Mauritania - Second Rural Sector Technical Assistance Project

Dockunt of The World Bank FOR OMCIAL USE ONLY Repxt No. 9962 PROJECT COMPLETION REPORT ISLAMIC REPUBLIC OF MAURITANIA SECOND RURAL SECTOR TECHNICAL ASSISTANCE PROJECT (CREDIT 1414-MAU) OCTOBER 7, 1991 Agriculture Operations Division Sahelian Departmlent Africa Regional Office This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.  CURRENCY EQUIVALENTS Monetary Unit: Ouguiya (UM) Per US$ 1.00 Appraisal Date (Nov 1982) s 47 UM Average over Project Duration 1985-1989 s 77 UM Closing Year (1990) s 81 UM WEIGHTS AND MEASURES Metric System ABBREVIATIONS CCCE Caisse Centrale de Coop4ration Economique (French Aid Agency) CP Cellule de Planification du MDR (Planning Unit at MDR) FAC Fonds d'Aide et de Cooperation (France), French Development Fund MDR Ministere du Developpement Rural (Ministry of Rural Development) PCR Programme de Consolidation et de Relance (1989-91 Structural Adjustment Program) PREF Programme de redressement Economique et financier (1985-88 Structural Adjustment Program) SONADER Societe Nationale Developpement Rural (National Agency for Rural Development) GOVERNMENT FISCAL YEAR January 1 to December 31  THE WORLD SANK FOR OMCaL USE ONLY Washington, D.C. 20433 U.S.A 4t.e n0 OweCtr.CVfdai October 7, 1991 MEMORANDUM TO THE EXECUTIVE DIRECTORS AND THE PRESIDENT SUBJECT: Project Completion Report on Mauritania Second Rural Sector Technical Assistance Prolect (Cr. 1414-MAU) Attached, for information, is a copy of a report entitled "Project Completion Report on Mauritania - Second Rural Sector Technical Assistance Project (Credit 1414-MAU)" prepared by the Africa Regional Office with Part II of the report contributed by the Borrower. No audit of this project has been made by the Operations Evaluation Department at this time. Attachment This document has reaticted distribution and may be used by recipients only in th perfonce of their official duties Its contents may not otherwise be disclosd without World ank autorztion.  FOR OFFICIAL USE ONLY PROJECT COMPLETION REPORT ISLAMIC REPUBLIC OF MAURITANIA SECOND RURAL SECTOR TECHNICAL ASSISTANCE PROJECT (CREDIT 1414-MAU) Table of Contents Page No. Preface .................................................... i Evaluation Summary ......................................... iii PART I PROJECT REVIEW FROM BANK'S PERSPECTIVE 1 Project Identity ........................................ 1 Background .............................................. 1 Project Objectives and Description ...................... 2 Project Objectives .................................... 2 Components ............. 2 Project Design and Organization ......................... 3 Project Implementation .................................. 3 Project Results ......................................... 4 SONADER ............................................... 4 MDR ................................................... 5 Project Sustainability .................................. 6 Bank Performance ........................................ 6 Borrower Performance .................................... 7 Project Relationship .................................... 7 Consulting Services ..................................... 7 Project Documentation and Data .......................... 7 This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.  Table of Contents (Cont'd) Pane No. PART II PROJECT REVIEW FROM BORROWER'S PERSPECTIVE 9 PART I'I STATISTIC.... INFORMATION 13 1. Related Bank Loans and/or Credits .13 2. Project Timetable .16 3. Credit Disbursemwents ... * 17 4. Project Implementation .18 5. Project Costs and Financing ..18 A. Pro'act Costs .18 B. Project Financing .19 6. Project Results - Studies .20 7. Status of Covenants ..................... .. 21 8. Use of Bank Resources .25 A. Staff Inputs .25 B. Missions .26 ANNEX 1 - Counterpart Funding ................................. 27 Map IBRD No. 23095  - i - PROJECT COMPLETION REPORT ISLAMIC REPUBLIC OF MAURITANIA SECOND RURAL SECTOR TECHNICAL ASSISTANCE PROJECT (CREDIT 1414-MAU) PREFACE This is the Project Completion Report (PCR) for the Second Rural Sector Technical Assistance Project in the Islamic Republic of Mauritania, for which Credit 1414-MAU in the amount of SDR 7.4 million (US$ 8.1 million equivalent) was approved on October 4, 1983. The Credit was closed on June 30, 1990, two years behind schedule. It was fully disbursed, and the last disbursement (to recover the special account) was on December 4, 1990. The PCR was jointly prepared by the Agriculture Operations Division of the Sahelian Department of the Africa Region, and the Borrower (Part II). FAC (cofinanciers) have been invited to provide comments on the PCR. Preparation of this PCR was started during a completion mission of the project in October 1990, and is based, inter alia, on the preparation report; the President's Report; the Development Credit and Project Agreements; supervision reports; correspondence between the Bank and the Borrower; and internal Bank memoranda.  - iii - PROJECT COMPLETION REPORT ISLAMIC REPUBLIC OF MAURITANIA SECOND RURAL SECTOR TECHNICAL ASSISTANCE PROJECT (CREDIT 1414-MAU) EVALUATION SUMMARY Obiectives 1. This project was a follow-up to the (first) SONADER Technical Assistance Project, which was a three-year project designed to build SONADER - the National Ag,ncy for Rural Development - into a strong agency capable of preparing and implementing agricultural projects along the Senegal River Valley. This second pr'ject was designed to provide continued technical assistance and training to SONADER but also technical assistance and training to strengthen the planning and policy-making capability of the Planning Unit in the Ministry of Rural Development. 2. The project aimed to (a) palliate the shortage of technical staff, (b) provide the professional training essential to SONADER's institutional consolidation, (c) strengthen SONADER as a rural development executing agency, and (d) assist with the development of the Planning Unit of MDR to prepare coherent development policies and strategies to deal with the issues impairing the country's agricultural production and rural development. Project components were: (1) strengthening SONADER through a three-year technical assistance program (management, finance, irrigation, agricultural economics, credit - 21 staff-years), short-term consultant services (final design and preparation of bidding documents for a new building to establish SONADER's headquarters, feasibility studies, project support - 125 staff-months), in-service and formal training and the provision of vehicles, laboratory and office equipment; and (2) strengthening the Planning Unit of MDR through a three-year technical assistance program (agricultural economics, irrigation, finance - 9 staff-years), short-term consultant services (institutional development, sectoral analysis - 52 staff-months), in-service and formal training and provision of vehicles and office equipment.  - iv - ImRlementation Experience 3. The project was appraised in November 1981 and approved .n October 1983. Board presentation was delayed until almost eleven months after negotiations due to Government's inaLility to provide counterpart funding for SONADER, the main executing agency ot the project. After four reschedulings, the project became effective in February 1985, eleven months after the target effectiveness date. Start-up or che SONADER component, after the initial effectiveness delays, was fairly .apid, partly because many of the advisers recruited under the first project were retained. Start-up of the MDR Planning Unit component was slowar, as the Unit did not exist prior to the Project. The head of the Planning Unit was recruited in February 1985, but the remaining key staff were nct recruited until end-1986. The project was plagued by delays in receiving Government counterpart funds, and some studies origirally envisaged had to be financed under other IDA credits or elim4..sated. Results 4. Technical Assistance: The Project provided about 36 staff-years of long-term technical assistance and abouit 18 staff-months of short-term techn&cal assistance, thus palliating the 3evere shortage of tschnical staff. Most of the resident technical assistance staff financed by the project made significant contributions to the institutional development of SONADER and the Planning Unit of MDR. The resident technical assistance staff provided on- the-job training as part of their terms of reference, and by the end of the project several units at SONADER which had been headed by expatriate technical assistants prior to the project were headed by competent, Mauritanian staff. This was an important result of the project. 5. Trainina: Professional training, apart from the on-the-job training provided by the resident technical asaistants, was neglected during the project. The training program planned at appraisal as the prerequisite to a viable human resource development program never materialized; given the scarcity of Mauritanian staff, Government was reluctant to release staff for professional training. Those who were on the job did receive valuable training but the lack of in-depth training to be given to larger numbers was an important failing of the project. 6. SONADER: Under the Project SONADER implemented the first phase of its restructuring program, giving more autonomy to regional offices, reducing staff, and introducing improved cost recovery procedures. SONADER which had been in severe financial difficulties prior to the project was financially rehabilitated through increased donors' contributions, Government's liquidation of SONADER's outstanding debt and increased budgetary support to SONADER, and reduction of SONADER's operating costs. SONADER took the preliminary steps to disengage from its plethora of activities (credit, input provision, repair shop activities, and plannitig and formulation of rural sector policy) in order to concentrate its efforts on executing rural development projects. A draft decree amending SONADER's statutes to make procurement procedures less cumbersome was prepared, but was not approved during the project implementation period. Overall, SONADER was  v greatly strengthened as a rural development executing agency under the project. 7. Planning Unit of MDR: The Planning Unit of MDR was created under the project to: formulate agricultural and rural development policies, review the functions of each MDR department and public agency under its supervision, prepare MDR's annual investment budget, and coordinate activities of MDR and rural sector related activities of other institutions. All of these objectives were met to some extent; however at the end of the project, the Planning Unit was unable to take the lead role in formulating agricultural and rural development policies and recommending improvements in the organization and manpower planning of MDR and the rural sector development agencies. The Planning Unit took the lead role in coordinating four key sector studies: cereals marketing and pricing, master plan for agricultural development of the Senegal Valley Right Bank, the master plan for developing small dams and water harvesting throughout the country, and the first phase study on the organization of MDR. The Planning Unit also coordinated the preparation, monitoring and evaluation of the agricultural components of the various structural adjustment programs (PREF, PCR, and the Agricultural Sector Adjustment Credit). It produced the first inventory of rural development projects in Mauritania and set up a computerized data base with key information about each project. It recruited a Mauritanian computer specialist who trained data entry and management staff to operate the computers purchased -under the project. The Planning Unit prepared and monitored the consolidated investment budget of MDR from 1987 to 1991. Despite all this good work, the Planning Unit was unable to attract and retain the critical mass of Mauritanian staff necessary for it to exercize the lead role in policy formulation. Sustainabilitv 8. Project activities were timely, necessary, and played a vital role as the precursor to the reforms envisaged under the Agricultural Sector Adjustment Credit. Had efforts to restructure SONADER and MDR not begun under the Second Rural Technical Assistance Project, it would have been difficult to attempt the major reforms proposed in the Agricultural Sector Adjustment Credit. Both SONADER and the Planning Unit of MDR continue to function at the end of the Project. SONADER is more able to function without continuad long-term expatriate assistance and funds from the project, whereas the Planning Unit, a much newer and smaller entity, still relies heavily on two long-term expatriate advisers financed by FAC and external financing. The sustainability of the Planning Unit is not yet assured; it requires more staff and increased, and more timely, government financing. Findings and Lessons Learned 9. The Second Rural Technical Assistance Project has provided the following lessons. - Consulting services provided by the project were well-received by the Borrower, possibly because many of the technical assistants had been recruited under the first T.A. project, and possibly because they were recruited for specific technical services  - vi - (engineering, finance, etc.). There were, however, no specific performance criteria by which to monitor and evaluate consultants' performance. In future technical assistance projects, the Bank should work with the Borrower to ensure that an adequate performance kevaluation system, clearly understood by all parties, is t,isciissei during preparation/appraisal and put into place before proje- implementation. Although on-the-job training was quite successful, the formal training component never materialized. In future projects, the training component should be geared to a realistic assessment of the lixelihood of finding qualified trainees, and the preparationi of the training program should be an upfront condition so that the program could be in place before implementation begins, rather than a dated covenant in the Credit Agreement. In cases of acute scarcity of qualified trainees, the appropriate training program will consist of on-the-job training for those who are already on the job and cannot afford to be released; basic training to increase the number of qualified trainees would have to be tackled through a wider manpower development program, not through a technical assistance project. Government's failure to provide counterpart funding in a timely manner led to SONADER's overspending the amounts allocated to it and resulted in the credit being exhausted without the knowledge of the P':.nning Unit. In future projects involving two executing agencies, each with power to sign withdrawal applications, a closer watch should be kept on the amounts allocated to each agency so that one agency is not left with unpaid bills at the end of the project.  