Senegal - Agricultural Research Project

Document of The World Bank FOR OMFICIAL USE ONLY Rbot No 11836 PROJECT COMPLETION REPORT SENEGAL AGRICULTURAL RESEARCH PROJECT (CREDIT 1176-SE) APRIL 30, 1993 Agriculture Operations Division Sahelian Department Africa Region This document has a restricted distribution and may be used bv recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.  ABBREVIATIONS BAME ISRA's Department of Macro-Economic Analysis CNRA National Center for Agronomic Research (Centre national de la recherche agronomique) GOS Government of Senegal IEMVT French Institute of Livestock and Veterinary Medicine (Institut d'6levage et de medecine veterinaire) IRAT French Agronomic Research Institute (Institut de Recherches agronomiques tropicales et des cultures vivrieres) ISRA Senegalese Agricultural Research Institute (Institut senegalais de recherches agricoles) LNERV Senegalese Livestock Research Institute (Laboratoire national de l'elevage et des recherches veterinaires) STC ISRA's Board of Governors' Scientific and Technical Committee UNIFTSTD United Nations Interim Fund on Science and Technology for Development USAID United States Agency for International Development FISCAL YEAR ISRA January 1 - December 31  FOR OFFICLIL USE ONLY THE WORLD BANK Washington, D.C. 20433 U.S.A. Office of Director-General Operations Evaluation April 30, 1993 MEMORANDUM TO THE EXECUTIVE DIRECTORS AND THE PRESIDENT SUBJECT: Project Completion Report on Senegal Agricultural Research Project (Credit 11 76-SE) Attached is a copy of the report entitled "Project Completion Report on Senegal - Agricultural Research Project (Credit 11 76-SE)" prepared by the Africa Regional Office. The Borrower did not provide Part II. After a poor performance in the early years, project implementation improved. The project outcome is rated as satisfactory. A long term program to strengthen the national research system (ISRA) has been initiated, and a follow-on project has been financed to continue the process. Much remains to be done. The most serious concern is the funding of operating costs. Unless an effective mechanism to secure such funding is established, sustainability is in jeopardy. The Project Completion Report provides an accurate record and a useful analysis of project implementation and lessons learnt. The project will be audited, most likely in conjunction with the subsequent research project. Attachment This document has a restricted distribLition 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.   FOR OFFICIAL USE ONLY PROJECT COMPLETION REPORT SENEGAL AGRICULTURAL RESEARCH PROJECT (Credit 1176-SE) Table of Contents Preface .................................................... i Evaluation Summary ....................................... iii I. PROJECT REVIEW FROM BANK'S PERSPECTIVE . . 1 A. Project Identity ................................. 1 B. Background ....................................... 1 C. Project Objectives and Description ............... 3 D. Project Design and Organization .................. 5 E. Project Implementation ........................... 6 F. Project Results .................................. 7 G. Project Sustainability ........................... 9 H. IDA Performance ................................. 11 I. Lessons Learned ................................. 12 J. Borrower Performance ............................ 15 K. Project Relationship ............................ 16 L. Relations with Cofinanciers ..................... 16 M. Consulting Services ............................. 16 N. Project Documentation and Data .................. 16 II. PROJECT REVIEW FROM BORROWER'S PERSPECTIVE ........... 18 III. STATISTICAL INFORMATION ............................. . 19 ANNEXES - Annex 1 - Participants in Completion Mission....... - Annex 2 - References............................... MAP IBRD 14941 This report is based on the findings of a project completion mission carried out in Senegal from October 17 to October 27, 1990, by Ms. Jann Masterson, Operations Analyst, AF5AG. Ms. Katherine Marshall is the Department Director, and Mr. Salah Darghouth, the Managing Division Chief. 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.   PROJECT COMPLETION REPORT SENEGAL AGRICULTURAL RESEARCH PROJECT (Credit 1176-SE) PREFACE This is the Project Completion Report (PCR) for the Agricultural Research Project in Senegal, for which Credit 1176- SE in the amount of SDR 17.0 million (US$19.5 million equivalent) was approved on September 8, 1981. The credit was closed on December 31, 1989, eighteen months behind schedule. It was fully disbursed, and the last disbursement was on May 22, 1990. The PCR was prepared by the Agriculture Operations Division of the Africa Regional Office (Preface, Evaluation Summary, Parts I and III). The Borrower was requested by the Association to prepare Part II, but a reply has not been received. Preparation of this PCR was started during a completion mission of the project in October 1990, and is based, inter alia, on the Staff Appraisal Report; the Development Credit and Project Agreements; supervision reports; correspondence between the Bank and the Borrower; internal Bank memoranda, and independent evaluation studies of the project (see Annex 2, References).   - iii - PROJECT COMPLETION REPORT SENEGAL AGRICULTURAL RESEARCH PROJECT (Credit 1176-SE) EVALUATION SUMMARY Project Objectives i) The overall goal of the project was to strengthen Senegal's agricultural research capability by improving the relevance and impact of Senegal's national research effort in crop and livestock development, decentralizing research efforts and strengthening the linkages between research, extension and agricultural activity. The project sought to make research more problem-oriented and relevant to farmers. Implementation Experience ii) Implementation experience was mixed, with very poor implementation up until the 1985 in-depth review mission, and significantly improved performance thereafter. The project was implemented by ISRA, the Senegalese Agricultural Research Institute. The main factors responsible for the variance between planned and actual implementation were: (a) lengthy delays between Board approval and credit effectiveness; (b) lack of a coherent recruitment policy to meet ISRA's skills-mix requirements; (c) lack of a comprehensive staff development plan designed to meet ISRA's skills-mix needs through either training or retraining; (d) ISRA's inadequate financial management and chronic lack of liquidity, which resulted in inadequate funding of research programs; (e) inadequate general management by both the tutelary ministry and ISRA; (f) uncontrolled growth of staff (from 600 staff at appraisal to 1573 in 1985); (g) inadequate salary scales for scientific staff and inadequate performance review criteria; and (h) ISRA's legal statutes and organizational structure, which impeded project performance. In 1984 the project was rated a "problem project," and a major supervision mission was fielded which recommended a technical action plan to improve the situation. Both ISRA and Government implemented most of the actions recommended by the mission, and project performance improved dramatically in the years that followed the 1985 mission.  -iv - Results iii) The Project achieved its primary objective of strengthening ISRA's research capability, although there were some shortfalls in specific appraisal targets. Fewer staff received training than originally planned, and the civil works program was scaled down in order to use the savings to fund ISRA's operating costs. Not all research programs planned at appraisal could be implemented due to lack of research staff with the appropriate skills-mix and insufficient research operating funds. Although research was decentralized to stations other than Bambey, most research staff continued to be based at Bambey, leaving some facilities built by the Project unoccupied. Decentralization, although a laudable objective, did not result in any corresponding savings in operating costs as no effort was made to downsize Bambey. iv) Despite the difficulties encountered throughout the early years of project supervision, the overall achievements of the project are far from negligible (para 14). The management of Senegalese research is now entirely under national directors, and the number of Senegalese scientists has increased from 30 to 117. Virtually all of ISRA's scientific staff have been trained in micro-computers and are computer literate. BAME, a policy analysis research unit created under the project with USAID funding, has produced impressive results in the collection of original data required for sectoral analysis. The decentralization of ISRA's research and the introduction of specialized teams in production-system research in three agro- ecological zones has produced valuable information for researchers at the station level and has resulted in broader and more field oriented research programs. ISRA research has generated many valuable varieties and useful technologies for the agricultural sector. Crop research is no longer concentrated solely at the Bambey station, but has been decentralized to other stations. The Project financed a major construction program which built, renovated and equipped research stations and laboratories in the various agro- ecological zones. In 1989 ISRA produced its first annual report detailing its scientific and administrative achievements during the year. ISRA's research planning and programming capacity was improved. Sustainability v) A minimum fifteen year time frame is necessary in order to allow ISRA to: (a) generate food and export crop technology that can produce new income streams and employment for farmers, herders and fishermen in different agro-ecological zones; (b) develop a community of Senegalese scientists that can  v manage ISRA, produce new technology, and replace the bulk of the expatriates; (c) secure financing for its research. During the Agricultural Research Project, researchers paid relatively little attention to linkages with extension, possibly because extension at that time was handled by a multitude of regional development agencies and not by a single national extension service. At the end of the Agricultural Research Project, IDA approved a follow-up project to: build on the strong infrastructural and human resource base established under the first project, assist Government with the consolidation of its research effort with emphasis on research programs expected to yield results in the short-term and improve linkages with extension through more frequent contacts with the national extension service (para 16). ISRA, although strengthened by the project, remains an institution sorely dependent on donors' and Government's financial contributions, as is evidenced by the fact that in the transition years when IDA and other donors were preparing follow-up projects, many of ISRA's research activities came to a virtual standstill due to lack of funds. FindinQs and Lessons Learned vi) Lessons derived from implementation of the project include the following (para 18). (a) The "misuse" of the master plan as a blue-print for project design led to an overambitious project. Although master plans have proven to be excellent tools in many countries for defining and prioritizing research objectives, they are too crude a tool to serve as a basis for recruitment policy/manpower development plans (number of scientists by discipline) and to define an infrastructure investment program (number of offices, size of laboratories, etc.). Moreover, most master plans are outdated the day that they are printed. (b) A coherent recruitment policy to meet ISRA's skills- mix requirements and a comprehensive staff development program tailored to ISRA's long-term need for trained staff (both administrative and scientific) should have been in place before project start-up. (c) A working accounting and financial management system should have been in place before effectiveness, followed by a project launch workshop to introduce a new executing agency to IDA disbursement and procurement procedures and institutional reforms with respect to research program design, implementation, monitoring and evaluation.  -vi- (d) The long-term commitment of Government and donors to provide adequate and timely research operating funds is essential to ensure satisfactory results. Over the last decade, in Senegal, as in many other countries, donors have financed virtually all investments in hardware (buildings and equipment) and incremental recurrent research operating costs. Over the same time horizon, Government has focussed its research spending on building up the core of indigenous scientific staff. As a result, non-incremental research operating expenditures generated by donor funded activities, but not financed by them, are now seriously underfunded. The Special Program for African Agricultural Research (SPAAR) has proposed the use of consolidated program budgeting ("research funds") to alleviate perennial problem of the chronic under-funding of operating expenditures, management and maintenance, and provide a mechanism for governments to coordinate donors around the implementation of a National Agricultural Research Master Plan. The use of an integrated sector approach to research, where all research operating costs are considered as a capital good -- a development expenditure with long term results, as opposed to short term -- and the introduction of time-bound contractual arrangements for research funding, based on accountability for research relevance, would require a long-term commitment by donors and government. Significant conditionality should be attached to our future lending operations, such as annual agreements on research objectives and financing, combined with a reasonable and realistic share of public resources for the agricultural sector as a whole to be destined for investments in research. (e) The effective use of the in-depth review mission in 1985 (before the mid-term review became a standard feature of project implementation) and follow-up by subsequent supervision missions was a major factor in improved project implementation after 1985. (f) Two innovative concepts that worked well under this Project were the Consultative Group on Agricultural Research in Senegal and ISRA's Scientific and Technical Committee (STC), which was strengthened by the addition of four independent scientists of international repute. Although the STC took some time to become fully operational, it is now functioning and has an impact (committee reports were available and its comments were taken into account by individual scientists). The Consultative Group was an informal  - vii - forum of all donors which met at least once a year to exchange views with Government on the progress of the Project, performance, impact of the Project on agricultural development, and other matters related to the Project. This Group should evolve into a partnership between Government and donors where binding decisions would be taken with respect to the funding and the sustainability of the entire national agricultural research system. (g) There was a tendency for most supervision missions to focus on investment components such as civil works, training and financial management, leaving the supervision of the research program content to the independent technical oversight committee (ISRA's Scientific and Technical Committee). The Africa Region at present is staffed with only a few research specialists, and it would be difficult, if not impossible, for them to supervise each of the Region's research projects. Possible solutions are: posting more research staff to the field to supervise research programs in several countries, relying more on other donors for research expertise, using specialized research consultants, or creating, during the project design phase, a mechanism such as the technical oversight committee and closely monitoring its performance. Supervision plans in the SARs of future research projects should indicate how research program supervision will be handled. (h) The use of an on-site consultant architect/planner greatly facilitated the execution of the civil works construction program, and would probably be advisable in any project financing a major construction component.   - 1 - PROJECT COMPLETION REPORT SENEGAL AGRICULTURAL RESEARCH PROJECT (CREDIT 1176-SE) I. PROJECT REVIEW FROM BANK'S PERSPECTIVE A. Prolect Identity Name : Agricultural Research Project Credit Number : 1176-SE RVP Unit : Africa Region Country : Senegal Sector : Agriculture Subsector : Agricultural Research B. Background 1. Senegal has a relatively long history of agricultural research, beginning in Bambey in 1921, when a research station was established to produce improved varieties of groundnuts and to study cultivation methods. In 1933, this research was expanded to include food crops grown in association with groundnuts: millet, sorghum, and cowpeas. In 1936, a chemistry laboratory was established, and soil fertility investigations began. In 1938, Bambey became the Federal station for agronomic research in French West Africa. When Senegal became independent in 1960, Bambey became the Centre National de la Recherche Agronomique (CNRA). By bilateral agreement, the administration was placed in the hands of the French research organization, Institut de Recherches Agronomiques Tropicales et des Cultures Vivrieres (IRAT). In 1975, the Institut Sen6galais de Recherches Agricoles (ISRA) was created and IRAT continued to assist in staffing with financial support from the French Government. 2. ISRA's research on millet, sorghum, groundnuts, maize, cotton, cowpeas and soybeans was carried out by CNRA, which conducted research nationwide. At the Bambey station there were also research programs on soil and water management, soil fertility, plant protection, farming systems, and studies of techniques for transferring technology, as well as studies on agricultural machinery, post-harvest technology, seed production and animal husbandry. Bambey served as the national crop research institute, with research at Fanaye and Djibelor limited largely to rice. Crop research in the past had several major  flaws: (i) it was concentrated in one research station at Bambey, in an area with low potential for production increase; (ii) it had poor linkages with agricultural extension and hence research results were seldom successfully passed on to farmers; (iii) it was primarily oriented towards plant breeding rather than addressing existing farmer constraints through interdisciplinary constraint analysis; (iv) it was organized along disciplines at the expense of coherent and consistent research programming and coordination; and (v) it was concentrated at research stations with little on-farm research. 3. Animal research began in 1935 with the establishment of a laboratory for veterinary research at Hann near Dakar. This research station, like Bambey, had a federal responsibility for all of French West Africa until Senegalese independence in 1960, when it became the Laboratoire National de l'Elevage et des Recherches V6terinaires (LNERV). The French organization, Institut d'Elevage et de M6decine V6terinaire des Pays Tropicaux (IEMVT), continued to assist LNERV by the secondment of expert staff. In 1975, LNERV was integrated into ISRA's organization. Research was mostly related to animal health (virology, bacteriology, helminthology, entomology, and protozoology). The production of vaccines for several countries in West Africa was, and continues to be, a major activity. Some attention was also given to animal nutrition, genetics, physiology and agrostology. Research efforts focussed on animal health and breed improvement, with little emphasis on production constraints faced by pastoralists in Senegal's grazing areas. 4. In 1978, the Government of Senegal decided to reorient its agricultural research effort to improve its efficiency and make it more farmer oriented so that research would contribute to the success of Government's investment policies in the rural sector. Research was to become more problem oriented -- that is, more responsive and applicable to the real constraints faced by agricultural/livestock producers -- and communications between research workers and extension staff of the development agencies and the Ministry of Rural Development were to be improved. The four main issues to be addressed were: (a) Past research had concentrated on groundnuts and cereal production from rainfed agriculture. Research knowledge of irrigated agriculture was much less developed. (b) Agricultural research had always been concentrated at one main station (Bambey), in a low rainfall area. Decentralization of research was necessary to spread efforts to areas with a higher rainfall and production potential. (c) Output from rainfed farming was stagnating, and there  was a need to define improvements in farming systems to take into account farmer constraints and the farmers' capacity to adopt new technical packages. (d) Diseases and insect attacks were beginning to be serious constraints in agricultural production. Moreover, several institutional and socioeconomic problems plagued the agricultural sector. Issues concerning general price policy, marketing, agricultural credit and farmer debts, input distribution and the general organization of the rural sector were threatening to disrupt agricultural production. Government recognized the importance of these factors in producers' decision-making and sought to effect a general reform of the rural sector, of which the Agricultural Research Project was an integral part, with the wider institutional problems being addressed under the Structural Adjustment Operation. C. Project Obiectives and Description 5. The overall goal of the project was to strengthen Senegal's agricultural research capability by improving the relevance and impact of Senegal's national research effort in crop and livestock development, decentralizing research efforts and strengthening the linkages between research, extension and agricultural activity. Making agricultural research more relevant to producer needs was an important element in the Government's plans to improve the overall performance in the agricultural sector as part of its structural adjustment program. A major project objective was to address directly the needs and problems of farmers through improved communications between research workers and extension personnel. 