 3.14 The research program would be limited to priority short-term applied and adaptive research programs. Applied research would seek to verify new technologies in various agro-ecological conditions under controlled environment such as on the DRA research station, on experimentation sites or points d'essais (PE) and on farmers fields. Adaptive research would be confined to farm trials and be designed to adjust general recommendations derived from applied research to different farm situations including: (a) cropping sequences and mixes, (b) level of farmers skills, and (c) farmers resources and risk situations. The specific areas to be treated and from which the greatest impact on yields is foreseen include: anti-erosion measures starting from land preparation, improving seed quality, crop rotations and mixed cropping, restoring soil fertility, and post-harvest storage. As an example, recommendations on maize cultivation in the Maritime DRDR would focus on land preparation (with or without ridging, using hand tools) depending on the type of soils, seed quality, plant population by adjusting both spacing and the number of seed per hill, thinning and timely weeding, and post-harvest storage. Further details on the research component's organization and management, PEs and farm trials, content of the research program and specific technical recommendations to be further tested are in Annexes 4-5 and 4-6 and Working Paper 6. 3.15 There is currently an adequate body of simple, low risk, low cost and proven technologies ready for transfer to farmers which are detailed in Annex 4-6. There is also an adequate pipeline of research results to be  - 16 - tested under local conditions through PEs and farm trials. The above combination of readily available results and of recommendations that remain to be tested would provide extension with sufficient high impact technical messages to be taught to farmers for the next three to four years. From results obtained on the PEs, the SMSs would put together recommendations for farmer groups within their region. Feedback information would come from farmers' regular contacts with extension, SMS's diagnosis from both field visits and during training sessions with FEWs, and from researchers' regular visits to PEs and farmers fields/demonstration plots. 3.16 To carry out the above short-term research programs the project would provide for: (a) infrastructure; consisting mainly of six rehabiliteted PEs and of six new ones, (b) vehicles, (c) operating costs, (d) the international recruitment of an agro-economist to be posted at DRA, and (e) the cost of a Togolese counterpart to the above technical specialist. Finally, training in the design and execution of foodcrop trials would be provided for project staff through IITA, in Nigeria and the International Crop Research Institute for the Semi-Arid Tropics (ICRISAT) in Burkina Faso. 4. Monitoring and Evaluation 3.17 The project's monitoring and evaluation (M&E) system would be set up to provide the DGDR/MDR and the regional directors with information on the effectiveness of the extension services. The emphasis in the early years would be on monitoring project progress. The M&E system would comprise a central unit within DGDR and four regional units attached to the four DRDRs. The M&E unit to be established in the DGDR would standardize concepts, definitions and methods needed to allow for proper inter-DRDR and project comparisons of the extension services. From project inception, the unit would define with the DGDR and DRDR managers the type, amount, purpose and timing of data and information to be collected, provide the necessary staff training, and guarantee continuity in the collecting of data series requiring extended time-periods. 3.18 The monitoring aspect of the delivery system would provide project management with quantitative and qualitative information on the number of farmers exposed to technical recommendations and whether these farmers understand and adopt the recommendations. It would also indicate whether the messages have been understood by the FEWs, are relevant to farmers, or must be changed or adapted to local conditions. The monitoring will be carried out through built-in mechanisms in the extension organization (FEW logbooks, supervisors visits to farmers) and through several farmer surveys carried out annually by the M&E units. In addition to technical data, administrative and financial information would also be collected. Successful programs of this type have been introduced by SOTOCO and PDRN, which would serve as models for the type of M&E to be carried out. The M&E component would be provided with an internationally recruited specialist who would assist setting up and implementing the system for the first two years, and with additional staff, vehicles and operating costs. Details are in Working Papers 3 and 4.  - 17 - 3.19 Within the DRDRs, and separate from M&E activities, there is an ongoing agricultural statistics program operated by Division de la Plantification et de la Programmation (DPP/DRDR) under the technical guidance of Direction des EnquOtes et Statistiques Agricoles (DESA) which concentrates on national level statistics on area cultivated, yields and production. The project would provide the regional DPP/DGDR personnel with the transport and field equipment they currently lack. This project would complement a USAID program to start in 1987, aimed at strengthening DESA's capabilities to collect, transmit and analyze field data in time for appropriate measures to be taken annually on the country's food security situation. 