PROJECT COMPLETION REPORT ISLAMIC REPUBLIC OF MAURITANIA SECOND RURAL SECTOR TECHNICAL ASSISTANCE PROJECT (CREDIT 1414-MAU) PART I: PROJECT REVIEW FROM THE BANK'S PERSPECTIVE 1. Proiect Identity Name : Second Rural Sector Technical Assistance Project Credit No. : 1414-MAU RVP Unit : Africa Aegion Country : Islamic Republic of Mauritania Sector : Agriculture 2. BackGround 2.01.1 The Government's development strategy in the 1980's called for a transfer of resources to those activities which constituted a renewable base for economic growth, namely, irrigated agriculture, livestock and fisheries, and a shift of investments from industry and transport towards the rural sector with the objectives of maintaining sustainable growth, generating rural employment and red c.ng Mauritania's heavy reliance on imported food. To resolve the basic problem of manpower, Government sought technical assistance and financial assistance from several external sources to train agricultural experts and support the sector's public a'encies. 2.02 The Bank pursued an active macroeconomic and sector dialogue aimed at (a) helping the Government in developing the country's scarce natural resources so as to broaden the economic base and achieve a modest but sustained growth in the agricultural sector; (b) improving mechanisms for investment programming and project selection, in order to optimize the allocation of resources and avoid poor investments in the rural sector; (c) helping Government make the best possible use of foreign technical assistance; (d) assisting in monitoring macroeconomic performance and in improving the design and execution of the overall development program; and (e) reducing the heavy budget.ry burden created by existing financial policies in the agricultural sector. Bank lending in the agricultural sector was designad to support Government's stated development strategy and focussed on irrigation development (Small Scale Irrigation Project, Cr. 1571-MAU) and livestock (Second Livestock Project, Cr. 1658-AAU). 2.03 The (first) SONADER Technical Assistance Project. The SONADER Technical Assistance Project (Cr. 694-MAU) was approved by the Executive Directors in March 1977. It was a three-year technical assistance project proposed as a first step of a plan designed to build SONADER into a strong agency capable of preparing and implementing agricultural projects along the Senegal River Valley. The project consisted of: (i) strengthening the organizational structure of SONADER with a technical assistance team of seven expatriate staff and seven Mauritanian experts; (ii) providing short-term consultant services to carry out specific studies on technical,  2 organizational and training topics, including new studies for the preparation of tie Gorgol Irrigation Project; (iii) providing the necessary office, drawing and topographic materials and equipment as well as vehicles to permit SONADER to operate efficiently under the project. The Project Completion Report for the SONADER Technical Assistance Project concludes that the project had a positive impact on institution building and largely contributed to reinforce SONADER's efficiency and ability to prepare and execute irrigation and rural development projects. However, at the end of the first project, SONADER's financial management still needed to be improved, and more emphasis needed to placed on training of local staff. 2.04 The Second Rural Sector Technical Assistance Proiect. A PPF advance of 1750,000 was approved in March 1982 and a second PPF advance of $250,000 was approved in September 1983 to continue the finiancing of technical assistance staff recruited under the first project. The Second Rural Sector Technical Assistance Project (Cr. 1414-MAU) was approved by the Executive Directors in October 1983, and became effective in February 1985. It was a response to the need to follow up on the first technical assistance project by providing (i) technical assistance and training to strengthen SGNADER, particularly its newly created Financial Management Control Unit; and (ii) technical assistance and training to strengthen MDR's planning and policy-making capability. 3. Prolect Objectives and Description 3.01 Proiect 'biectives. The project continued IDA's participation in the common effort of several donors to build up Mauritania's rural development capacity. The Second Rural Sector Technical Assistance Project retained the objectives of the preceding operation, which was intended to (a) palliate the shortage of technical staff and (b) provide the professional training that was essential to SONADER's institutional consolidation. The second project was broader in scope as it also aimed to: (c) strengthen SONADER as a rural development executing agency, and (di assist with the development of the Planning Unit of MDR to prepare coherent development policies and strategies to deal with the issues impairing the country's agricultural production and rural development. The project achieved its objectives concerning the provision of technical assistance and the strengthening of SONADER, had mixed results with assisting the Planning Unit of MDR, and failed to provide formal training for either SONADER or the Planning Unit of MDR. 3.02 Components. The three-year project as appraised had two main components: (a) strengthening SONADER through a financial and technical assistance program (management, finance, irrigation, agricultural economics, credit - 21 man-years), short-term consultant services (final design and preparation of bidding documents for a new building to establish SONADER's headquarters, feasibility studies, project support - 125 man-months), in-service and formal training, and the provision of vehicles, laboratory and office equipment. (b) strengthening the Planning Unit of MDR through a financial and tehnical assistance program (agricultural economics, irrigation, finance - 9 staff-years), short-term consultant  3 services (institutional development, sectoral analysis - 52 staff-months), in-service and formal training, and provision of vehicles and office equipment. 4. Project Design and Organization 4.01 The project was designed and prepared based on findings of the first Technical Assistance to SONADER project and on a report prepared by a consultant. It was designed to be executed by two entities, each with its own work program and budget and authority to disburse project funds. In retrospect, it seems that the SONADER component, possibly because it was based on experience gained under the first Technical Assistance project was better designed and prepared than the MDR component. Moreover, SONADER was an agency already experienced in executing IDA projects. The following comments were made by AGR during the review of the initial project brief: (i) SONADER is described as overburdened with activities, yet the project proposes to provide 16 foreign experts over a broad spectrum of activities; (ii) the Bank should be very clear as to what it expects the project to achieve rather than leaving t}.is to be developed by teams of consultants; (iii) the project brief indicates doubts as to Government's commitment to financial participation in the project, and whether anything could be achieved that would be self-sustaining. 