6. The Project, as the first phase of a long-term program of support to strengthen agricultural research capability, aimed to establish and implement over a six year period: - five production systems programs (at Fanaye for the Senegal River Valley, at Nioro du Rip for the South Groundnut Basin, at Djibelor for the Lower Casamance Zone, at Dahra for the Sylvo-Pastoral Zone, and at Kolda for the Upper Casamance Zone.) All of the production systems programs were mixed agriculture/livestock systems: emphasis at the Fanaye Station would be on irrigated agriculture, at the Nioro du Rip Station on rainfed agriculture, at Djibelor on various techniques for rice production, and at the Kolda and Dahra Stations on livestock production systems. - six nationally coordinated multidisciplinary commodity programs on groundnuts, cowpeas, millet, sorghum,  - 4- maize and rice. 7. In particular, the Project included: (a) establishment within ISRA of an Agricultural Production (Farming) Systems Department, including a Central Systems Analysis Group, and a Support Research Section; (b) staffing and operation of a Commodity Research Department; (c) establishment within ISRA of a Support Services Department, responsible for the operation of all research stations and central laboratories, and including the creation of the following new units: Manpower Development and Training, Technical Support, Documentation and Publications, and Data Processing and Statistics; (d) strengthening of ISRA's headquarters through the establishment of a Monitoring and Evaluation Unit, an Internal Auditing and Budgetary Control Unit, and a Macro-Economics Research Unit; (e) employment of 88 scientists for a total of 550 staff- years of which 240 staff-years of expatriates; (f) employment of about 184 other scientific staff (senior and junior technicians), 384 support staff and 44 headquarters staff; (g) training of Senegalese scientists through 48 M.Sc. and 15 PhD fellowships and 20 management training fellowships; (h) providing for 120 staff-months of short-term consultancies by visiting scientists; (i) development and rehabilitation of six research stations including: 106 houses on the stations and in the cities of Richard Toll and Kaolack; about 6,000 m2 of laboratories, office space, breeders' work and preparation rooms, screen houses, and farm buildings; and about 5,400 m2 of cattle and sheep pens; (j) development of a 100 ha experimental irrigation perimeter at Fanaye, and construction of a Documentation and Publications Center at St. Louis; and (k) procurement of three mobile research units, farm  implements, 11 trucks, 20 tractors, 27 tillers, 205 vehicles and 105 motorbikes, office and laboratory equipment, furniture, small farm equipment and research supplies. D. Project Design and Organization 8. In 1978, following a Bank preparation mission, Government requested the help of the International Agricultural Development Agency (IADS), a US-based agency funded by the Rockefeller Foundation, to prepare, in collaboration with ISRA, a master plan to improve the national agricultural research system. Senegal was one of the first countries in Sub-Saharan Africa to prepare a master plan for agricultural research. Both Government and the Bank considered ISRA's master plan too grandiose a wish list, and requested IADS to prepare a scaled- down version acceptable to Government. This scaled-down plan was the basis for the preparation and subsequent appraisal of the project. The plan had three main proposals: (i) reorganization of ISRA and regionalization of agricultural research; (ii) national coordination of multi-disciplinary commodity programs integrating them into improved production systems; and (iii) establishment of priorities for the regionalization of the above-mentioned programs. Specifically, the plan proposed that research work be concentrated in four of the seven agro-ecological zones in the country as follows: (i) the Senegal River Valley for irrigated agriculture; (ii) the Sahel Region for animal production systems research: (iii) the Central Region including the central and southern parts of the Groundnut Basin; and (iv) the Casamance Region in the higher rainfall areas in the South. This plan was submitted to the Government and the Association early in 1979, reviewed and found generally acceptable. Following this agreement ISRA prepared a more detailed proposal for a first phase implementation of the plan. After further refinement, the plan became the basis of the appraisal for the first project which took place late in 1979. 9. The Project as prepared and appraised, based on the master plan, was a highly ambitious one, aiming at a broad reorganization and rationalization of ISRA and its operations. In retrospect, as the first free-standing agricultural research project in the Africa Region, it was probably over-ambitious to seek to achieve, during a six year project: the reorganization of ISRA, the introduction of 5 productions systems programs, a massive training program, a major construction program and improved financial management, all in the first phase of a long- term program. The use of the master plan as a blueprint for project design (e.g., to determine the number of scientists required by discipline and the number of offices, laboratories, size of stations) was the root cause for the over-ambitious design.  10. The total project cost was estimated at US$106.1 million, of which IDA financed US$19.5 million; the Government, US$32.9 million; France, US$35.3 million equivalent; USAID US$16.3 million equivalent; and UNIFSTD and ICRISAT/WARDA, US$2.1 million. It is, however, misleading to describe the project as a US$106 million project. In fact, there were several albeit complementary projects aimed at assisting ISRA to build up its research potential, each project (and each donor) with different priorities, different procedures and a different time frame. France financed mainly technical assistance (about 40 researchers during the project) and some specific research programs; USAID financed some civil works (under two distinct projects) and some specific research programs, training and technical assistance through a contract with Michigan State University; and IDA financed commodity and livestock research programs, civil works, equipment, technical assistance, some training, and, although this had not originally been planned, a large part of ISRA's overheads. E. Prolect Implementation 11. The project was appraised in November 1979 and approved in September 1981. It became effective in June 1983, almost twenty-one months after Board approval. This delay was caused primarily by ISRA's inability to produce a 3 year work- program and budget satisfactory to IDA and Government's failure to open a revolving fund for ISRA with an initial deposit of CFAF 30 million (about US$108,000 equivalent). ISRA's financial management problems became apparent even before credit effectiveness, following the receipt of a severely qualified audit. The question of whether ISRA had the administrative capacity both to comply with the various conditions for effectiveness and to manage the research project does not appear to have received adequate attention in project design. ISRA was described as a "well-organized and efficient research institute" in the President's Report (para 36). Nonetheless, the common theme in all the supervision reports was that ISRA's organizational structure, administrative rules and procedures were prejudicial to project implementation and to the stated objective of strengthening the research management system. Perhaps the single most constraint to the operational effectiveness of ISRA was its limited capacity to manage its financial resources. A repeated criticism in the early Bank supervision reports (1982-1984) was the lack of a comprehensive accounting system and rational method for research programming and budgeting at ISRA. 12. In 1984 the Project was classified a "problem project" due to inadequate management and Government's refusal to implement the reorganization specified in the Development Credit  - 7 - Agreement. An in-depth review mission took place in 1985. The mission proposed a six-month technical action plan to correct ISRA's problems, which was transmitted to the President of Senegal and accepted by him in principle. In the two years that followed the in-depth review mission, ISRA and Government implemented most of the recommendations of the review mission: tutelary responsibility for ISRA was transferred from the Ministry of Scientific and Technological Research to the Ministry of Rural Development; ISRA's Director General and several senior staff were replaced; major and painful staff reductions were made (staff was reduced to under 1000 in early 1987); the organization chart suggested by the review mission was put into place; general and budget accounting systems were set up by technical assistance recruited under the project, and financial management and accounting improved to the extent that in 1986 for the first time, the auditors were able to certify ISRA's accounts, and in 1987 adequate funds for inputs and research activities were available when needed. Unfortunately the improvements in accounting and financial management were not sustained, because not enough local staff were trained by the expatriate technical assistant, and several competent local staff that had been trained left ISRA for higher paying jobs in the private sector. During the transition period between the end of the first project and effectiveness of the second project, ISRA's accounting and financial management once again slid into disarray, with the result that in 1992 USAID is financing consultants to redesign ISRA's budgeting and accounting system. 13. Critical Variances in Project Implementation. The main factors responsible for the variance between planned and actual implementation were: (a) lengthy delays between Board approval and credit effectiveness; (b) lack of a coherent recruitment policy to meet ISRA's skills-mix requirements; (c) lack of a comprehensive staff development plan designed to meet ISRA's skills-mix needs through either training or retraining; (d) ISRA's inadequate financial management and chronic lack of liquidity, which resulted in inadequate funding of research programs; (e) inadequate overall management by both the tutelary ministry and by ISRA's management; (f) uncontrolled growth of (primarily administrative) staff between appraisal and the 5th supervision mission in 1985 (ISRA staff increased from 600 staff at appraisal to 1573 staff in 1985); (g) inadequate salary scales for scientific staff and inadequate performance review criteria; and (h) ISRA's legal statutes and organizational structure, which impeded project performance. F. Project Results 14. The Project achieved its primary objective of strengthening ISRA's research capability, although there were  shortfalls in specific appraisal targets such as number of staff trained and number of research programs implemented. The construction program was scaled down in order to use savings to fund ISRA's operating costs. Despite the difficulties encountered throughout the early years of project supervision, the overall achievements of the project are far from negligible. (a) The management of Senegalese research is now entirely under national directors, and the number of Senegalese scientists has increased from 30 to 117. This increase in Senegalese scientific staff has made ISRA a truly Senegalese research institute, and is a good indication that, in the future, national research efforts will be oriented more towards national priorities and local factors. The project made important contributions to the development of human resources, although the numbers trained and level (only MSc training; no PhD training) of training were below the original appraisal targets. Twenty-one candidates obtained MSc degrees; of these, 18 returned to ISRA, which is a very high retention rate. (b) Virtually all of ISRA's scientific staff have been trained in micro-computers and have become computer literate. This is a major achievement for an African research institution. What is now needed is a general updating of ISRA's computer hardware, most of which does not have adequate memory to run SAS, the most common statistical package. (c) The creation of BAME (Department of