5. Financial Management Systems 3.20 DAF/DGDR and the four DRDRs would be responsible for keeping separate accounting records consistent with sound accounting practices which would reflect fairly, in accordance with internationally accepted accounting principles, the overall financial situation of the DCV)DGDR and the DRDRs, as well as record the detailed costs of the project components. The DRDRs would maintain a simple, manually operated accounting system and the DAF/DGDR would use a microcomputer to consolidate projects accounts, and to prepare and monitor the annual budget. It is possible DRDR accounts would be computerized during the project through other donors financing. A cost accounting system would be introduced at DAF/DGDR and the DRDRs from project effectiveness. The measures taken under the project to improve financial management and accountability would include (a) recruitment by Government of a financial management consultant to establish closing balance sheets up to 31 December, 1986 for each DRDR and to design and implement a financial management information system for the project. This would be a condition of effectiveness; (b) strengthening the Direction Administrative et Financiere (DAF) within the DGDR and the DRDRs by recruiting additional suitably qualified personnel including an internationally recruited financial management specialist; and (c) providing transport facilities for the DGDR financial staff to allow for adequate supervision. The consultant's and the specialist's terms of reference are in Working Paper 4. C. Proiect Costs and Pinancing 1. Cost Estimates 3.21 The cost of the project is US$12.6 million for a project covering four years. This includes taxes of US$0.6, and a foreign cost component of US$7.6 million representing 602 of the total costs. A breakdown of cost estimates, at November 1986 prices is given below. Exchange rate for the dollar is assessed at CFAP 314. Annexes_4-7 and 4-8 give a breakdown by institution, component and by nature of expenditure, and Working Paper 7 contains detailed cost tables.  - 18 - Summary of Project Costs by Component Foreign % of Component Local Foreign Total Local Foreign Total As X of Base -- CFAF million --- ---- US$ million --- Total Cost Extension Services 474 872 1,346 1.5 2.8 4.3 65 39 Training 337 97 434 1.1 0.3 1.4 22 13 Research 266 356 622 0.9 1.1 2.0 57 18 Monitoring & Evaluation 124 188 312 0.4 0.6 1.0 60 9 Financial Management 107 617 724 0.3 2.0 2.3 85 21 Total Base Costs 1,308 2,130 3,438 4.2 6.8 11.0 62 100 Physical Contingencies 115 125 240 0.3 0.4 0.7 52 6 Price Contingencies 151 119 270 0.5 0.4 0.9 44 8 Total Project Costs a/ 1,574 2,374 3,948 5.0 7.6 12.6 60 114 (Including Taxes) ===MM - - = ====a rnm,,, Taxes 192 -- 192 0.6 -- 0.6 Total Project Costs (Net of Taxes) 1,382 2,374 3,756 4.4 7.6 12.0 a/ Includes US$0.2 million and US$0.6 million for the first and second PPF. 3.22 Physical contingencies of 10% have been allowed on operating costs, incremental personnel costs, locally manufactured office equipment and 151 on buildings. Price contingencies have been included at an average of 4% on local costs and of 1% on foreign costs for 1988, 1989 and 1990, and 3.5% for 1991. 2. Financing Plan and Arrangements 3.23 The financing of project costs including taxes would be shared in the following amounts and proportions:  - 19 - Financing Plan by Category of Goods and Services (US$ million) IDA Government Total Buildings 1.0 0.2 1.2 Vehicles 1.2 1.2 Equipment 0.6 0.6 Technical Assistance 2.0 2.0 Consultants 1.2 1.2 Training 1.3 1.3 Operating Costs 2.4 0.8 3.2 Personnel -- 1.9 1.9 Net Financing Requirements 9.7 2.9 12.6 = 0 mm Of which Taxes -- 0.6 Share of Financing With Taxes X 77 23 Net of Taxes X 81 19 3. Proiect Preparation Facility 3.24 Funds have been requested for two Project Preparation Facilities (PPF) for project preparation and to assist in project start-up activities. The first PPF has been awarded and the second request is currently bein8 finalized. Details of the PPFs are as follows: Cumulative Sumary of PPF Reauests CIA? US$ (million) ('000) Consultants Project Preparation (awarded) 63 200 Audit of DRDR 25 81 Management Information System 33 106 Technical Assistance 130 413 TOTAL 251 800 4. Procurement and Disbursement 3.25 Contracts exceeding US$200,000 would be procured through international competitive bidding (ICB). For those contracts below US$200,000, but more than US$50,000 local procurement procedures, which have been reviewed by IDA and found generally satisfactory with the following modifications, would be used: (a) public bid opening sessions  - 20 - would be held; (b) explicit criteria for bid-evaluation would be made available to bidders; and (c) foreign firms not established in Togo would be allowed to participate in the procurement exercises. Procurement for less than US$50,000 would be on the basis of quotations from at least three reputable suppliers. Disbursement for procurement under ICB and LCB would be against full documentation. All other disbursements would be against Statements of Expenses (SOEs). All procurement decisions in excess of US$200,000 would be submitted to IDA for prior review. Procurement arrangements are summarized below with figures in brackets representing financing by IDA: Procurement Arrangements (US$ million) ----- Procurement Method --------- Total Procurement Element ICB LCB Other NVA Costs Buildings 1.0 0.2 a/ 1.2 (0.8) (0.2) (1.0) Vehicles 1.2 1.2 (1.2) (1.2) Equipment 0.4 0.2 0.6 (0.4) (0.2) (0.6) Technical Assistance 2.0 bI 2.0 (2.0) (2.0) Consultants 1.2 b/ 1.2 (1.2) (1.2) Training Sessions 1.3 c/ 1.3 (1.3) (1.3) Operating Costs 3.2 di 3.2 (2.4) (2.4) Salaries _ - 1.9 e/ 1.9 1.2 1.4 3.6 6.4 12.6 (1.2) (1.2) (3.6) (3.7) (9.7) a/ Constructed by farmers kl Procurement according to Bank guidelines cl Local and international transportation and subsistence d/ Vehicle maintenance and office expenses el Financed by Government  - 21 - 3.26 Vehicles would be procured through ICB. A small civil works program of regional offices and training centers, houses and village input stores is scattered geographically and not suitable for ICB and would thus be procured through LCB. Technical assistance would total 10 man-years (para 3.31), and is expected to be recruited under a single contract. All technical assistance staff would be selected in accordance with IDA guidelines and finalization of a contract acceptable to IDA and having the staff in post would be a condition of effectiveness. 