4.02 The appraisal mission, originally planned for June 1981 was postponed to November 1981 to allow time for Government to reflect on what should be included in the component to strengthen the Ministry of Rural Development (MDR) through the creation of a Planning Unit. From the start there was confusion between the Bank and the Borrower as to the role of the Planning Unit. The Bank envisaged the role of the Planning Unit as conceptualizing and policy formulating, whereas the Government tended to rely on the Planning U.ait as an executing agency for specific tasks and studies. The Planning Unit had no official rank in the MDR hierarchy, and although the Planning Unit Head was considered to be of the same rank as the Directors of Agriculture, Livestock and Protection of Natural Resources, he had no actual leverage to influence the directors. 4.03 Summary terms of reference for key staff were included in the Annex to the President's Memorandum; the general terms of reference clearly specified that all advisers would be assigned the task of training their Mauritanian counterparts, in accordance with the Training Program to be prepared during the first year of project implementation by consultants hired for that specific purpose. Terms of reference for the training consultant did not appear in the Annex, and this component appears to have received little attention during identification and preparation. In retrospect, it would have been preferable to require the elaboration of the training program as a condition of credit negotiations or board approval rather than as a dated covenant during the first year of project implementation. 5. Proiect ImlIementation 5.01 The project was appraised in November 1981 and approved in Cstober 1983. Board presentation did not take place until almost eleven months after negotiations due to Government's inability to provide counterpart funding for SONADER, the main executing agency of the project.  4 Credit effectiveness, which was originally set for March 1984, was rescheduled four times because Government was unable Lo meet its financial commitment to SONADER. The Credit finally became effective in February 1985, almost one year after the target effectiveness date. The essential obstacle in each case of delay was the financial viability of SONADER, which was a covenant of the Credit Agreement. In the period between negotiations and effectiveness, repeated donors' meetings were held in an attempt to formulate a financial rehabilitation plan for SONADER and to obtain firm commitments from Government and the donors to cover the UM 370 million additional requirements of SONADER. The Development Credit Agreement was amended immediately after effectiveness to reduce the technical assistance component, create a new disbursement category for SONADER operations, and add a covenant for the quarterly deposit of Government's financial contribution to the project. The project was plagued by delays in receiving Government counterpart funds, which sometimes necessitated telexes from the Bank threatening to suspend disbursements. Counterpart funds were eventually provided, and SONADER staff have indicated that these delays were not critical to project progress. As a result of Government's delays in providing counterpart funds to SONADER, SONADER overspent its allocation under the IDA Credit and deprived the Planning Unit of funds that were allocated to it. Some of the studies envisaged had to be financed under other IDA credits or eliminated. 5.02 SONADER. Start-up for the SONADER component, after the initial credit effectiveness delays, was fairly rapid, partly because many of the advisers recruited under the first project were retained. The Project financed 378 staff-months of long-term technical assistance and 18.5 staff- months of short-term consultants, thirteen vehicles, office equipment and furniture and laboratory equipment and operating costs. 5.03 Planning Unit of MDR. Start-up of the MDR component was much slower, as the unit did not exist within MDR prior to the project and had to be created. The Planning Unit was officially established by decree of January 1984. The head of the Planning Unit was appointed in February of 1985, but the remaining key staff were not recruited until end-1986. The Project financed 60 staff-months of long-term technical assistance, vehicles, office equipment and furniture. 6. Proiect Results 6.01 SONADER: Under the Project, the first phase restructuring of SONADER was implemented, giving more autonomy to regional offices, reducing staff and introducing improved cost recovery procedures. Specific accomplishments during the project include: (a) SONADER, which had been in severe financial difficulties, was financially rehabilitated by (i) reduction of its operating costs, (ii) donors' contributions and (iii) the Government's budgetary allocation and transfer of the necessary funds to cover the operating deficit; (b) Major staff reductions were implemented. Mauritanian staff was reduced from. 550 in 1987 to 372 in 1990/91. Expatriate technical assistance staff was reduced from 52 in December 1987 to 36 in May 1988, to only project-specific staff in 1991.  5 (c) The Management and ContrDl Unit created under the first Technical assistance to SONADER project was strengthened with an expatriate adviser and a Mauritanian deputy. By the end of the Second Rural Sector Technical Assistance Project the Control Unit was functioning competently without expatriate technical assistance. (d) The Department of Administration and Finance (DAF) was strengthened by consultant services. Since 1988 SONADER has produced a consolidated budget, and by the end of the project the DAF was functioning without expatriate technical assistance. (e) Preliminary steps have been taken to divest SONADER of credit, input provision, and repair shop activities. Much still remains to be done, and divestiture is continuing under the Agricultural Sector Adjustment Project. (f) A draft decree amending SONADER's statutes to make procurement procedures less cumbersome was prepared, but was not approved during the project implementation period. (g) The expatriate advisers financed by the project provided on-the-job training, which was well received by SONADER staff. SONADER requested that formal training and the specialized consultant to prepare a training program be financed by the Kuwait Fund rather tha.a by the IDA Credit, and IDA agreed. Unfortunately, this training component never materialized.l/ 6.02 MDR. Under the project, the Planning Unit was created within the Ministry of Rural Development to: formulate agricultural and rural development policies, review the functions of each MDR department and public agency inder its supervision, prepare MDR's annual budget including the allocation of financial resources to cover the recurrent costs and counterpart funds of its development projects and coordinate activities of MDR and rural sector related activities of other institutions. All of these objectives were met to some extent. (a) The Planning Unit took the lead role in coordinating four key sector studies: (i) the study on cereals marketing and pricing (completed in 1987), which helped the Government define its new food policy and related action program; (ii) the master plan for agricultural development of the Senegal Valley Right Bank (begun in March 1988); the key objective of this study was to make recommendations on design, operation and production criteria and on a priority medium-term investment program for more sustainable fully-controlled irrigation and flood recession agriculture in the Senegal valley; (iii) the master plan for developing small dams and water harvesting throughout the country, which has just begun under UNDP financing; (iv) the first phase study on the organization of MDR, focussing on the I/Preparation of the training program was delayed due to a series of misunderstandings among the Mauritanian Government, SONADER, IDA, and the Kuwait Fund as to whether the consultant should also do another study on Restructuring of SONADER. A mission by a consultant financed by the Kuwait Fund was scheduled for August 1990, but was canceled as a result of the Gulf crisis.  