Macro-Economic Analysis), a policy analysis research unit, has had highly beneficial results as concerns collection of original data required for sectoral analysis, and the reports prepared by BAME have a great value because they are based on primary data and not on recycled secondary data. These reports have received favorable attention from Government and from the donor community. (d) The decentralization of ISRA's research and the introduction of specialized teams in production-system research in three agro-ecological zones has produced valuable information for researchers at the station level and has resulted in broader and more field- oriented research programs of greater relevance to the farmer. (e) ISRA research has already generated many valuable varieties and useful technologies for the agricultural sector (Table 6, Project Results). In the major agricultural zones, rainy seasons have become shorter  (by 10 to 20 days) and drier (average of 200 mm less rainfall) in the last two decades. The groundnut and small grain (millet and sorghum) plant breeders have succeeded in developing short cycle drought resistant varieties with acceptable yields and quality. Some of these varieties are already being extensively used by farmers, including a disease-resistant groundnut variety now widely planted in the northern part of the groundnut basin. A technical package (minikit) for cowpeas has been developed and extended to farmers. The variety and technical package now being used by cotton farmers in eastern Senegal enables good yields to be obtained. ISRA has produced a practical manual on vegetable cultivation, primarily directed at extension agents, which has been widely diffused under the ongoing Agricultural Services Project. Veterinary research has developed an effective program of disease control and appropriate vaccines are being produced. The population mapping program of fisheries research has provided the base for improved management and exploitation of fish stocks. Forestry research has identified suitable species for different agro- ecological zones. The farming systems research teams have, in their definition of the most important technical constraints, provided a strong foundation for effective research during the next phase of ISRA's development. (f) Crop research is no longer concentrated solely at the Bambey station, but has been decentralized to other stations. The Project financed a major construction program which built, renovated and equipped research stations and their laboratories in the various agro- ecological zones. (g) In 1989, ISRA produced its first annual report detailing its scientific and administrative achievements during the year. (h) ISRA's research planning and programming capacity was improved so that at the end of the project ISRA was able to prepare a priority research Master Plan for the next five years, which served as the basis for the appraisal of the IDA follow-up project. G. Project Sustainabilitv 15. The 1985 in-depth review mission adopted a 15 year time frame (1985-2000) as a realistic time frame for ISRA to: (a) generate food and export crop technology that can produce new income streams and employment for farmers,  - 10 - herders, and fishermen in different agro-ecological zones of the country; (b) develop a community of Senegalese scientists that can manage ISRA, produce new technology, and replace the bulk of the expatriates; (c) secure financing for its research. The issues involved in the 1985-2000 time period are as follows: (a) The first issue is the period of time that it will take to develop new technology. Over the past three to four decades, experience in developing countries has shown that it takes about ten years, on the average, to produce a new plant variety that has been farmer tested and is ready for diffusion by extension agents. One of the weaknesses of the Agricultural Research Project was that researchers paid relatively little attention to linkages with extension, possibly because extension at that time was handled by a multitude of regional development agencies and research contracts had to be negotiated separately with each one. One of the aims of the Project was to develop Senegalese capacity to screen and borrow technology from the global research system and to adapt the technology through applied research to local agro-ecological zones. Unfortunately, throughout the Project, five of ISRA's six commodity research programs lacked full- time senior breeders. There is a need for a donor commitment to strengthen ISRA's commodity research programs through the addition of senior breeders and a vigorous training program to fill the vacancies in the department; donor assistance will be required to assist the Crop Production Department for another decade. (b) The next issue is the time that it will take to develop human capital to replace expatriates and improve the management and productivity of the organization. This process will also require 10 to 15 years. Although ISRA made excellent progress in increasing its Senegalese staff from 30 to 117 during the project period, the bulk of ISRA scientists are 35-40 years of age and have limited experience in research. Donor assistance will be required for most of the 1990's to help ISRA upgrade its staff through overseas and on-the-job training. 16. A follow-up project to the Agricultural Research Project was approved in FY90 to: build on the strong infrastructural and human resource base put in place under the  - 11 - Agricultural Research Project, assist Government with the consolidation of its research effort, with emphasis on research programs expected to yield results in the short term, and improve linkages with extension through more frequent contacts with farmers and with the national extension service, financed under the on-going IDA Agricultural Services Project (Cr. 2108- SE). The on-going Second Agricultural Research Project (Cr. 2107-SE) is assisting ISRA with its programming, management and financing of priority research programs, as identified within its Master Plan (Plan Quinquennal), and will therefore make a critical contribution to the effective utilization of the capital invested during the first research project. The financial and environmental fragility of Senegal's agricultural sector requires carefully focussed research, if the contribution of the agricultural sector to the economy is to be maintained. The Government is unlikely to be able to support the costs of its agricultural research without continued financial assistance from IDA and other donors. Indeed, during the transition period between the first and second IDA project and follow-up projects of several other donors, research activity at ISRA came to a virtual standstill due to lack of funds to finance research operating costs. The shortage of recurrent operating funds led to serious under-funding of recurrent station operating and maintenance costs, thereby increasing the need for infrastructure rehabilitation. H. IDA Performance 17. IDA staff contributed to the success of the project through close and supportive working relationships and professional advice. Throughout the project the Bank invested considerable staff and consultant resources in the Project, from preparation onwards. The appraisal team was well-staffed, with a variety of disciplines represented, including agricultural and livestock research specialists, an architect, an architect/planner, an economist, and 2 financial analysts. A major failure of IDA during appraisal was the failure to realize ISRA's inadequacies in financial and administrative management and incorporate corrective measures before project start-up. Bank supervision was more than adequate, and the missions were well-timed with appropriate skill mix. The project received considerably more than the customary 12 sw of supervision: 23 sw in FY83, 14 in FY84, 60 in FY85, 35 in FY86, 17 in FY87, and 16 in FY88. Despite IDA's repeated refusals to provide a special account for ISRA from the credit funds (a refusal due primarily to the inadequacies of ISRA's accounting system), IDA made every effort to make funds available to ISRA. The original project did not include financing for operating costs; however, IDA liberally interpreted category 3 "Small equipment and research supplies" and prepared a list of acceptable operating costs which ISRA could fund under this category.  - 12 - I. Lessons Learned 18. For future projects the following lessons learned from implementation of this project may be of value: (a) The "misuse" of the master plan as a blue-print for project design led to an overambitious project. Although master plans have proven to be excellent tools in many countries for defining and prioritizing research objectives, they are too crude a tool to serve as a basis for recruitment policy/manpower development plans (number of scientists by discipline) and to define an infrastructure investment program (number of offices, size of laboratories, etc.). Moreover, most master plans are outdated the day that they are printed. (b) A coherent recruitment policy to meet ISRA's skills- mix requirements and a comprehensive staff development program tailored to ISRA's long-term need for trained staff with the appropriate skills-mix (both administrative and scientific) should have been established prior to project start-up. Retraining needs should also have been defined in function of ISRA's skills-mix requirements. Although ISRA recruited excessive numbers of staff during the project period, several of its research programs lacked key staff with the required specializations. (c) A working accounting and financial management system should have been in place before effectiveness, followed by a project launch workshop to introduce a new executing agency to disbursement and procurement procedures, as well as to institutional reforms with respect to research program design, implementation, monitoring and evaluation. One of the reasons frequently given for ISRA's lack of liquidity was its inability to prepare disbursement requests in a timely manner. (d) The long-term commitment of Government and donors to provide adequate and timely research operating funds is essential to ensure satisfactory results. At numerous times during the project, ISRA had no funds to finance research supplies and research operating costs. During the transition period between the end of the project and the effectiveness of the second project, ISRA's activities ground virtually to a standstill due to lack of funds. Over the last decade, in Senegal, as in many other countries, donors have financed virtually all investments in hardware  - 13 - (buildings and equipment) and incremental recurrent research operating costs. Over the same time horizon, the Government of Senegal has focussed its research spending on salaries to build up the core of indigenous scientific staff. As a result, non- incremental research operating expenditures generated by donor funded activities, but not financed by them, are now seriously underfunded. The Special Program for African Agricultural Research (SPAAR) has proposed the use of consolidated program budgeting ("research funds") to alleviate the perennial problem of the chronic under-funding of operating expenditures, management and maintenance, and provide a mechanism for governments to coordinate donors around the implementation of a National Agricultural Research Master Plan instead of a series of enclave projects. The use of an integrated sector approach to research, where all research operating costs are considered as a capital good -- a development expenditure