3.27 Allocation and Disbursement of IDA Credit. The IDA Credit is to be disbursed over a period of six and a half years, which corresponds to the standard disbursement profile for Togo (Annex 4-9). IDA contribution to operating costs would be on a declining percentage to allow Government to build up gradually to its post-project funding responsibilities (para 3.36). Amount of Loan % of Estimated Allocated Cost to be (US$ million) Financed Categories SDR US$ 1. Buildings 0.70 0.9 100% 2. Vehicles and Equipment 1.25 1.6 100% 3. Technical Assistance 0.94 1.2 100% 4. Consultants 0.55 0.7 100% 5. Training 0.86 1.1 100% 6. Operating Costs a/ 1.65 2.1 100% for 1988 90% for 1989 60% for 1990 44% for 1991 7. PPF 0.63 0.8 100% 8. Unallocated 1.02 1.3 7.60 9.7 a/ Other than salaries and wages 3.28 Under the project, claims for disbursements against training and operating costs would be submitted on the basis of SOEs. Supporting evidence would be available at the project sites for review by supervision missions. Terms of reference for external audits would include specific instructions for the verification of SOEs submitted to IDA which would be kept at DAP/DGDR for review. Claims for other expenditures would be reimbursed on the basis of supporting documentary evidence. Disbursement claims would be submitted for amounts not less than US$20,000 equivalent. To ensure efficient and timely implementation of the project, Government agreed at negotiations to replenish the project account quarterly and in  - 22 - advance on the basis of the Government's share of the DCVIDGDR and DRDR annual budgets. Government would also open a Special Account at an institution acceptable to IDA into which IDA would deposit, after loan effectiveness, an initial sum of US$600,000. This would be used to finance IDA's share of project expenditures corresponding to about six months of IDA reimbursable expenditures. IDA would replenish the account upon receipt of SOEs and other claims. Should any disbursement made from the Special Account not be acceptable to IDA, Government would be required to deposit the corresponding amount back into the Special Account, or if IDA so requests, refund to IDA an amount equal to the non-eligible amount. The above assurances were obtained at negotiations. 5. Accounts, Audits and Reporting Requirements 3.29 The DAF/DGDR and the DRDRs would keep accounting records as described in para 3.20, and would prepare annual budgets for project implementation. Detailed budgets would be submitted to IDA for review and comment not later than two months prior to the beginning of the implementation year. The financial staff of the DAFIDGDR would be responsible for the preparation and submission of quarterly budget comparisons to project management and IDA. Annual audits in accordance with internationally accepted auditing standards would be performed by independent firms acceptable to IDA. Audit reports would contain a long form report on the project accounts and a detailed report on internal control. The auditor would also be required to express an opinion on the reliability of SOEs procedures, the legitimacy of expenditures utilizing the IDA Special Account and the utilization of goods and services financed under the project. Audited accounts would be submitted to IDA not later than six months following the end of DGDR and DRDRs financial years. Failure to provide such accounts within 90 days of the above deadline or unsatisfactory reporting would be cause for stopping disbursements or reverting to disbursements on documentary evidence. Agreement on these conditions were obtained at negotiations. 3.30 Reports would also be issued summarizing project's achievements, comparing them to agreed annual programs and commenting on key problems and future priorities and needs. To this effect the MDR would communicate to IDA two months before the start of each fiscal year the DGDR and DRDRs (a) programs of operations; (b) detailed annual training programs; (c) annual adaptive research programs including the respective implementation and financial responsibilities of extension and research; (d) annual M&E program; and (e) annual budget and procurement plans. Project implementation would also be monitored by DCV/DGDR which would carry out regular supervision work, at least twice a year and prepare corresponding reports within two months of the end of the semester. Key indicators on both physical and financial aspects would be determined at project inception by the M&E unit within DGDR. This latter unit would also submit a final Project Completion Report within six months after the project completion. Assurances on the above reporting requirements were obtained at negotiations.  - 23 - D. Organization and Management 3.31 DGDR would have overall responsibility for the project whereas implementation would be the responsibility of the Direction de la Cooperation et de la Vulgarisation (DCV). DCV/DGDR would receive additional specialist staffing as detailed below to assist in project implementation. The need for further reorganization in the DGDR would be assessed under the proposed Agricultural Support Services Project. As the organization of the DRDRs is new as proposed under the 'Nouvelle Strat6gie" (Annex 3-2 and para 2.06), an evaluation would be carried out two years after effectiveness to assess its appropriateness and efficiency, and if necessary, make proposals for improvements which would be discussed with IDA for subsequent implementation. This was agreed at negotiations. DCV/DGDR would be made up of, among others, a head who would also be in charge of extension, and the training, research, M&E, and financial technical specialists and their counterparts. The training specialist would be a Togolese, back-stopped by short-term consultancies. Technical assistance would total 10 man-years: extension - 3 years, research - 2 years, M&E - 2 years, and financial management - 3 years. The technical assistance in extension and financial management would be followed up in PY4 by short term consultations and if necessary for M&E and research as well. The above specialists would closely liaise or work directly through each corresponding Directorate in the DGDR, e.g. Agricultural Training, DAY, DRA (see Annex 3-1). The DRDRs would be responsible for project implementation and day-to-day management within their respective areas. A detailed implementation schedule is in Annex 4-10. The posting of internationally recruited staff and their counterparts in DGDR, and the head of DCV, would be a condition of effectiveness. 