6 diagnosis of the current organization of the Ministry's central and regional offices. (b) The Planning Unit also coordinated the preparation, monitoring and evaluation of the agricultural components of the various structural adjustment programs (PREF, PCR, and Agricultural Sector Adjustment Credit). (c) A data processing unit headed by a Mauritanian computer specialist was created in the Planning Unit. Computers and software were purchased with Credit proceeds, and staff were trained in word processing, spreadsheet and data base software. (d) The Planning Unit produced the first inventory of rural development projects in Mauritania and set up a computerized data base with key information about each project. (e) From 1987 to 1990 the Planning Unit prepared and monitored the consolidated investment budget of the Ministry of Rural Development, and it prepared the consolidated investment budget for 1991. 7. Project Sustainability 7.01 Both executing agencies continued to function at the end of the Project. SONADER is perhaps more able to function without continued long- term expatriate assistance and funds from the project, due to the multiplicity of donors still willing to provide support to it and due to the amount of expatriate technical assistance that it has receivel from these donors over a number of years. It is likely that SONADER will continue to need short-term expert missions on specific subjects. Financing of SONADER's operating deficit is to be covered by increased budgetary assistance from Government. The Planning Unit, as a much newer and smaller entity, still relies on two long-term expatriate advisers, financee by FAC. The operating costs of the Planning Unit have been covered by Government and CCCE since the closing of the IDA Credit. Both SONADER and MDR's Planning Unit play important roles in implementing adjustment measures under the IDA-financed Agricultural Sector Adjustment Credit. 8. Bank Performance. 8.01 The Bank appears to have been overly optimistic in its expectations of results from the three-year technical assistance project. No key indicators to monitor performance were set out in the Memorandum of the President. The Bank indicated, for example, that the Planning Unit by the end of the Project should be capable of formulating an adequate agricultural policy, but did not specify what this entailed. The Planning Unit felt that it had achieved this objective by doing a diagnosis of constraints affecting the rural sector and preparing the Letter of Development Policy for the Agricultural Sector Investment Credit. 8.02 Supervision. The project was supervised by three Task Managers (an engineer, a financial analyst and an economist) during the life of the project. Through November 1987 the project was supervised about every six months. There is no record of a supervision mission in 1988. The final supervision mission took place in March 1989. Supervision was adequate in  7 the first three years of the project (an average of 9.9 sw spent on supervision), but was reduced in the later years (an average of 3.7 sw in the last three years). This decline reflected scale economies realized by simultaneous supervision of three other ongoing projects in the rural sector and the attention devoted to preparation of the Agricultural Sector Adjustment Credit. Although no Bank institutional specialist supervised the project, several institutional/management consultants were recruited and financed by the Credit for short-term consulting assignments. The Bank failed to convey systematically the message that the respect of the audit covenants was an important Credit condition. The Bank also failed to monitor the allocation of Credit proceeds to each of the executing agencies, and as a result the Credit was fully disbursed leaving each executing agency with many outstanding invoices to pay. 9. Borrower Performance. 9.01 overall, borrower performance was satisfactory. A major effort was made towards restructuring SONADER, institutional support was provided to both executing agencies, a first-phase study on the organization of MDR was completed, and efforts are still ongoing under the Agricultural Sector Adjustment Credit. The main shortcomings of the Borrower's performance were: (i) Government's failure to provide counterpart funds in a timely manner, (ii) non-respect of audit covenants by both executing agencies, (iii) SONADER's use of funds intended for the Planning Unit (probably as a result of Government's non-payment of counterpart funds), (iv) frequent staff turnover. 10. Proiect Relationship. The relationship between the Bank and the Borrower was good throughout the project. 11. Consulting Services. The consultants recruited under the Project were both individual consultants and firms. Both SONADER and the Planning Unit of MDR indicated that most of the consultants performed satisfactorily. SONADER, in particular, stressed the beneficial impact of on-the-job training provided by the expatriate advisers. Both SONADER and the Planning Unit indicated that the major shortcoming of the consultant services provided under the Project was the lack of a system to evaluate the consultants' performance against well-defined objectives. In future technical assistance projects, the Bank should work with Government to ensure that an adequate performance evaluation system, clearly understood by all parties, is discussed during preparation and put into place before project implementation. 12. Proiect Documentation and Data. Some studies and reports produced during the project are not available at either Headquarters or the Resident Mission. At least two studies that were done towards the end of the Project are still in a desk at the Planning Unit Office since there were no funds remaining under the project to duplicate and distribute the reports. In future technical assistance projects supervision staff should establish sound filing and monitoring practices, to obtain copies, and to provide the Borrower with systematic feedback.  9 PART II: PROJECT REVIEW FROM BORROWER'S PERSPECTIVE 1/ SONADER 1. The Project enabled the Government, IDA and donors to further their efforts toward the financial rehabilitation of SONADER and to strengthen the latter's role as an executing agency for rural development projects. 2. SONADER's financial rehabilitation was achieved through the preparation and implementation of a financial recovery program for the agency. By providing SONADER's headquarters with budgetary funds during project implementation, the project enabled SONADER to achieve financial equilibrium. 3. Changes to SONADER's organizational structure (the merging of technical departments, the transfer of the planning function to the Ministry of Rural Development, and the introduction of financial management) enabled SONADER to refocus on its primary tasks: irrigation development and agricultural extension and outreach, and thus to improve its performance. 