with long- term results, as opposed to short-term -- and the introduction of time-bound contractual arrangements for research funding, based on accountability for research relevance, would require a long-term commitment by donors and government. Significant conditionality should be attached to our future lending operations, such as annual agreements on research objectives and financing, combined with a reasonable and realistic share of public resources for the agricultural sector as a whole to be designated for investments in research. (e) Two innovative concepts which worked well under this project were the Consultative Group on Agricultural Research in Senegal and ISRA's Scientific and Technical Committee (STC). (i) The Consultative Group on Agricultural Research in Senegal was established as an informal forum for all donors to agree on research concepts and financial support to Senegal. This Group met at least once a year to exchange views with Government on the progress of the Project, performance of Borrower obligations, impact of the Project on agricultural development, and other matters related to the objectives of the Project. Despite organizational difficulties this Group kept all donors informed of project progress and enabled the donors to work closely together. When serious problems arose in 1984/1985, the major donors unanimously supported the recommendations of the 1985 IDA review mission and urged Government to implement the  - 14 - technical action plan promptly. It is unlikely that such a donor consensus could have been achieved without the mechanism of the Consultative Group, and unlikely that Government would have implemented the recommendations so promptly had the donors not presented a united front. However, the Consultative Group was never in a position to help ISRA to secure adequate funding for research operating expenditures -- and thus had no bite. This Group should evolve into a partnership between Government and donors where binding decisions could be taken with respect to the funding and the sustainability of the entire national agricultural research system. (ii) ISRA's Board of Governors Scientific and Technical Committee, was strengthened under the Project with four independent scientists of international repute as advisors. The STC met once a year to review research programs and budgets before they were finalized and to review research results. The Project also financed an annual visit by the independent researchers to visit the research stations and review the research programs in their areas of specialization. Although the STC took some time to become fully operational, it is now functioning and has an impact (the most recent supervision mission of the follow-up project found that committee reports were available and were taken into account by individual scientists). (f) The effective use of the in-depth review mission in 1985 and follow-up by subsequent supervision missions resulted in significantly improved project implementation. The decision to field a major in- depth review mission (before the mid-term review became a standard feature of project implementation), the utilization of an achievable six month technical action plan, backed by the threat of suspension, and the willingness of Bank management to devote considerable staff/consultant resources (60 sw in FY85) was a major factor in improved project implementation. (g) There was a tendency for most supervision missions to focus on investment components such as civil works, training, and strengthening of management, leaving the supervision of the research program content to the independent technical oversight committee (ISRA's Scientific and Technical Committee). As an example,  - 15 - most supervision reports do not mention progress (or lack of it) in improving the linkages between research and extension and making research more relevant to farmers, although this was a stated objective of the project. Moreover, the technical action plan of the 1985 review mission recommended changes in the research program (for example, strengthening the crop production research programs), but although most recommendations of the technical action plan were closely monitored (financial management, ISRA's reorganization, etc.), this recommendation does not seem to have received any follow-up in subsequent supervision reports. The Africa Region at present is staffed with only a few research specialists, and it would be difficult, if not impossible, for them to supervise each of the Region's research projects. Possible solutions are: posting more research staff to the field to supervise research programs in several countries, relying more on other donors for research expertise, using specialized research consultants, or creating, during the project design phase, a mechanism such as the technical oversight committee and closely monitoring its performance. Supervision plans in the SARs of future research projects should indicate how research program supervision will be handled. (h) The use of an on-site consultant architect/planner in a project with a significant civil works component, and the regular supervision by IDA or consultant architects greatly facilitated the execution of the civil works construction program. J. Borrower Performance 19. Borrower performance changed drastically over the course of the project. It quickly became apparent to early supervision missions that ISRA, and its tutelary ministry, had not followed the agreed principles concerning its organization, and, moreover, that ISRA's financial situation deteriorated rapidly to the point of paralysis because of lack of budgetary control, inadequate accounts and accounting procedures and incapacity to prepare disbursement requests in time. ISRA's overdraft with the Treasury increased from 265 million CFAF in 1979 to almost 8 billion in 1989. At the time of the 1985 review mission, the mission leader indicated that both ISRA and Government had breached most of the covenants of the Development Credit Agreement and the Project Agreement. Nonetheless, following the 1985 review mission, both ISRA and Government took significant steps to improve their performance: reducing ISRA's staff, revising ISRA's statutes and organization chart, and improving financial and accounting management. Substantial improvement was achieved within one year, and by the end of the  - 16 - project, ISRA and Government were in compliance with most of the legal covenants. K. Prolect Relationship 20. IDA staff and officials of the Borrower involved in the implementation of the project enjoyed an amiable and professional working relationship after the 1985 in-depth review mission. Prior to this mission, there were difficulties between the tutelary ministry and IDA staff, but these were resolved when the tutelary responsibility was transferred to the Ministry of Rural Development, and ISRA and the Borrower began to make serious efforts to comply with legal covenants and to implement the technical action plan recommended by the review mission. L. Relations with Cofinanciers 21. Relations with cofinanciers (France, USAID, UNIFSTD, ICRISAT/WARDA) were cordial, despite some minor disagreements over the course of the project. A major contributing factor to the good relations was the formation of a Consultative Group on Agricultural Research in Senegal, composed of all the donors. The Consultative Group met annually as an informal forum for all donors to agree on research concepts and financial support to Senegal and to exchange views with GOS on the progress of the Project, performance of Borrower obligations, impact of the Project on agricultural development, and other matters related to the objectives of the Project. M. Consulting Services 22. The Project financed consulting services of a Management Controller, Accountant, Researcher, Architect/Planner and a Procurement Specialist. Most contracts were of three to four years' duration. Performance by the consultants was mixed. The Accountant set up general and budgetary accounting systems and trained ISRA staff to use them. He frequently visited research stations to assist staff in preparing and submitting accounts. However, once his contract was over, the system collapsed. The Architect/Planner remained under contract for six years and was responsible for setting up and managing the Technical Support Bureau and supervising the execution of works, maintenance of infrastructure, and programming and budgeting of civil works. He was the focal point in liaising with the consulting firms executing the works, as ISRA had no architect on staff. The Management Controller implemented the management improvements recommended by the 1985 review mission and assisted ISRA in setting up a Management Control Unit. N. Project Documentation and Data 23. There is a plethora of documentation in the  - 17 - correspondence files at the Africa Information Center, but no project progress reports, and no audit reports after 1987. Supervision documentation is massive; indeed the mission report of the in-depth review mission is almost book-length. The legal agreements seemed adequate for the project. The problem lay more with IDA, which did not always insist that Government and ISRA respect the legal agreements. For example, as a matter of expediency, IDA initially accepted ISRA's revised statutes, despite the fact that they deviated significantly from what had been negotiated and incorporated in the DCA.  - 18 - PROJECT COMPLETION REPORT SENEGAL AGRICULTURAL RESEARCH PROJECT (Credit 1176-SE) II. PROJECT REVIEW FROM BORROWER'S PERSPECTIVE IDA requested the Borrower to comment on Parts I and III of the PCR, but did not receive any comments.  - 19 - PROJECT COMPLETION REPORT SENEGAL AGRICULTURAL RESEARCH PROJECT PART m. STATISTICAL INFORMATION 1. Related Bank Loans and IDA Credits Loan/Credit No./ FY of Title Approval Purpos Comments Agricultural Credit 69 Provide Credit for Completed. Production objectives (L.584-SE) simple inputs, such as Closed 6/76 were not achieved Cr. 140-SE) seed, fertilizer and because of severe animal traction drought and an equipment and inappropriate price ratio strengthening of between groundnuts and Government fertilizers. The reform organization in charge of the input distribution of input distribution and and marketing groundnut marketing, organization failed and of the extension because of insufficient services. Government support, poor performance by consultants, and inadequate IDA supervision. Casamance Rice 71 Improve 2000 ha of Completed. The project was (Cr.252-SE) swamp rice through Closed 6/77 successful due to yields water control schemes, substantially above clearing of 9,500 ha for appraisal estimates, agricultural production, higher prices, and lower agricultural credit and input costs. The project infrastructure deviated in several aspects from the appraisal design because suggested technical improvements were inadequately tested, and exceptional climatic conditions required changes in cropping patterns.  - 20 - Terres Neuves 71 Resettlement of 300 Completed The project was Resettlement families from the Closed 3/78 successful and reached a (Cr.254-SE) Groundnut Basin to larger number of the unexploited land in rural population than Eastern Senegal, anticipated at appraisal. provision of basic Average yield and facilities and services to farmer incomes also 250 established farmers exceeded appraisal in the project area to projections; Extension improve production of efforts did not focus on groundnuts, cotton and some apparent sorghum. production problems. 