1. Extension Services 3.32 Government would organize its extension services avoiding its present weaknesses (para 2.16), utilizing its experience with pilot extension activities (paras 2.27-3.30), and by adapting basic features of the T&V systems. In each region, the basic field management unit would be at the prefecture level, with a sector head in charge hierarchically of the sub-sector heads and the FEWs. The sector head would be responsible to the regional director (DR) who in turn would report to the general director (DG) in the MDR. At the prefecture level, each FEW would be assigned one of the designated extension zones which he would subdivide into eight sub-zones, and visit each on a fixed day every two weeks. The FEV's remaining time would be devoted to training (paras 3.12 and 3.13) and completing short reports covering their activities. Sub-sector heads would be responsible for planning and supervising the FEW's activities. SMSs would An addition to training FEWs and subsector heads, be closely associated with the research program (para 3.15). The M&E units would closely follow project progress and regularly produce reports which would allow management to monitor the effectiveness of the extension services (paras 3.17 and 3.18).  - 24 - 2. Research 3.33 DRA would establish a team to implement agreed upon applied and adaptive research programs (paras 3.14-3.16). It would be the team's responsibility to prepare and supervise the trials to be conducted on the PEs and farmers fields and would backstop and train the DRDRs extension personnel, in particular SMS8. The team would be headed by an experienced internationally recruited agricultural economist, with considerable experience in adaptive research in foodcrops as well as in the association of agriculture and livestock. Other members of the team would include DRA's foodcrop specialists for grain (maize, sorghum, rice) legumes (cowpeas and groundnuts) and tubers (yams and cassava). The team would also liaise whenever necessary with the ox-cultivation program, the small ruminant project (para 2.23) and with the DRA forestry specialist. 3.34 Both the DCV/DGDR and the four DRDRe would have heads of research and development to ensure linkages between extension and the various research institutes and agencies dealing with foodcrops, cotton, livestock and forestry. The staff in charge would see to it that annual adaptive research programs are established based on a diagnosis of farmers past and current problems, concerns and constraints. Together with DRA, the staff would coordinate and supervise, the implementation of the trials program within the four DRDR's PEs and farmers plots, follow up on the results obtained and ensure that extension is kept up-to-date. The staff would also have an important role together with the training officers in evaluating the training requirements of PR managers, enumerators and SMSs (para 3.12). Each of the 12 PEs would be managed by an agricultural technician (Ing6nieur Adjoint d'Agriculture or an Ingenieur des Techniques Agricoles), who would share their time between the PEs and on farm trials. DRA would implement the annual work programs based on contracts between DRA and DCV/DGDR. This was agreed at negotiations. E. Benefits and Risks 1. Benefits 3.35 The T&V system has in many countries been associated with significant yield increases because of its ability to teach farmers timely application of improved cultural practices. It has also been the starting point for additional institutional improvements. Thus the main results anticipated from the project would include; (a) MDR's improved ability to plan and coordinate agriculture extension at national level; (b) increased production and productivity of foodcrops; and (c) increased incomes for some 20 to 302 of Togo's rural community. The project would directly benefit the poorer half of Togo's populationt agricultural (as opposed to rural) population makes up about 55X of the total, and agricultural incomes are estimated at US$120 per year and non-agricultural at US$375 per year. (a) Imvact on Government Finances 3.36 Total incremental project cost over the development period would be ClAF 3,756 million (US$12 million) net of taxes and duties, of which  - 25 - Government would contribute CFAP 751 million (US$2.4 million), or an annual average of CFAP 188 million. This corresponds to an annual cost/ha of cultivated land of US$12.5 2/ or US$ 8.5 for the regional operations. Government's contribution to project costs would gradually increase over the period (para 4.26), so as to approximate its post-project funding responsibilities after IDA funding is completed. Annual incremental costs after the project development period in 1992 prices would be about CFAP 395 mailion (US$1.3 million) net of taxes (US$5.0/cultivated ha). This represents a 151 increase in real terms in the budget of the agricultural ministry from its pre-project level. This is the minimum deemed necessary for the extension services to achieve an acceptable level of efficiency, and costs per hectare of cultivated land during and after the project period are similar to other ongoing IDA or Bank supported West African extension projects. In addition, much of this project's overheads (research, M&E, financial management) are geared to setting up a national level extension service, which would spread fixed overheads over a considerably larger area, thereby reducing unit (e.g. cost/ha) costs. As most of the incremental post-project expenditure constitutes non-personnel costs (72X), this fits in with Government's structural adjustment program which specifically calls for an increase in the non-personnel expenditure in the agricultural sector. Against these incremental costs, the project would generate some additional indirect public revenues as project beneficiaries would spend part of their increased incomes on consumer goods and services offered by the private sector, some of which will carry a tax element, mostly in the form of import duties. (b) Economic Costs and Benefits 3.37 Attributing a precise level of benefits to an extension project is difficult. as it is not possible to single out the proportion of benefits that are due to extension alone. Other factors or combinations of factors such as price policies, the availability and cost of inputs, credit and climatic conditions to name a few, will also influence production. It is also difficult to determine the adoption rates of recommended practices, in particular when the project is spread out among regions having different resource constraints and potentials as well as farmers at various levels of technological development. For these reasons, a rate of return calculation has not been calculated. 