4. The introduction of financial management made it possible to: - establish a procedure for the preparation and monitoring of operating plans; - improve budgetary management and supervision, leading to better control of SONADER's operating costs. 5. In general, the partners in this project, i.e., the Mauritanian Government and the International Development Association, fulfilled their obligations with respect to project execution. 6. The Mauritanian Government furnished the funds required to pay off SONADER's debts in keeping with the timetable established under the project. In addition, Government regularly budgeted its contribution to SONADER's operating costs. 7. IDA financing was used to strengthen SONADER's technical departments through the provision of long-term technical assistance in the areas of irrigation, management, etc., short-term consultants, various equipment and training materials. As a result of this technical assistance, SONADER was able to develop its technical capacity and to transfer skills from expatriates to Mauritanian staff. 1I This is the Borrower's unedited product as translated from the French. Each executing agency (SONADER and MDR Planning Unit) submitted a separate contribution.  10 8. The Project also provided for the financing of consultants in the area of institutional support. As a result of these services, the Ministry of Rural Development and SONADER were able to carry out the studies that were needed for the appraisal of the investment component of the Agricultural Sector Adjustment Credit and for the res.:ructuring of SONADER. Planning Unit at MDR 1. Objectives of the Planning Unit: - Formulate sectoral policies (agricultural, environmental, livestock, research, training, extension, technical assistance); - Study functions and responsibilities of each MDR department and public agency under its supervision; - Program investments and prepare strategic objectives and measures for the development of the sector; - Prepare consolidated investment budgets; Monitor and evaluate projects managed by MDR. 2. Achievements of the Planning Unit: - Identification of sectoral policies and constraints; Formulation of sectoral policies; - Elaboration and supervision of the principal sectoral and macro-economic studies (cereals marketing and prices, post- dam study, agricultural training, data processing, vegetable marketing and prices, etc.); - Preparation, monitoring and evaluation of the PREF; - Preparation, monitoring and evaluation of the PCR; - Preparation, negotiations of the MDR component of the 1987- 1988 Structural Adjustment Credit; - Preparation, evaluation ex ante, negotiations, and monitoring of the implementation of the 1989-1991 Agricultural Sector Adjustment Credit, financed by IDA, CCCE, FAC, KfW, and WFP. - Monitoring projects in the sector; - Preparation and monitoring of MDR's consclidated investment budget from 1987 to 1990, and preparation of the 1991 consolidated investment budget;  1.1 Diagnostic of MDR and study of the functions and responsibilities of MDR departments and agencies (1986- 1987); Study on the reorganization of MDR, which has resulted in a proposal for a decree to reorganize MDR; Preparation of the documents submitted for the examina'.ion of the National Commission on Investments; - Preparation of a document entitled wMinistry of Rural Development in Statistics". 3. Difficulties: Lack of high level staff, and the need to provide the Planning Unit with two agro-economists, with good experience of the policies and projects of the sector. 4. Future Prospects: - Guiding and monitoring of the implementation of the measures required as conditions of Second Tranche Release of the Agricultural Sector Adjustment Credit; - Follow-up of the Post Dams Study (final phase); - Execution of the Livestock and the Charcoal Studies; - Implementation of the project: Rehabilitation Program, Phase II, financed by IFAD, FENU, OPEC, UNDP and Mauritania. Implementation of the components of this project (total cost = US$ 18.4 million); - Preparation of the Lome IV program (7th EDF) of an estimated cost of 37 million Ecus; - Monitoring and evaluation of all of MDR's projects; - Regional Planning Study (Trarza and Adrar); - Elaboration of the document entitled: Agricultural Policy of the Ministry of Rural Development; - Elaboration of a document entitled: Review of the Projects and Programs of the Ministry of Rural Development.  PART III STATISTICAL INFORMATION 1. Related Bank Loans/Credits Loan/Credit Title Purpose FY Status Comments 1. Technical To build SONADER FY77 completed The project was successful Assistance to into a strong 12/80. and had a positive impact SONADER development agency on institution building (Cr. 694-MAU) capable of carrying and reinforced SONADER's out a rational efficiency and ability to investment program prepare and execute irri- for the rural sector. gation and rural development projects. However, during implement- ation it became evident that there was a need (i) to restructure SONADER and transfer sectoral policy- making and planning functions to MDR and (ii! to provide training for SONADER and MDR staff. 2. Urban Three separate FY79 completed Part (iii) small-scale and Rural components to irrigation development Development provide financial was implemented by (Cr. 888-MAU) and technical SONADER assistance: li) to the industrial sector for the devel- opment of small and medium scale enter- prises; (ii) to the artisan sector for rehabilitating and expanding the pro- duction of knotted carpets; (iii) to the agricultural sector for the development of 30 new irrigated schemes under village cooperatives, including an adequate credit scheme.  14 3. Gorgol To provide irrigation FY81 completed The project, while Irrigation and land development 09/86 an economic failure, (Cr. 1068-MAU) for some 3600 HA, PCR: provided a considerable with the objectives 6/24/88 amount of on-the-job of reducing the training for Mauritanian country's dependence staff. New settlers on food imports and rapidly attained full increasing the incomes development yields and and living standards developed ancillary of some 4600 families activities such as by stabilizing fishing. their agriculture. 4. Second To assist Ministry of FY82 Ongoing Project expanded to provide Technical Planning to: (i) for- TA for preparing and imple- Assistance mulate and monitor menting the Reinsertion (Cr. 1292-MAU) macro-economic policy; Program (including SONADER) (ii, review and imple- and to finance the Post-Dam ment the Fourth Five- Study, household income Year Investment Plan; survey and health/ (iii) support the population project technical ministries to preparation. strengthen their sectoral planning capacity and to identify and prepare sound development projects; (iv) continue the rehabilitation of key public enterprise; (v) train Mauritanian staff in the Ministry of Planning. 5. Small-Scale To support Government FY85 Ongoing Only about 502 of the Irrigation efforts to develop perimeters are being (Cr. 1571-MAU) small-scale irriga- cultivated. A socio- tion instead of the economic survey is being more costly and done to determine reasons more difficult large- for non-cultivation. scale irrigation. 