2. Risks 3.38 The extension system has been tried in the pilot zones and is thus adapted to Togolese conditions. Nevertheless, the risks foreseen, which are comon to similar extension projects supported by IDA include: (a) inadequate budgetary support from Government; (b) ineffective 21 Assuming 120,000 farm families with an average 2.0 ha cultivated, gives 240,000 ha in the 4 DRDR regions.  - 26 - management of personnel and funds; (c) lower than expected adoption rates of technical recommendations by farmers; and (d) ilower than expected build-up of applicable technology by research. 3.39 The project has been designed to focus on these risks. Concerning funding, Government is showing its commitment to rural development under its structural adjustment program by increasing budgets for agricultural services, thereby reducing future risk. In addition, a Special Account would be provided to assure adequate initial funding of the project as Government progressively increases its budget allocations to the project. Concerning the management of extension services, improved management is expected as a result of the improved organization, training, M&E, financial management and technical assistance to be provided by the project. Concerning technical advice to farmers, the pilot extension activities have shown that simple, low risk technologies are available and adoption of these has proceeded at a satisfactory rate. There is still room for sizeable improvements in foodcrop agriculture since most of the country's farmers have not yet had access to the extension services and to the technologies adopted in the pilot activities. The project also focuses on the pre-extension testing of a sizable body of existing research results. IV. ASSURANCES AND RECOMMENDATION 4.01 Assurances obtained at negotiations: (a) the project would procure goods and services using ICB procedures, and existing local procurement procedures with modifications acceptable to IDA (para 3.25); (b) Government's portion of incremental funding would be deposited in the project account quarterly and in advance (para 3.28); (c) the DAF/DRDRs would, under the supervision of DAF/DGDR, (i) maintain appropriate records and accounts; (ii) have their accounts, year-end financial statements and statements of expenditures audited by independent auditors; (iii) submit audited accounts and audit reports to IDA not later than six months after the end of their financial year; (iv) submit annual budgets and work plans to IDA for review and comments two months prior to the beginning of the fiscal year; (v) submit biannual progress reports two months from the end of the semester; and (vi) prepare a Project Completion Report six months after project completion (para 3.29 and 3..0); (d) DGDR would carry out an evaluation of the DRDR's organizational structure two years after effectiveness to determine its appropriateness and efficiency, discuss any proposed improvements with IDA and consequently implement any agreed changes (para 3.31); and  - 27 - (e) DRA would implement the annual adaptive research programs based on contracts between DRA and DCV/DGDR (para 3.34). 4.02 Conditions of Loan Effectiveness would be thats (a) the audited accounts for the four DRDRs as of December 31, 1986, have been submitted to IDA (para 3.20); (b) an appropriate financial system would have been established in DAFIDGDR and the DRDRs (para 3.20); (c) all technical specialists to be recruited internationally would be selected in accordance with IDA guidelines, a contract acceptable to IDA would be finalized and the staff would be in post (3.26); and (d) appointment of the head of DCV and the counterparts to the technical specialists (para 3.31). 4.03 With the above assurances and conditions, the project would be suitable for a credit of US$9.7 million to the Government of Togo on standard IDA terms. WAPA A April 1987  - 28 - lOG0 AGRIClTURAL EXTEMION PROJECT ANNE 3-1 Orgnboaonal Cha Dlrectlon Genefole du Dvlopent Rural. MIA DUi ft-w - I I Toe I et ~ t ^ la aft ~t U Fs e I~~~~~~~~~~~~~~~~~~~~~ErI etL | 1 1 1~~~~~~~~~~~~~~~~~~~~~~~~al 90Xz i- Z: , Ivl~ee~ A t I  - 29 - TOGO AGRICULTURAL EXTENSION PROJECT ANEX 3-2 OrganIzaonal Chart Dirotelon Regonale du Developp.ment Rurale D.R.D.R. Pwoom R0onale4 vO Weppement RZonab dvauio DAF. D.C.V. D.P.P. D.AM. Q.M.P.C. Dhbbn Admhb* Divbbn de Coo. DMvilon do b Division de rA6 Dvson d$ Mo trtltvo et FinO- p6roIion et de Pkk of IrgKmet Ot do 10 de Produoln et clo 10 Vulgoron de ba Pro -v _notlnW I i _~~~~~~~~~ _0 dePodd 0LK4096 IZones dnod_wl WM Bnk 30.2  - 30 - RPULIC 0F TOGO AGRICULTURAL EXTSION PROJECS Characteristics of the Four Prolect lssions a/ PARAU KAR SAAM MARITuM Total Land Area (ka2) 8,603 11,631 16,739 6,345 Total population ('0008) 329 427 650 1,640 Rural population ('000s) 299 345 577 611 Farmins Families ('000s) 30 49 72 87 Population density (/km2) 38 37 38 163 Average Family Size 10 7 8 7 of which Active Saba Equivalents 5 3 3 3 Averase Farm Size 3.3 2 1.5 1.3 Perennial crops no no yen yes Rainfall 950-1200 m 1100-1300 m 1000-1500 - 800-1250 m p.a. p.a. p.a. p.a. monomodal bimodal bimodal pronounced pronounced longer wet longer wet dry season dry season season season Dominant Cash Crops Cotton, Cotton Cotton, Co- Cotton, coa, Coffe Vegetables Dominant Fooderops Cowpea, Sorghum Millet, Maize, Sorg- Maize, millet, ground- sorght=, hum, root- rooterops nuts cowpea crops Main Institutions SOTOC0, MAR SOTC00, MAR SOTOC0, SRCC, S0TOCO, APP, Project PD, ILO, c/ PPR, PDRN, MAR, MAR, PPR, PDR k/ NGO t7 NGO t/ Incomes Lowest Low High Highest a/ Population and area filgures for the specific project areas within each region is at Annex 4-1 population. Data from 1981 Census. b/ PPR Project Petit Ruminants c/ International Labor Organization t/ NGO (Non-Governmental Organization) WAPAA April 1987  - 31 - MM 4-2 Page 1 of 2 REPLIC O TOGO AGRICULTUAL EtNSIN PROJECT BASIC POPUIATION/ElMSION AGENT RMT)S. AND AREA DATA F THE PROJECT ARIA PoLulation aJ Farm Pallies No. Extmaion atent Average/ at 1s200 b / Refion No. family No. ratio Existing km2 1. Savanes Total 329,144 8,603 Urban 29,883 Rural 299,261 - DRl region (rural' 114,470 11.060 55 61 2.290 - Tone c/ 82,020 11 7,460 37 32 1,320 - Oti ci 32,450 9 