6. Agric. Sector A hybrid consisting FY90 Ongoing Continues and enlarges Adjustment/ of a sectoral adjust- on many of the reforms Investment ment component and an envisaged under the Second (Cr. 2093-MAU) investment component Technical Assistance to the designed to (1) improve Rural Sector Project. The incentives to farmers first tranche was released and to private investors in April 1990. A second through (a) further liber- tranche release is planned alization of marketing and in September 1991. prices, (b) more secure and equitable land tenure in the Senegal River Valley,  15 and (c) building up UBD with the know-how and procedures to manage a sound agricul- tural credit portfolio; (2) increase effectiveness of SONADER and MDR by reducing their recurrent expenditures and reinforcing their invest- ment selection practices; and (3) identify appropriate development techniques and institutional arrangements conducive to a less drought- vulnerable livestock sector and more sustairnable deserti- fication control.  16 2. Project Timetable Item Date Planned Date Revised Actual Date Identification 1981 01/1981 Preparation 4-5/1981 4-5/1981 Pre-appraisal 6/1981 Appraisal 6/1981 11/3-11/11/1981 Negotiations 3/1982 5/1982 8/31-9/3/1982 Board Approval 6/1982 7/1982 1(1/!/1983 2/1983 Signature 12/12/1983 Effectiveness 3/2/1984 6/1/1984 02/04/1985 9/3/1984 12/3/1984 Completion 6/30/87 12/31/1989 Closing 6/30/88 06/30/89 06/30/1990 12/31/89 06/30/ j0 Comments Identification: Identification took place during the First Technical Assistance Project to SONADER (Cr. 694-MAU). In March 1981, Government confirmed earlier requests to IDA for assistance with the financing and implementation of a follow-up project to continue technical assistance to the rural sector. Preparation: The project was prepared by Ministry of Rural Development staff and a consultant. The key issue raised during preparation was the amount of Government's counterpart funding and the need to ensure that Government complied with its commitment. Appraisal Mission: The appraisal mission, initially scheduled for June 1981, was postponed to November 1981, due to late receipt of the preparation report prepared by the consultant and lack of time for review of the report by MDR. A project preparation facility of US$750,000 was approved in March 1982 to finance the continuation of the ongoing activities of the First SONADER Technical Assistance Project. Questions were raised at the yellow cover stage as to the role and sustainability of SONADER after completion of the project. Board Approval: Board approval took place eleven months after credit negotiations due to delays in Government fulfilling its financial commitment to SONADER. The Association agreed to retroactive financing of $400,000 for salaries of technical assistance staff prior to granting the credit but after May 1983 and the proposal was made orally at the Board presentation. Effectiveness: Credit effectiveness had to be rescheduled four times because Government was unable to meet its financial commitment to the main executing agency, SONADER. Credit Closing: The Credit officially closed on June 30, 1990, but the final disbursement to recover the special account took place on December 4, 1990.  17 3. Credit Disbursements Disbursements (in $ million) Credit 1414-MAU Bank FY Estimated Actual Actual 2 of and Quarter Cumulative Cumulative Estimated 1983/84 1 _ 2 _ 3 _ 4 1.4 0 1984/85 1 2.2 0 2 2.9 - 0 3 3.6 1.67 462 4 4.4 2.17 49% 1985/86 1 5.0 2.64 53Z 2 5.6 2.98 53Z 3 6.2 3.37 54Z 4 6.9 3.49 51Z 1986/87 1 7.2 3.91 54Z 2 7.5 4.33 58Z 3 7.8 4.48 57Z 4 8.1 5.45 67Z 1987/88 1 5.59 69X 2 5.89 73Z 3 6.06 752 4 6.44 80% 1988/89 1 6.59 812 2 7.28 90Z 3 7.49 92Z 4 7.75 96Z 1989/90 1 7.78 96Z 2 8.35 103Z 3 8.60 1062 4 Date of Final Disbursement: December 4, 1990 (The last disbursement was for the recovery of the Special Account.) Closing Date: June 30, 1990  18 4. Project Implementation No key indicators were specifically identified at appraisal. 5. Project Costs and FinancinR A. Proiect Costs Appraisal Estimate Actual 1/ AtE US$ Million Personnel Long-term technical assistance 3.9 5.0 78Z Short-term consultants 2.5 - Local staff 0.8 0.1 13? 7.2 Training 0.2 Equipment and vehicles 0.4 0.5 125Z operating costs of vehicles 0.4 1.6 400? Refinancing of PPF advance 1.0 1.2 1202 SONADER Working Capital - 3.1 Base Cost 9.2 11.5 Price Contingencies 1.3 Total Cost 10.5 11.5 1102 1/ Project accounts do not allow a separation of costs into domestic and foreign currency components.  19 B. Proiect Financing Planned Source (Credit Agreement) Z Final z Comment US$ Million US$ Million IDA 8.1 77 8.6 75 V'AC 1.5 14 1.7 15 Government 0.9 9 1.2 10 10.5 100 11.5 100 Government's contribution to the p r oj e c t i s s ign i f icant ly understated as Government funded. The liquidation of SONADER's debts, which is not included in the calculation of project costs. (See detailed counterpart funding table at Annex 1).  20 6. Project Results Due to the nature of the project, quantitative i.ndicators are not relevant. Studies Studies Purpose as Status Impact of Study defined at appraisal 1. Final design and prepara- To allow construction Completed with tion of bidding documents of now headquarters other financing for SONADER's headquarters building before Credit became effective. 2. Pedological Study of Gorgol Noir (8CEOM) 3. Diagnostic of MDR and Not specifically Completed in Discussed within the of the functions and mentioned at 1987. Min. stry;Provided an responsibilltles of its appraisal. analysis of the con- agencies and departmnts straintswithin rural sector. 4. Study on the Not specifically Resulted in a draft Reorganization of MDR and mentioned at decree on the reorgani- Two-Year Operating Plan appraisal. zation of MDR, which still has not been approved. S. Rural Development In Not specifically Completed in Was unable to locate Statistics mentioned at April 1990. a copy other than the appraisal. one at the Planning Unit. 6. Cereals Marketing and Not specifically Completed in HelpedGovernmnt define Pricing Study mentioned at 1987. its ne food policy and appraisal. re Iated action program. 7. Agricultural Policy Not specifically Completed In Th study wa cmpl eted of MDR mentioned at 1990. but never printed or appraisal. ci rcu I a,ed du- to lack of funds. Note: The Planning Unit collaborated on many other studies (prepared terms of reference, reviewed and comiented on studies, etc.) which were financed by other IDA credits in Mauritania (notably the Senegal Valley Right Bank Master Plan). The Planning Unit also played a major role in preparing and evaluating performance in the rural sector of the 1985- 88 Structural Adjustment Program (PREF), the 1989-91 Structural Adjustment Program (PCR), and the Agricultural Sector Adjustment Program.  21 7. Status of Covenants Section No of Covenant Status Credit Agreement Sect. 3.01 (a) The Borrower shall carry out Complied with Parts A to E through its Planning Unit. (b) The Borrower shall cause Complied with SONADER to perform in accordance with provision.s of the Project Agreement. (c) The Borrower shall make Complied with available proceeds of the Credit. (d) The Borrower shall not assign, Complied with amend, abrogate or waive the Subsidiary Agreement. Sect. 3.02 The Borrower shall employ Complied with consultants, including a consultant heading the Planning Unit, satisfactory to the Association. Sect. 3.03 (a) Insurance Complied with Cb) Goods and services to be Complied with used exclusively for the Project. Sect. 3.04 The Borrower will provide IDA (a) with: Reports and contract Complied with documents for Parts A-E of project. (b) Progress reports and records Complied with (c) Publicity on awarded contracts Complied with (d) Completion report Complied with Sect. 3.05 Borrower shall (i) maintain Complied with Planning Unit (ii) Employ Done in 1985 3 Mauritanian professionals (Credit not for the PU by 12/01/83. signed until 12/2/83.) Sect. 3.06 (i) Borrower to provide IDA with Not complied with MDR training program satis- A training program was factory to IDA by 6/30/84. prepared by consultants financed by FAC but was found to be too general.  