3,600 18 29 970 2. Xara Total 426,651 11,630 Urban 81,519 Rural 345,132 - DRDR Region (rural) 205.355 29.340 146 145 4.216 - Doufelgoli 46,887 7 6,700 33 44 1,120 - Kozah 92,134 7 13,160 66 49 1,693 - Binah 45,969 7 6,570 33 37 465 - Assoli 20,365 7 2,910 14 1S 938 3. Plateaux Total 650,393 16,793 Urban 73,425 Rural 576,968 - DRDR Region (rural) 138.560 18.3Z0 91 81 4 330 - Amou c/ 59,300 7 8,470 42 40 2,930 - Kloto cl 79,260 8 9,900 49 41 1,400 4. Maritime Total 1,040,241 6,345 Urban 429,133 Rural 611,108 - MRDR Region (Rural) a/ 408.769 603110 200 77 3.018 Golfe 72,307 6 12,050 60 4 345 Zio c/ 45,710 7 6,530 32 16 830 Yoto c/ 27,950 7 3,990 20 11 380 Vo 139,315 7 19,900 100 19 558 Lacs 123,487 7 17,640 88 27 905  - 32 - ANNMM 4-2 Page 2 of 2 Population a/ Farm Families No. Extension aaents Average/ at 1:200 Area k/ ReRign No. family No. ratio Existing km2 5. Centrale (Not project area) Total 273,138 13,183 Urban 70,161 Rural 202.977 7 28.990 145 125 Sumiarv Poaulation Area Total Country's Population 2,719,567 Total Countrys' area 56,604 Total Urban 684,121 Total DRDR area 13,854 Total Rural 2,035,446 2 DRDR area of total are 25 Z Rural Population of total 75 Total farm families 262,500 Total DRDR rural population 867,163 X DRDR rural population of total rural 42 % DIDR rural population of total population 32 Total DRDR farm families 118,880 Footnotes to Table at Data from November 1981 National Census. For discussion regarding updating of figures and classification of urban and rural population where rural is apparently overestimated,osee Working Paper 1, Annex 3. bJ Data from Direction des Enqu&tes et Statistique Agricole, Ninist&re du D6veloppement Rural. c/ Data on the DMDR areas of those prefectures partially covered by the DiDRs is unavailable. Estimates of population and area were made as follows by DRDR officials and mission mmbers: Prefecture 2 of Rural Population in DDER 2 of Area in DUDE Tone 35 35 Oti 50 20 Amou 80 80 Kloto 50 S0 Zio 25 25 Yoto 30 30 WAPAA April 1987  _33 ANNEX 4-3 REPUBLIC OF TOGO AGRICULTURE (ENSION PROJECT INCREMNTAL STAFFING RCQUIRMENTS DGDR DRA SAVANE LARA PLATEAU MARITIME TOTAL Extension Service Chief 1 - 1 1 1 1 5 Trainer - - 1 1 1 1 4 Prograumer - - 1 - - 1 2 Animal Production - - - 1 1 - 2 Deputies _ 2 3 2 1 8 5 6 5 4 21 Trainint Service Chief 1 _ _ _ _ _ Research Service Chief 1 1 - - - - 2 Regional Manager - - 1 1 1 1 4 PE/Station Manager - 1 2 2 2 2 9 Enumerators 4 4 4 4 16 1 2 7 7 7 7 31 Monitoring & Evaluation Service Chief 1 - 1 1 1 1 5 Statistician - - 1 1 1 1 4 Enumerators 4 4 4 4 16 1 - 6 6 6 6 25 Financial Manaasent Financial Director 1 - - - 1 - 2 Accountants 2 _ 1 _ 2 _ 5 3 - 1 - 3 - 7 TOTAL 7 2 19 19 21 17 85 WAPAA April 1987  - 34- ANNEX 4-4 REPUBLIC OF TOGO AGRICULTURAL EXTENSION PROJECT TECHNICAL ASSISTANCE Man/Months USS (million) DGDR Extension 48 1 .7 Monitoring and Evaluation 24 .3 Financial Management 48 1I .7 120 1.7 DRA Research 24 .3 24 .3 TOTAL 144 2.0 1/ These figures include the cost of short-term consultancies after the full-time technical assistance contracts terminate. WAPAA April 1987  -35 AMNE 4-5 Pae I of 4 REPUBLIC OF TOGO AGRICULTURAL IXTINSION PROJECT RESEARCH PROGRAM Present Situation 1. It has been observed that in Togo as in many other countries, research personnel criticize extension for non-delivery, and in turn extension staff blame research for non developing appropriate technology. Although the assertions of research personnel are true given the current weakndmess of the DRDR agricultural extension service, it is also tru. that most technical packages and/or recomendations are insufficiently adapted to local conditions. This is mainly because (a) the DIDM extension services have seldom generated an effective demand for technological informetion to suit the needs of smallholder agriculture, and (b) the research staff does not get sufficient opportunities to observe or analyse the smallholder's problems. k feedback mechanism from smallholder via extension to research is not yet routine practice. Research Oblectives 2. Major emphasis would be given to farming system research and to adaptive research in the form of on-farm trials. Improved techniques would be tested in an on-farm situation within both the mixed and monocultural cropping systems that exist. The main techniques to be introduced and tested are improved varieties, land preparation, timely and correct sowing, fertilizer, weeding, pesticide use and soil conservation masures. In general, the reorientation of rosearch design would be promoted by the intensified farm trials program and the research demand generated by the extension program. Research Prograam Components 3. The project would finands the followings (a) Rehabilitation of six existing Pls or small applied research out-stations; (b) Establishing six new PEs by construction of field minor buildings/ stores, drying areas and walls; (c) Equipment, vehicles, mopeds, bicycles, basic experimantal materials, seeds, fertilizers, pesticides for use in the research program; (d) Technical services from DRA including IRAT;  - 36 - ANNEX 4-5 Page 2 of 4 (e) Training of applied research staff through an intensive training program and visits by researchers to the major research stations in the sub-region (IITA, ICRISAT and SAIGRAD); (f) Operating costs. Organization and Managemet 4. DRA/IRAT would be responsible tbrough annual contracts with the DRDRs, for the preparing of adaptive research programs and for their execution jointly with extension. More specifically an internationally recruited agro-economist would be posted at DRA to be in cbarge of the above programs. He would call, whenever necessary, on a team of DRA foodcrops specialists for maize, rice, sorghum, legums and tubers. The agro-economist would contribute to strengthening the current weak linkages betwen research and extension through: (a) identification and understanding of the farmers' real needs, and the constraints facing agricultural production; (b) design of suitable experiments to properly address the problems once identified; and (c) the correct conduct of experiments and the proper interpretation of results. This would be possible by taking acount of farm systms work into research, stronger orientation to adaptive research and increase of field level trials. S. In order to implement this strategy the following activities would be adoptedt (a) Organization of monthly workshops for research staff and SHSs; (b) Setting up of a joint research-extension work group to properly select new technology to be tested on PBs and on-farm trials; (c) Improving the network of such Pgs and farm testing; (d) Monitoring and analysis of results by research with the collaboration of extension. Adaptive research out-gtations 6. DRA has in the past run up to 20 small out-stations or Points d'Ussais (PR) ranging in size from 0.3 ha to over 100 ha. Six PUs conveniently located in the project are would be rehabilitated whereas six new ones would be establishad. All PUs would be standardized in size (10 ha) as well as to their infrastructure, equipment and personnel. Staff would include one site manapr and two surveyors. The latter would also be in charge of on-fart field trials. Trials would be designed by DRA/IRAT in close cooperation with extension after oetensive field visits, discussions with farmers and the holding of at least two joint metings between DRA and DRDRs. Trials would be implemented by DRA/IRAT personnel (the site managers should whenever possible be seconded by DRk to the project) under mutually agreed annual contracts between Research and Ixtension. Farm Trials 7. Agricultural research in Togo has in past years been focused largely upon a network of sub-stations located in a range of ecological  - 37 - ANNEX 4-5 Page 3 of 4 zones. Research was uncoordinated and experiments originated from about 12 different research institutions. Also experiments on sub-stations tended to assume optimal general husbandry standards in contrast to those imposed on most smallholders through cash and labor constraints. Instances of agronomy trials on smallholdings were rare. The interest now being shown in farm trials on smallholdings by both research and extension derives from the fact that this approach offers several potential benefitst (a) it provides a way of generating research recommendations for a much wider range of agro- ecological zones than those covered by the network of PEs alone, (b) by arranging for smallholders to carry out the cultural practices, actual farm conditions are simulated and data obtained that might otherwise have been ignored, and (c) the wider distribution of trials provides a powerful learning medium for extension staff. 8. Growing population pressure in some regions and the consequent need to increase food production has raised the importance of integrated agricul- ture where crops and small livestock could form a more intensive production system suited to specific areas. It should also help, if properly conducted, better control soil degradation. MDR would be well suited to carry out extension on integrated agriculture given their new responsibilities for livestock. Content of the Research Proaram 9. The main technical practices to be further investigated by research during the project first cropping season have been determined. The practices to be tested and incorporated in future adaptive research programs would be determined and selected as mentioned in paras 4 and 6. The potential increase in yields from the future flow of new technologies is shown in Table 1. Detailed information on the 1987 adaptive research program is in Working Papers 4. WAPAA April 1987  ANNX 4-5 - 38 - Pago 4 of 4 REPULIC TOGO AGRICULTURAL EXTENSION PROJECT POTENTIAL YIELD INCREASES a/ Table 1 Average Yield ksiha b/ Traditional Improved Cultivation Research Cultivation Medium Max kg/a Maize 700 1,500 3,500 4,500 Sorghum 550 1,000 1,700 2,500 Rainfed rice 850 1.200 3,000 3,500 Groundnut 950 1,200 3,500 4,000 Covpa 300 800 1,500 2,000 Source : Planning Unit MDR. / The above yields are indicative. They translate average results out of those regions best suited for the crops mentioned. bl The yields also vary depending on varieties. WAPM April 1987  - 39 - ANNEX 4-6 page 1 of 2 REPUBLIC OF TOGO AGRICULTURAL EXTENSION PROJECT Technical Recommendations Readily Available Per DRDR and for the Main Food Crops Technical ---Maritime---- ---Plateaux- ----Kara----- Savannes Recommendations M R S G C M S R G C M S R G C S R G Selection of field + + + + + + + + Land preparation 1/ + + + + + + + + Anti-erosion measures + + + + + Seed quality 2/ + + + + Plant population and sowing in line + + + + + + + + + + + Fertilizers 31 Thinning + + + Weeding 4/ + + + + + + + + + + + + + + + Treatment + + + Post-harvest I conservation + + + + ++ + + + + + M - maize; R - rice; S - sorghum; G = groundnut; C - cowpea 1/ With or without ridging. 2/ Germination test. 31 Advice to apply fertilizers although necessary for most crops would only be given when husbandry is properly mastered. 4/ Priority crops. February 1987 WAPA A  - 40 - ANNEX 4-6 page 2 of 2 REPUBLIC OF TOGO AGRICULTURAL EXTENSION PROJECT Technical Recommendations Requiring further Testing by Research I/ Technical ---Maritime---- ---Plateaux- ---Kara--- Savannes Recommendations M Ca G C R M R S G C M S R G C S R G Cropping Systems Rotation of crops + + + + + + + + + + + in pure stand Mixed cropping + + + + + + + + + + + + + + Alley-cropping + + Improved varieties + + + + + + + + + + + + + + + + + Retaining soil + + + + + + + + + + + + + + + + + + fertility 2/ Plant population 3/ + + + + + + + + + + + + + + Date of sowing 3/ + + + + + + + + + ++ Response rate to + + + + + + + Fertilizers 4/ Weed control 5/ + + + + + + + Plant Protection + Storage and Conservation + + + + + + + M - maize; Ca - Cassava; R - rice; G - groundnut; C - cowpea; R - Rainfed rice 1/ Indicative research program for the next four years on PE and/or on farm trials. 2/ Anti-erosion measures and use of crop residues. 3/ In mixed cropping. 4/ Formulations and dosage. 5/ Manual or using herbicides. February 1987 WAPA A  - 41 - Annex 4-7 REPUILIC OF TOBO ASRICULTURAL EXTEKION PROJECT Project Costs by Coponeot nd Nature CFA (000) 180R ORA SAM KARA PLAfTEAU WITINE IOtAL TAXES TAIES ... _...................... ... - ----- - -----.. - - ---- ... -..... ...... ..... _........ E17ENSION SERVICES 283,08 290,610 06,837 236,485 314,678 1,540,453 99,607 1,440,846 Vehicles 4,663 53,913 -5,8 50,0 75,71 270,826 0 270,826 Buildings 0 81,504 75,962 25,695 31,456 220,t61 33,092 187,523 Equipunt 2,153 19,275 13,682 11,751 13,845 60,712 7,065 3,647 Perunnel 9,139 49,258 7,98 "5,806 40,713 235,825 23,502 213,242 Operating Costs 11,21 4,661 153,422 89,618 146,883 495,801 35,868 459,933 Tecthnitl Assistance 223,S89 0 0 0 0 223,589 0 223,589 Consultants 33,004 0 0 0 0 33,084 0 33,084 TRAININ6 57,277 112,726 148,631 98,971 110,471 528,075 16,288 511,787 Vehicles 4,720 0 0 0 0 4,720 708 4,012 Audioviual Equipmnt 3,015 7,953 7,953 7,953 7,953 34,020 9,041 26,70? Buildings 0 28,030 12,666 4,222 8,685 53,6 5,769 47,835 Oloating Costs 105275 9,615 9,615 9,615 9,615 48,737 514 48,223 O tsions 10,25 67,127 110,396 77,180 04,217 362,309 0 362,309 Personel 12,56 0 0 0 0 12,566 1,257 11,309 Consultants 11,311 0 0 0 0 11,311 0 11,311 RESEAIRCH 16404 248,655 124,842 124,842 80,U11 124,842 720,197 48,137 672,060 Vehicles 0 8,705 9,302 9,302 9,302 9,302 45,14 0 45,914 Buildings 0 0 11,951 11,581 11,581 11,581 4,323 6,948 39374 Equipeent 1,963 9,990 7,180 7,180 7,180 7,180 40,672 8,951 31,721 Persomel 12,566 23,847 56,797 56,797 12,5 56,797 219,370 21,929 197,441 Operating Costs 19875 44,370 39,982 39,982 39,902 39,902 206,175 10,309 195,866 Technical Assistance 0 109714 0 0 0 0 109,714 0 109w714 Sessions 0 39,288 0 0 0 0 39,288 0 39,288 Consultants 0 12,741 0 0 0 0 12,741 0 12,741 -!;N1TORIN6 & EVALUATION 159,165 * 47,971 47,971 47,971 47,971 351,047 15,434 335,614 Vehicles 4,663 8,443 8,443 8,443 8,443 30,434 0 3434 Office Equipeent 8,2 1,786 1,786 1,786 1,186 15,442 1,176 14,266 Personnel 10,053 25,131 25,131 25,131 25,131 110,579 1t,058 9,521 Operating Costs 13,545 '12,610 12,610 12,610 12,610 63,9" 3,199 60,787 Technical Assistance 109,714 0 0 0 0 109,714 0 109,714 Consultants 12,091 0 0 0 0 12,891 0 12,891 FINM4CIAL MANABENENT 649,212 40,579 34,550 49,637 34,406 808,472 12,576 795,896 8uildings 29,792 0 0 0 0 299792 0 29792 Vehiclins 13 4,145 4,145 4,145 4,145 30:569 0 30,569 olffice Eaaip#t 12,59 S,720 4,725 4,125 4$653 PMt8 0 3278 POfieuie 12,903 5,026 0 15,079 0 37,169 3,247 33,922 Opecating 5o7t2 4,237 2368 25,, 7 25,60 24,653 1863, 9,329 32,702 technical hsistancie 223,509 0 0 0 0 223,589 0 223,589 Consultants 124,908 0 1242,8 Audit 143,074 0 0 0 0 143,074 0 143,074 TOTAL (CfAF '0001 1,165,901 248,45 624,728 762,839 513,675 632,447 3,90,244 192,042 3,756,202 TOTAL USfleillion) 3.7 0.8 2.0 2.4 1.7 2.0 12.6 0.6 12.0 WAp1 April 1987  *42- hBnlA 1451 a gm is, a sm% 5901 sea tu rn MAL sa Fea n tTA 5055 la 1550500409880 93,701 51,448 51,40 51,410 245,310 32.0 2)2.5 205. 0.5 0.4 0.9 40 23 51*081 "9,05 5,90 I0L02 4,54 S01,415 i5.s 31.01 50.5 0.t 0.5 LI a0 5 mumf@ 4,110 2,90 2.400 2,0 55,470 85.3 2.2 WI 0.0 0.0 0.o 50 I 8138500550101505 10,110 51,90 50.90 IL,*4 ULM.3 5.1 810.0 50.5 0.5 L.4 0.5 15 54 Fteasa NsW 7 4809 90,450 0040 91 3.4Ik W0,14 0.4 551.$ 00.2 0.I 8. 8.9 49 Is s0oL s. ea n ~s 0424 ,51 540,30 54.)2 501.4 5 1.0 45.9 5,005.? 0.5 3.0 5.5- 49 540 90uw,as C,st,aICY 27,110 0,550 0,051 0,05 40.010 7.0 39.0 40.0 0.0 0.5 0.5 05 4 On tto OOiSo4 539, 145 5,445 55,557 514,55 W00) 13.7 4t.0 5.4 0.0 0.5 0.2 is 5 fl0t8. 529,404 239,550 5901,144 1914,509 5,0594 I12.5 993.4 5,5054 0.0 1.2 1.4 11 580 MSE 04,715~~~9' 71,100 38,400 2L,5 22b 45.0 50. 22J. 0.2 0.0 0.0 a2 to 1611. W118 90,1705 72,308 38,0 2.00 227,8115M, 41.0 WA5 227. 0.7 0. 0 0. 4 L v to0 ftsuud Cutagoy 2,110 2,150 too5 8,'50 L,91 2.1 .0 L.9 0.0 0.0 4.0 54 4 PrIce c.5,qo.y 8,210 1,490 7.133 2,115 52,440 4.0 0.0 I52.0 0.0 0.0 4. 0 5 Ital 542,00 03,40 1425 2.015 240,05 48.2 300.5 240.? 0.5 0.4 0.0 it to9 1115550un5to 5191,51 50,00 460,5 45,015 350,500 5.1 5O 405 35.4. 0.5 0.5 0.0 v0 a T0080100 47,038 84,0"10 5,830 54,020 92,198 70.7 25.? 92.4 0.2 0,5 0.3 75 57 0005 42,4001 504 59,00 22,240 503,97 05.1 419 540.0 0,2 0.5 0.1 0 20 nun" I 01400550 55,405 7,7410 7,704 9,75 40,50 204A 81.9 00.5 0.5 0.0 0.8 19 0 953.88 0055 541,201 4,500 0,500 0,540 50,820 50.5 24 50. 0.0 0.5 0.5 la I fistiL n c0555 051 7,4 9,4 90.835 514,700 225.9- 52.,9 520.0 0.0 00 . 4 1116 a - 540 04170(08 Cub.stqcr 21,40 1,007 0,085 7,005 47,441 27.2 20.3 41. 0.8 0.5 0,8 43 9 hicil otwisass 13,155 7,295 55,50 5.01 40,497 15.0 50.7 40.5 0.5 0.5 0.5 54 IOtAL 21,070 95,920, 355,720 822,00 024,712 354. 209. 424.1 5.0 0.9 5.9 40 fill 081538 @9850 5440 40,050 6,225 74,335 3AM20 545.4 252. 540.2 5.4 0.4 8.8 00 54 100315 40495 24,40 20,2034,1 0 Km 520,55 OL 51 3 5.2 I20. 0.3 4.0 0.4 53 IF U8EdN 42,05 89,04 t9,W4 22,240 305,979 Al.5 41.9 544.0 0.8 0.5 0.1 40 lb Ott"05318""la4 15,455 ,140 7,14 `,406 40,5105 z4.0 5.9 40.5 0.5 0.o .5 19 0 osw osu.iniw 54,00 550 5,01 5% .1640 15,00 5. 24.2 20.4 0.O 0.5 0. 0 I IOTaLJI 5520 2i0.55 8;00,4 III,=05,42 04, 3 42.5 300.5 44. ..0 0 LO. 4184 f0trna5 CaOq09Cy 25,431 80,449 50,15 50,449 57,000 12. 25.5 57.0 0.5 0.5 0.2 48 I Nrsb. Castisso 54,9021 50,407 54,90 V1.=0 W20M 45.9 19.2 42.5 0.3 4.1 0.2 31 to 8010 Mo 3213,12 801,700 545,240 809,4 49 0,5 430.8 54.0 742. 8.2 .0 2.5 45 Its "T1 m 105 10FI180 09.235 20,405 5,035 44,495 2035 09.7 851.7 23.4 0.2 0.4 0.1 10 4a 200334 29,295 84.40 54120 84,02 $1.45 40.0 11.0 40.1 0.2 0.0 0.2 54 It mum A 35 150 55040 31,040 51-.440 44,710 20. 48.9 00.0 0.8 0.8 0.2 43 54 @A51N4 33OM15 55,440 7,105 ?. 1,0 9,740 40,405 24.4 5.4 40.5 0.5 0.0 0.5 v9 I FUN"85 05o 57,5 0150 0,1110 #,005 42,544 57.9 24.7 42,6 0.5 0.5 0.8 a0 to POyuiul Couquq 51.550 7,409 7,489 7.460 35,9111 25. 54. 24. 0.8 0.0 0.5 4a I Price eSaism 9,470 4,900 IL,%* 3540 48,40 VA. 54.# 48.9 LI c,o 0.8 85 80 I05I. 207,824 09,532 502,501 585,314 53,02 W17. 2L4. 51O? 0461 0.1 5.4 40 in 031@5355 8551,280 59,405 5,435100,013 AM597 97.5 JIM, 271. 0.2 0.0 .I 44 a5 5351505 5~~~~~4,59 t0,02 89,520 05,40 10,.11 14. 52.5 40 U.4 0.2 . . is 57 mum OWN~4240 50,8490 59,44 22,24 8AM92 45 48.9 J4.0 0.2 .0 0. 40 to 3055290055058 55,4 15 ,700 7,74 9.7140 40,000 24. 85. 40.5 0.8 0.0 0.8 30 F5OM Im 83,9" 5,00 58010 5,10 20,44 5. 24.4 35.5 LO 4.1 0. a5 4 ft""8u 8.08490 54,99 9,04 9,59 9,409 44,1921 MA. I9.? 40.2 0,I 0.5 0.5 44 9 Price o14180my 58,292 0,154 52,017 57,"? 0,0 3 821 1.0 30. 00.1 0,5 0.5 0.2 37 9 1958 2149,419 507W 5 ,8054,8 A43,6 235. 309.0 02. 8,0 0.9 5, 49 Its 1925. us on40 0 5,0, 19 449,77 424,240 4317,5 1.5,440 8,20.4 ,20.0 3,34.7 0.2 a. I5,0 02 M Olyoka C4)os01 40,410 43,491F 41,11 4041.15? 2010 585.7 824.4 240. 04 0. 7 85 0 Orla oCat8o 4197,9541,496 438,1 %W W1O,5 .05591.510.44 0.5 M, 0. 440I 8105 (5 WM= ay Id 4m to W~ WM5 opit M34  I n I I 0 a 4 O | | " | } } | l > | | u | l a l a no I n -~