22 (ii) Names and resumes of Formal training did not individuals to be trained take place. aboard shall be submitted to IDA for approval. Sect. 3.07 Borrower shall make quarterly Complied with but with deposits into the Borrower's delays. account for Parts A-E of project. Sect. 4.01 (a) Separate accounts for CP Eventually complied with (b) Retention of all records Complied with (c) Have accounts audited annually Not complied with. and report submitted to IDA Audits for 87,88, and within 4 months of FY end. 89 were being audited at time of completion mission, but have not yet been sent to IDA. Sect. 402 (i) Borrower to make annual Borrower eventually paid, but adequate budgetary allocations was consistently late. for its contribution to SONADER. (ii) Borrower shall make cash Borrower paid but sometimes transfers to SONADER in amounts with considerable delays. sufficient to meet SONADER's In Jan. 87 IDA threatened to cash requirements for each suspend disbursements. quarter. Section No. of Covenant Status Project Agreement Sect. 2.01 SONADER shall carry out relevant Complied with parts of the project with all due diligence. Sect. 2.02 (a) SONADER shall employ consultants Complied with and specialists satisfactory to Need for specific IDA including a management disciplines and no. of specialist, a financial analyst, TA (reduced from 8 to 5) three irrigation engineers, an changed over the course agricultural engineer, an of the project but changes agricultural economist and a were mutually agreed by credit specialist. IDA and SONADER. Sect. 2.02 (b) SONADER shall take all necessary Complied with measures to permit consultants to carry out their responsibilities. Sect. 2.03 Procurement shall be governed by Complied wv.th schedule 3 of DCA.  23 Sect. 2.04 (a) Insurance Complied with (b) Goods and services to be used Complied with exclusively for the project. Sect. 2.05 (a) SONADER shall furnish to IDA Complied with reports and contract documents. (b) SONADER shall maintain adequate Complied with records and procedures. (c) Publicity on awarded contracts Complied with (d) SONADER shall enable IDA Complied with representatives to examine all plants, installations, sites, works, etc. Sect. 2.06 SONADER shall duly perform all Complied with its obligations under the Subsidiary Agreement. Sect. 2.07 (a) SONADER shall exchange views with Complied with IDA concerning relevant parts of the Project. (b) SONADER shall inform IDA of any Complied with condition which interferes with the progress of its parts of the Project. Sect. 2.08 By Jan. 1, 1984, SONADER shall Complied with, employ at least 8 professionals except that to work as counterparts to the expatriates were expatriate specialists. reduced to 5. Sect. 2.09 By June 30, 1984, SONADER shall Not complied with furnish to the Association an Borrower proposed that acceptable training program. this be financed by Kuwait Fund instead of IDA; IDA agreed. Kuwait mission was scheduled for August, 90, but did not take place due to war in the Gulf. Sect. 3.01 SONADER shall carry on its Complied with operations and conduct its affairs in accordance with sound practices. Sect. 3.02 SONADER shall maintain and Compli'-d with repair its equipment. Sect. 3.03 Insurance Complied with  24 Sect. 3.04 By Nov. 1 of each year of Complied with Project execution, SONADER shall submit to IDA a budget for the following year. Sect. 4.01 (a) Separate accounts Complied with (b) Retain all accounting records Complied with until one year after the closing date. Sect. 4.02 (a) Have its accounts and financial Complied with (but statements audited annually with delays in 85, 86, 87.) (Accounts for 88 & 89 were not audited until Nov. 90). (b) Furnish audit report to IDA Sometimes complied with, within four months of FY end. but always with delays. We Audit for 88 & 89 was received only in April 91. (c) Furnish to IDA any information Complied with it may request concerning said accounts.  8. Use of Bank Resources _________________________ A. Staff Inputs FY81 FY82 FY83 FY84 FY85 FY98 FY97 FY99 FY99 FY90 FY91 Tota I Preparation 0.0 1.4 2.0 Appraisal 0.4 13.0 1.4 14.9 Negotiations thru Board 8.4 3.1 9.6 Supervlslon 9.1 10.8 9.8 2.6 4.1 4.5 2.1 43.0 CompletIon 0.2 3.4 3.8 Other (LOP, PAD) 3.3 6.7 6.4 1.9 1.1 1.6 3.2 23.2 TOTAL 1.0 17.7 13.6 18.6 12.7 10.9 4.2 7.3 4.6 2.3 8.4 96.1 Ln  8. Uisalows Stag, of Month/ No. of Days In Specializations Performance Rating Type of Project Cycle Year Persons Field Represonted (a) Status (b) Trend (c) Problem (d) Identification 01/81 1 7 ECR Preparation 04/81 1 35 USP (C) (Provided by FAC) Pro-Appraisal 06/81 4 10 EGR, ACR, TRO (C), FNA Appraisal 11/81 2 9 EGR, ECR Post-Appraisal 02/82 2 6 ECR, ECN Post-Appraisal 10/82 1 6 FNA Post-Appraisal 02/83 1 4 ECN Supervision 1 10/83 1 3 EGR 2 1 F, 0 Supervision 2 ?/84 2 3 EOR, ECN 2 3 F, 0 (e) Supervislon 3 11/84 1 9 EGR 2 1 0 Superviston 4 03/85 1 4 EOR I I Supervision Follow-Up 10/86 1 14 ECR (A 690 was not producod.) Supervielon S 03/85 2 16 EGR, fNA (C) 2 U, DI Supervision S 12/86 1 7 FNA 2 M, DI Supervision 7 06/87 1 8 ECU 2 H. DI Supervision Follow-Up 11/87 I I ECN (A 690 was not produced) Supervision 0 3/89 1 I ECU I U, DI Completion 10/90 1 11 0O (a) Specialliations: ACR a Agronomist, Agriculturist (C) a Consuitant ECN a Economist EOR a Enginsor FNA a financial Analyst USP * aMnag ment Specialist OA a Operations Assistant TRO * Training Specialist (b) Status: I a Problem-fre or sinor problems. 2 a ioderste problms. a a MaJor problems. (c) Trends I * Improving. 2 a Stationary. 8 a Deteriorating. (d) Types of Problmso DI a Devolopmnt Impact F a Financial. U UMnagerial. T a Technical. P * Political. 0 = Other. (s) Status/Trend was originally submitted as 3/2 but an amended 690 was lssued by tho Deputy Division Chlef changing status/trend to 2/3.  27 ANNEX I Government Counterpart Funding Year Amount in Amount in Purpose Million UM US$ A. SONADER 1985 50 648,508 Liquidation of SONADER's debts 1986 60 857,143 Liquidation of SONADER's debts 1987 30 410,959 1/ Operating Costs 1988 21,609,419 UM owed but not paid as of 10/90 1989 34,202,940 UM owed but not paid as of 10/90 1990 30 370,370 1/ 170 2,286,980 B. MDR Planning Unit 1986 3.0 40,333 Salaries + operating costs 1987 6.0 81.169 1988 9.9 131,406 1989 7.0 84,358 1990 7.4 91,358 33.3 428,537 1/ 1/ Included in Government contribution to financing project costs.  IBRD 23095 M A U R I T A N I A SECOND RURAL SECTOR TECHNICAL ASSISTANCE PROJECT o C ,S Paved Roads Q -~ - - - Unpaved Roads *- * *---* -Ro.Iroads * Airfields Annuol Rumnfoll in Millimeters (1970.84) international Boundaries - Indicates the Territory of the former Spanish Saharo (Western Sohara) @ Copper AL GE RI A Iron Dote Palms ! Fishing =) A Wharf i AGRICULTURAL ZONES: IZ::J Sohoran Desert | _. Sohoran Sub-Desert \ftlaheeiti E J Sohefian ! 'eii 0,~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ,iI KILOMETERS i 4 MAL I Nouadhibo a20t 20O- NOUAKCHOT M 1, -N-- EREAL (4 00 Ayoun El f . 8 . . \ .y fa I .ny iwtt 'K.-'-' M A L I a S E N E G A L ) __,,__U JUNE 1991