73 Provide credit to farmer Completed. The agricultural credit Agric. Credit II cooperatives for the Closed 12/78 component was highly (Cr. 404-SE) purchase of animal successful. However, drawn farming the project failed in its implements, institution building strengthening efforts and was unable to SODEVA's extension prevent the collapse of service, and ONCAD's ONCAD, the input distribution and disintegration of the marketing service. cooperatives and of the entire marketing and credit system. Sine Saloum Agric. 75 Increase groundnut, Completed. The project did not Development. cereals and livestock Closed 6/83 succeed in intensification (L 1113-SE; output and yields techniques and the Cr.549-SE) through improved project was redesigned extension efforts to after 3 years to focus on promote more intensive testing institutional production techniques changes in input supply and supply of marketing, and credit equipment and inputs on and promoting simplified credit. technical recom- endations. No such tests were carried out. The major lessons from this project concern the danger of poor selection of technological packages and the difficulties inherent when the realization of production objectives is dependent on insti- tutional and policy objectives which Government did not fully support.  - 21 - Terres Neuves II 75 Resettlement of 450 Completed. The project was a Resettlement families in new villages Closed 6/80 successful settlement Project and 150 families in project, with farmers' (Cr.578-SE) existing villages, and incomes reaching a level providing physical and double that envisaged at social infrastructure appraisal. However, the services. technological package introduced under the project was only partially adopted by farmers because Government price and marketing policies favored groundnuts, sorghum and millet instead of maize and cotton. One of the main lessons learned is that the acceptability of technical packages, including cropping patterns, depends not only on their technical soundness, but also on the market forces and the adequacy of the marketing infrastructure. Eastern Senegal 76 To increase beef Completed. Overall project Livestock production for local Closed 9/83 implementation was (Cr.633-SE) consumption, improve highly satisfactory. use of the country's Good progress was made pastoral resources and in promoting pastoralist agricultural by- associations with 25-year products, and to leases over communal increase the standard of pastures; an effective living of some 30,000 system for supplying livestock owners in veterinary inputs was put Eastern Senegal. in place; the functional literacy program was very successful.  - 22 - Sedhiou II 76 Increase yields and Completed. Results fell short of (Cr.647-SE) farmers' productivity by Closed 6/81 expectations due to promoting intensive institutional production techniques shortcomings, such as and animal traction. lack of administrative and financial autonomy, inefficiency of extension services, lax credit eligibility and repayment policy, an overly generous input subsidy policy which placed a heavy burden on already constrained public finances. Debi-Lampsar 78 Develop irrigation on Completed. The originally designated Irrigation 1100 ha at Debi and on Closed 3/86 net area for irrigation (Cr.775-SE) 2200 ha at Lampsar could not be fully through (a) civil works developed because of such as levelling, excessively saline and earthworks, pumping sandy soils, and stations; (b) assisting production of tomatoes farmers to grow and had to be abandoned for increase yields of paddy the same reason. and tomatoes; (c) farming research appropriate to small farm irrigation in the delta, (d) preparing a development plan for irrigation resources in the River basin; (e) strengthening SAED. Small Rural 80 To encourage local Completed. Subproject performance Operations initiatives and thereby Closed 12/87 was uneven, as was the (Cr. 991-SE) broaden popular attainment of project participation in objectives. Capital investment decisions in Replacement Accounts to the rural sector, and to provide for replacement undertake only those of medium term assets small rural projects that had mixed-success. were manifestly in the Performance was judged interest of the sufficiently satisfactory beneficiaries. To with regard to other render small groups of objectives - i.e., producers creditworthy encouragement of in the judgement of the producer groups, local banking system, reinforcement of the and to strengthen national project Senegalese capacity to preparation capability, and stimulation of  - 23 - identify and prepare interest in this sort of small rural projects. activity in the population - to justify a follow on project. Forestry Project 81 Establishment of 2000 Completed. After two years, the (Cr. 1103-SE) ha of state-managed tree Closed 12/89 project was reoriented plantations; creation of away from the pure 1500 ha of rural family production objectives & 1,500 ha of rural toward the reconstitution community plantations; and protection of the improve management natural vegetative cover and productivity of in the forest reserves of 10,000 ha of natural the project area. forests; applied forestry research; strengthening the planning and management capacity of the Forestry Department. Eastern Senegal 84 Strengthening Completed. All investment (Cr. 1406-SE) SODEFITEX's Closed 6/91 components were management capacity; completed. Extension, crop development; research and functional improving crop literacy worked well. processing and storage However, there were facilities; assistance to serious issues related to ABPs; upgrading and the viability of construction of about SODEFITEX, and the 800 km of feeder roads, cotton sector in view of construction of tube the collapse of world wells and rehabilitation cotton prices. and construction of SODEFITEX's cotton open wells; renovation cost price is well above of village health posts; the world market price, strengthening of applied and Government has no agricultural research funds to subsidize the with emphasis on cotton sector, or even to linkage with extension reimburse SODEFlTEX and livestock production for services to the in both the Northern farming community and Southern project outside the cotton sector. areas.  - 24 - Irrigation Technical 86 The financial and Completed. Aside from the Assistance institutional Closed 12/88 implementation of the (Cr. 1632-SE) rehabilitation of SAED studies planned, the (as well as the physical project had several rehabilitation of the problems. Planned infrastructure managed maintenance work was by SAED), so that delayed because SAED could implement disbursements were its disengagement from suspended on several production related occasions. SAED's activities and become a financial rehabilitation viable institution, was not achieved, capable of designing despite large additional and managing the funding from the further development of French. SAED's cash private irrigated flow situation was still agriculture in the critical at the end of the valley. project. The expected restructuring of SAED and reduction of personnel did not take place. Irrigation IV 88 Modernization and Ongoing Rehabilitation works in (Cr. 1855 - SE) expansion of the Boundoum started in Boundoum, Dagana and July 90, are proceeding Thiagar Perimeters to on schedule, are about 7,000 ha; adequately executed by a restructuring of SAED, competent contractor and particularly in respect supervised by an of planning, experienced consultant. development, Major maintenance accounting and training; works have been developing a credit completed in Thilene, network; training of Pont Gendarme and farmers and staff; Kassak-Sud perimeters provision of where farmers have maintenance equipment successfully taken and spare parts; overall activities agricultural research, previously done by reforestation and health SAED. O&M activities programs as well as have also been studies on diversifying transferred to farmers in irrigation development. Thiagar and Nianga.  - 25 - Second 90 Adaptive research Ongoing ISRA has greatly Agricultural involving the testing of improved its scientific Research technologies developed management and internal (Cr. 2107-SE) during the first project; organization through a applied research major restructuring. targeted at major However, these initial technical problems, reforms will prove very development of an fragile if the financial applied research and human resource program of natural management systems are resources management, not improved. Such strengthening of improvements should linkages between lead to further research and extension; institutional reforms to strengthening of make the system administrative and accountable for research financial management of results. ISRA; financial support to establish a commercial production company to manage ISRA's revenue earning activities. Agricultural 90 To improve agricultural Ongoing The extension Services (Cr.2108- services to farmers and component is off to a SE) herders and thus good start; the extension increase their incomes. management unit is fully To gradually harmonize staffed; work schedules, the extension approach, regular in-service reshape extension into a training of staff, closer polyvalent service research/extension capable of addressing linkages and monitoring farmers' and herders' procedures have been main activities, improve put into place but need the linkages between to be closely supervised. extension and research Progress in internalizing and strengthen producer extension management organizations. principles varies between the different executing agencies. The major problem is lack of counterpart funding.  - 26 - 2. Project Timetable Item Date Planned Date Revised Actual Date Identification 1/26/1978 Preparation 4/79 4/79 Appraisal Mission 11/79 11/12-11/30/1979 Credit Negotiations 11/80 2/23-3/3/1981 1/ Board Approval 12/80 9/8/1981 2/ Credit Signature 10/81 3/12/1982 3/ Credit Effectiveness 12/81 7/12/1982 6/3/1983 4/ 10/31/1982 5/31/1983 Credit Completion 12/31/1987 12/31/1988 5/ Credit Closing 6/30/1988 12/31/1989 6/ 1/ Negotiations delayed due to delays in preparing the architectural studies and plans for the construction program. 2/ Board approval delayed when one co-financier withdrew, leaving a financing gap. IDA agreed to increase its share of financing to cover the gap. 3/ Credit signing delayed due to delays in preparation of tendering and bid evaluation documents for civil works component. 4/ Effectiveness delayed (21 months), primarily due to ISRA's inability to produce a three year budget and work program satisfactory to IDA, and Government's reluctance to open a revolving fund for ISRA with an initial allocation of CFAF 30 million. 5/ The one year completion delay was due to late start-up. The construction program was completed in December 1988. 6/ The closing date was delayed by roughly the same amount of time as the effectiveness delay.  - 27 - 3. Credit Disbursements Cumulative Estimated and Actual Disbursements (U.S. $1000) IDA FY Appraisal Actual as % and Ouarter Estimate Actu.al of Estimated 1981 1 100 2 100 3 550 4 550 1982 1 1,000 2 1,000 3 2,075 4 3,150 1983 1 4,725 2 6,300 3 8,375 4 10,450 92 0.9 % 1984 1 12,525 92 0.7 % 2 14,600 98 0.7 % 3 15,275 98 0.6 % 4 15,950 1,990 12 % 1985 1 16,450 2,120 13 % 2 16,950 3,170 19 % 3 17,400 3,690 21 % 4 17,850 4,260 24 % 1986 1 18,075 5,060 28 % 2 18,300 6,210 34 % 3 18,525 7,410 39 % 4 18,750 8,060 43 % 1987 1 18,938 9,050 48 % 2 19,126 9,560 50 % 3 19,313 10,490 54 % 4 19,500 11,410 59 %  - 28 - IDA FY Appraisal Actual as % and Ouarter Estimate Actual of Estimated 1988 1 12,290 63 % 2 13,340 68 % 3 14,840 76 % 4 15,880 81 % 1989 1 16,890 87 % 2 17,660 91 % 3 18,190 93 % 4 19,220 99 % 1990 1 19,460 100 % 2 19,880 102 % 3 20,130 103 % 4 20,220 1/ 104 % Closing Date: December 31, 1989 Date of Final Disbursement: May 22, 1990 1/ The actual dollar amount (US$20.2 million equivalent) differed from the appraisal estimate (US$19.5 million equivalent) due to fluctuations in the exchange rate of SDR and dollars. The SDR amount was unchanged.  - 29 - 4. Proiect Implementation I/ Appraisal Actual (or Indicators Estimate PCR Estimate) Indicator 1 6 Nationally coordinated multidisciplinary 6 programs were implemented, but not always commodity programs on: groundnuts, adequately staffed and provided with cowpeas, millet, sorghum and rice. adequate operating funds. Indicator 2 Establishment of 5 production systems 3 production systems programs were established at programs at: Fanaye for the Senegal River Djibelor for the lower Casamnance Zone, at Kaslack Valley, at Nioro du Rip for the South for the Groundnut Basin, and at St. Louis for the Groundnut Basin; at Djibelor for the lower Senegal River Valley. Casamance Zone; at Dahra for the Sylvo Pastoral zone; and at Kolda for the Upper Casamance Zone. Indicator 3 Building construction and station Construction was done at 6 research stations, but was development at six research stations, and scaled down midway through the project in order to development of a 100 ha experimental use savings to finance operating costs. irrigation perimeter at Fanaye. Indicator 4 Training of Senegalese scientists through 48 21 MSc were trained. It was necessary to reduce the M.Sc and 15 Ph.D fellowships and 20 original target, or spread M.Sc training over a longer management fellowships. period of time, because of the disruptive effects of trying to do it all within a 6 year project. 1/ No specific indicators were identified at appraisal, listed as such and monitored throughout project supervision. The key indicators listed in the following table have been extrapolated from the project description and implementation chart in the SAR.  - 30 - 5. Project Costs and Financing A. Project Costs (USS million) Items Appraisal Estimate Actual Estimate 1/ Civil Works and Site Development 16.1 10.8 Vehicles and Equipment 6.9 8.7 Other Capital Costs 2.9 1.6 Senegalese Scientists and Technicians 11.8 11.6 Expatriate Scientists and Consultants 34.4 33.5 Support Staff 16.1 13.9 Training Costs 4.3 4.6 Audit 0.4 0 2/ Other Operating Costs 11.8 21.1 Refunding PPF Advance 1.4 __0 106.1 106.8 1/ Actual estimate reflects the actual amount of the items financed by IDA plus the estimated cost for items financed by other donors. Other donors financed their own individual projects as part of the overall joint effort to strengthen ISRA, but ISRA did not have records of the amounts financed by other donors. 2/ Audits were included under the actual amounts for Expatriate Scientists and Consultants.  - 31 - B. Project Financing (US$ million) Source Expenditure Categories Planned Actual % Financed IDA Civil Works, Site Development 9.3 5.6 Equipment, Vehicles 0.5 1.4 Equipment, Supplies I/ 1.3 9.2 Consultants' Services 4.2 2.9 Training 0.3 0.1 Refunding PPF Advance 1.0 1.0 Unallocated .12 9 19.5 20.2 19 % Co-financing Institutions USAID 16.3 16.3 15 % UNIFSTD 1.0 1.0 1 % France 35.3 35.3 33 % ICRISAT/WARDA 1.1 1.1 31 % Domestic Government of Senegal 32.9 32.9 1 % TOTAL 106.1 106.8 100 % 1/ Included small farm equipment and research supplies, fertilizers, laboratory products, seeds, pesticides, fuel/gas/lubricants, electricity, office supplies for researchers, maintenance and repairs, documentation, transportation, and miscellaneous operating costs. Excluded were local staff salaries, office rent and taxes.  6. Project Results INFORMATION PRODUCTS AVAILABLE FOR USE BY FARMERS A. CROP Commodity Research Available for Extension Technology Product Details Mittet Identification & biology of Advice on control and Plant husbandry recomnendations. Varieties: SOUNA 3, GAN 8203 (H7 06) pests and pathogens. dev. of pest/disease Fertilization. 8351, 8501, IBV 8001, 8004, IBNV 8401 warning systems. Storage. Sorghum Identification of pests Pest detection in field. Plant husbandry recommendations. Varieties: CE90, CE 145-66, (insect and other) and Storage. 612 AX 6829, 612 AX 73200 mitdews. Varieties tolerant to mildew. 612 AX 7514 Maize Pest Identification Pest detection in field. Fertilization. Varieties: Hybrid HVB 1 & 2, Storage. Composites (early) CP76, Variety UP", Synthetic C. Irrigated Locust & grasshopper control. Dose & frequency of Plant husbandry recommendations. Varieties: IKP & JAYA Rice Agronomic value of Azolla. application of Furadan (multi-purpose pesticide). Rainfed Integrated pest control. Identification of Varieties. Varieties: Di 12519, DJ684D N) Rice Varieties 4 mineral pests and diseases. Plant husbandry recomnendations. IRAT 10, IRAT 133 nutrition. Cowpea Detailed anatysis of att Reptacement of CB6 by 821. Plant husbandry recommendations. Varieties: Basbey 21 (short cycle) charact. of std. cv. C86 Spraying program vs.pests. Phytosanitary treatments. 58.57, Ndiambour, Hougne (med.cycle) with new cv.B21. Warning system vs. pests Intercropping recommendations. Collection of rhizobium strains Biologicat controt vs. storage and diseases. Storage. weevils. Groundnut Genetic mteriat resistant to Forecast system for main Post-harvest protection Cottection of rhizobiua strains. disease and drought (shorter diseases. & storage. Basic seed of imp. cvs available for seasons). Post-harvest recommendations. Dev. of shelling & national seed service (oil & confect.) Seed treatment. threshing equipment. Fertilization. Rotation cereals/groundciuts. Cotton Anatysis of genetic materiat. cv resistant to bacteriat Formuita of NPKSB (8-10-27-5-1) fert. Variety L299-10 to replace IRMA 96-97. Knroledge of insect pest leaf spot. Herbicide treat. (Cotodon/paraquat). profite. Pest controL program. Pyrethroids spray program (ULV). Anatysis of cotton farming systems. Fruit Inventory of pests & diseases. Pest & disease identification. Spraying programs. Varieties: Citrus 19 selected cvs. Crops Mango 9 selected cvs. Vegetables Agronomy and pest control. Training and extension. Pest and disease control. selected cvs. of onion, potato, tomato, Cultural recommendations. sweet potato, cassava, gombo, jaxstu, etc. Cultural notes. Publication of Horticultural Manual. Forage Plant habit & productivity Development of seed farms. Dev. of different forage systems Avail. of seed: Panicum maximum K1078 Crops of diff. forage crops in diff. for stock feeding in different areas. cowpea and sorghui areas of Senegal. Woody forage legumes (eg Leucaena).  6. Project Results INFORMATION PRODUCTS AVAILABLE FOR USE BY FARMERS B. FORESTRY Commodity Research Available for Extension Technology Product Details Local app Species performance & habits. Recom. of app. for diff.zones.Planting techniques. Seed: Acacia raddiana-senegal-albida, Vegetative propagation. Inventory of natural forests. Direct seeding for few app. balanites. Symbiosis identification. Production: volume table - Acacia seyal. Exotic app Species performance & habits. Zonalisation of diff. app. Nursery & plantation techniques. Production: volume table for task. Symbiosis identification. Eucalyptus Study: app performance in Choice of species and sources. Nursery & plantation techniques. Selected seed: E. camaldulensis. diff. zones. Zonalisation. Manag. of E. holosericea E teriticernia, E. jansenit. Setection of sources of pLantations. Production: votume tables. E. camaldulensis. C. LIVESTOCK Commodity Research Available for Extension Technology Product Details Sheep & Genetic potential. Selection system. management of breeding. Management of improved breeding stock. LO Goats Breeding. Poul, Jalienke & Toubabir. Productivity parameters. Dairy Identification of production Transfer of results to Technical/economic prodn. follow-up. Imported stock & semen (Al). problems. producers. Tech. recoma. for estab. of dairy Foodstuffs. Performance analysis of units. local stock. Production of foodstuffs. Dairy technology. Beef cattle Genetic potential. Selection system. Diffusion of imp. breeding stock. Breeding. Gobra and Ndama. Productivity parameters. Feeding Eval. of sources of natural Conservation & utiliz. of Manag. systems natural pastures. Feeding rations by species & manage. forage. pastures. Pasture management Feeding systems for traditional Molasses-urea blocks (MELUR). Ident. crop & agro-indust.by- & regeneration. semi-int. & intensive livestock products. Availability & nutritive value.management. Nutrition physiology. Inventory of natural pastures. Proposed management systems. Pathology Knowledge of pathogenic complex. Support to develop. projects. Integrated disease control. Vaccine production (32 types). Speciatized knowledge rel. to Diagnostic services. Specialized pest/disease control, intensification. Efficiency of diff. (ticks, tsetse flies, etc.) Effects of pathogens on pharmaceuticals. productivity. Technical & Economic data.  - 34 - 7. Status of Covenants Credit Agreement Brief Description of Covenants Compliance Remarks Section 3.01 (a) Borrower shall cause ISRA to perform in Partially. accordance with Project Agreement and shall not take any action which would prevent such performance. Borrower shall make proceeds of the credit Yes 3.01 (b) available to ISRA on a non-refundable grant basis. 3.01 (c) (i) Borrower shall make necessary budgetary Partially Borrower seldom made allocations, on the basis of annual project adequate budgetary allocations, budget forecasts, which shall have priority forcing ISRA to run up an over any other research activities in the overdraft with the Treasury. agriculture and livestock sectors. A budget accounting system was not introduced until the 1985 supervision mission. Allocations to research programs were made on an ad-hoc basis. 3/01 (c) (ii) Borrower shall open a "caisse d'avance" in the Partially The initial deposit was made, amount of 30,000,000 CFAF and replenish it but it was never replenished. as necessary. 3.02 Borrower shall convene a meeting with the Yes Consultative Group to exchange views on the progress of the Project. 3.03 Not less than once per year, Borrower shall No There was never a systematic convene a meeting of the Consultative Group review of ISRA's training to review the staff training requirements of requirements. ISRA. 3.04 Borrower shall ensure that water and Done electricity services are extended to the sites under Part C of the Project in Kolda, Nioro du Rip, Kaolack and Richard Toll.  - 35 - Project Agreement Brief Description of Covenants Compliance Remarks Section- ISRA shall carry out the project with due Partially 1985 Supervision mission felt 2.01 diligence and efficiency and in conformity with that ISRA had not used appropriate administrative, scientific, appropriate administrative and agricultural, engineering and financial financial practices. practices. Performance improved following implementation of corrective action plan proposed by this mission. 2.02 (a) ISRA shall employ following key staff with qualifications and experience satisfactory to IDA. (i) A managing director, a chief of internal Partially On at least one occasion a new auditing and budgetary control unit, an Managing Director was administrative and financial director, an agent appointed withoutconsultation comptable particulier and a senior research with IDA. planning and evaluation officer as chief of the M&E Unit. (ii) The head of ISRA's Production Systems and Yes Rural Technological Transfer Research Department assisted by a senior agronomist acting as support research liaison officer and a systems analysis specialist, a farming systems specialist, an animal production systems specialist, a systems sociologist and a production systems economist constituting a central systems analysis group; (iii) The head of ISRA's Commodity Research Yes Project coordinator and head of Department, assisted by a senior agronomist. Department were not satisfactory to IDA in 1985.  - 36 - (iv) For ISRA's Support Services Department, the Partially The architect/planner and head of the Dept, an architect/planner, a Chief of Data Processing were statistician/biometrist in charge of the data satisfactory processing and statistics unit and a project coordinator. (b) ISRA shall ensure that each key staff Yes mentioned in (a) is appointed for a period of at least 3 years. 2.03 ISRA shall employ the following consultants satisfactory to IDA: (a) four independent scientists of international Yes repute to assist ISRA's scientific and Technical Committee; (b) Architectural consultants to assist the Technical Yes Support Unit in supervision of civil works. (c) Independent auditors to assist ISRA in Partially Cost accounting still not in preparation of a proposal for a cost accounting place. First unqualified audit system and to audit ISRA's accounts and assist report was in 1986. After TA the internal auditing of budgetary control unit. and national accounting staff left, accounting again deteriorated. Section 2.04 For each of the research programs, ISRA shall: (a) Employ and maintain in position a subject No matter specialist in agricultural extension with qualifications satisfactory to IDA. (b) Enter into agreements, satisfactory to the Partially Association, with the relevant regional development agencies for the secondment of such specialist. Section 2.05 Within six months from date of this Yes Agreement, ISRA shall establish at its headquarters a monitoring and evaluation unit. Section 2.06 Procurement shall be governed by the Yes provisions in the schedule to the agreement.  - 37 - Section 2.07 ISRA shall cause all services financed out of Yes the Credit to be used exclusively for the project. Section 2.08 (a) ISRA shall furnish to IDA the plans, Yes specifications, reports, contact documents and work and procurement schedules. (b) ISRA shall maintain adequate records and Partially This was not being complied procedures. with at the time of the 5th Supervision mission in 1985, but subsequently an action program was put in place to improve ISRA's administrative and financial management. (c) ISRA shall introduce no later than June 30, No No quarterly reports received. 1982, a project reporting system including quarterly, progress reports and actual scientific reports, and a project monitoring and evaluation system. d ISRA shall prepare a completion report. No The person who began the completion report left ISRA and due to considerable staff turnover in administration and finance, there was no one who had been involved with the first project. (e) ISRA shall enable IDA representatives to Yes examine all plants, installations, etc. (f) Upon award by ISRA of any contract, financed Yes out of the credit, the Association may publish a description, name and nationality of the awardee, and price  - 38 - Section 2.09 (a) Three months before end of its fiscal year, Yes ISRA shall exchange views with Borrower and Consultative Group on progress of the Project, performance of Borrower's obligations under the Credit Agreement, performance of ISRA's obligations under the Project Agreement, the effectiveness of its reorganized structure and management, the impact of the Project on Agricultural development in Senegal, and ISRA's annual work programs & budgets. (b) ISRA shall promptly inform IDA of any Yes condition which interferes with progress of the project. Section 3.01 ISRA shall take out insurance with responsible Partially Complied with at a very late insurers. date Section 3.02 In event of transfer of its headquarters, ISRA Yes shall maintain the liaison office in Dakar. Section 3.03 Each year ISRA shall prepare a proposal for Partially Until the recommendations of its annual work programs, and a draft budget the 5th supervision mission which shows a breakdown by research were implemented after 1985, programs as well as a list of items to be ISRA was unable to produce procured in the coming year. budgets and work programs. 3.03 (b) Not less than four months prior to end of its Partially These were always produced fiscal year, ISRA shall furnish these proposals with great difficulty and did to its Scientific & Technical Committee and not always allow STC and CG Consultative Group for exchange of views and adequate time for review. separately to IDA for its approval. 3.03 (c) Following such agreement, ISRA shall submit Partially It was very difficult for ISRA proposals to its Board of Directors for review to link the work program and and shall carry out the work program in budget and until very late in accordance with the budget. the project, ISRA had no means to monitor budget execution. (d) First proposals shall pertain to the period July Yes Had to be prepared with 1, 1982, to December 1, 1982 and shall be substantial IDA input. furnished to IDA not later than April 30, 1982.  - 39 - Section 3.04 (a) ISRA shall prepare a proposal for a cost Still not done by the time of accounting system, suitable for its operations, the 5th Supervision Mission in and shall furnish the proposal to its Steering 1985. A budgetary and Committee and to the Consultative Group for general accounting system was exchange of views and separately to the put in place, but not a cost Association for its Agreement by April 30, accounting system. 1982. (b) Following such agreement, ISRA shall furnish No ISRA eventually implemented the proposal to its Board of Directors for budgetary and general approval and start implementing the approved accounting in 1986. cost accounting system by July 1, 1982 Section 3.05 Not less than once per year, ISRA and its No Scientific and Technical Committee shall review with the Consultative Group the staff training requirements of ISRA. Section 4.01 ISRA shall maintain records adequate to reflect Partially 1985 SPN mission indicated in accordance with consistently maintained that ISRA was not in appropriate accounting practices its operations compliance. After the action and financial condition. plan was put into effect, ISRA did improve its accounting and financial management. Section 4.02 a ISRA shall: (i) have its accounts and financial Partially All audits were qualified until statements and the Project Account for each 1986. Last audit received was fiscal year audited; (ii) furnish the audit to the for 1987. Association not later than six months after the end of each fiscal year. B:SENPCRP3  8. Use of Bank Resources A. Staff Inputs FY78 FY79 FY80 FY81 FY82 FY83 FY84 FY85 FY86 FY87 FY88 FY89 FY90 FY91 FY92 Total Preparation 2.0 6.3 8.9 0.1 17.3 Appraisat 64.4 14.7 79.1 Negotiations 13.4 4.0 17.4 thru Board Supervision 8.2 23.3 14.4 59.7 35.2 17.4 15.9 7.9 3.6 0.6 186.2 CoupLetion 2.4 2.2 4.6 Other 1.8 6.3 9.2 2.3 1.1 0.2 0.3 1.6 0.7 23.5 (LOP, PAD) TOTAL 2.0 8.1 79.6 37.4 14.5 24.4 14.6 60.0 36.8 18.1 15.9 7.9 3.6 3.0 2.2 328.1 Average SPN sw per year: 18.62 Average SPI sw per year during implementation years (FY83-FY89) 24.83 0s  8. Use of Bank Resources B. Missions Performance Rating Stage of Month/ No. of Days in Specializations ---------------------- Type of Project Cycle Year Persons Field Represented (a) Status (b) Trend (c) Problems (d) Identification 1-2/78 2 5 AGR (2) N/A N/A N/A Preparation 5-6/78 2 5 AGR (2) N/A N/A N/A Preparation 9-10/78 1 10 AGR N/A N/A N/A Preparation 4/79 1 1 AGR N/A N/A N/A Pre-Appraisal 9/79 1 12 AGR N/A N/A N/A Appraisal 11/79 9 19 AGR, ECN, FNA (2), LVS (C), AGRE (C) (2) N/A N/A N/A ARC (C) (2) Post-Appraisal 4/80 1 4 AGR Post-Appraisal 9/80 2 4 AGR Post-Appraisal 10.80 2 2 AGR,ARC Supervision 1/82 1 3 FNA N/A N/A N/A Supervision 6/82 1 7 AGR N/A N/A N/A Supervision 1 9/82 4 12 AGR, FNA, ARC, LVS 3 1 D Effect. Follow-up 12/82 2 3 AGR, LVS N/A N/A N/A Effect. Follow-up 3/83 3 15 AGR, FNA, LVS 2 2 Supervision 2 7/83 1 9 LVS 2 2 M, F Supervision 3 3/84 2 7 LVS, FNA 2 2 N Supervision Follow-up 6/84 1 4 LVS 3 3 M, F Supervision 4 10/84 3 15 LVS, FNA, ARC (C) 3 3 N X> Supervision 5 3/85 7 17 LVS, LVS (C), FNA, AGRE (C) (3), ARC (C) 3 3 N, P, F Supervision 6 9/85 3 11 DDC, LVS, FNA 3 N/A F, M, Di Supervision 7 11/85 4 11 DDC, LVS, FNA, ARC (C) 3 N/A F, Di Supervision 8 2-3/86 5 11 FNA, LVS (2), ARC (C), AGRE (C) 3 N/A F, Dl Supervision 9 5-7/86 2 5 LVS, FNA 3 N/A F, DI Supervision Follow-up 10/86 2 8 LVS, FNA N/A N/A N/A Supervision FolLow-up 12/86 1 6 DDC N/A N/A N/A Suqpervision 10 1/87 1 8 FNA 2 N/A F, M, DI Supervision 11 6/87 1 11 FNA 2 N/A Di Supervision Follow-up 7/87 1 9 ARC N/A N/A N/A Supervision 12 1-2/88 1 19 FNA 2 N/A Dl Supervision 13 1-2/89 1 5 FNA 2 N/A Dl Supervision 14 9-10/89 1 9 FNA 3 N/A Di Completion 10/90 1 o N/A N/A N/A (a) Specializations: AGR = Agronomist, Agriculturist (C) = Consultant AGRE - AgriculturaL Research Specialist DDC = Deputy Division Chief ARC = Architect FNA = Financial Analyst (b) Status: (c) Trend: 1 = Problem-free or minor problems. 1 = improving. 2 = Moderate problems. 2 = Stationary. 3 = Major problems. 3 = Deteriorating. N/A a Not applicable (No 590 produced). (d) Types of Problems: Di - Devetopment Impact P = Potitical F = Financial. N/A = Not applicable (No 590 produced). M = Manageriat.  - 42 - ANNEX 1 PROJECT COMPLETION REPORT SENEGAL AGRICULTURAL RESEARCH PROJECT (Cr. 1176-SE) Participants in Completion Mission Institut National de Recherches Agricoles (ISRA) Dr. Mohamadou El Habib Ly, Director General Mr. Ndiage Dieng, Secretary General Mr. Souleymane Gueye, Management Controller Mr. Cheick Badiane, former Management Controller Mr. Pierre Diene, Accountant (Agent Comptable Particulier, ACP) Mme. Aminata Thiam Ndoye, Programming and Training Unit (UPF) Mr. Louis Sene, Chief of General Administration and Human Resources (SARH) Mr. Ibrahima Mbaye, former SARH, Management Control Department Mr. Mbaye Ndoye, Technical Adviser Responsible for Research Mr. Ndiaga Mbaye, former Deputy Director General, CORAF Coordinator Mr. Bara Diop, Documentalist, UNIVAL Mr. Mamadou Sidibe, Researcher at the Department of Systems Research and Agricultural Economics Mr. Limamondaye Cisse, Director of Plant Research (DRPV) International Development Association Ms. Jann Masterson, Operations Analyst, AF5AG  - 43 - ANNEX 2 PROJECT COMPLETION REPORT SENEGAL AGRICULTURAL RESEARCH PROJECT (CR. 1176-SE) References Byrnes, Kerry J. "Case Study No. 5, Senegal Agricultural Research and Planning Project (685-0223)," CDIE Working Paper No. 112, Center for Development Information and Evaluation, Agency for International Development, Washington, D.C. Eicher, Carl K. "A Mid-Term Assessment of the Senegal Agricultural Research Project: Lessons for Donors." May 1985. Institut Sen6galais de Recherches Agricoles. Catalogue des publications de la recherche agricole s6n6aalaise. June 1990. Institut Senegalais de Recherches Agricoles. "Premier projet de recherches agricoles: volet constructions, 1981-1988." Institut Senegalais de Recherches Agricoles. Rapport annuel 1989. Institut Senegalais de Recherches Agricoles. Rapport annuel 1990. Jammeh, Sidi and Lele, Uma. "Building Agricultural Research Capacity in Senegal (Analysis of the Evolution of Agricultural Research and the Phase I Senegal Agricultural Research Project, 1982-1988)." June 1988. Pickering, Donald, editor. African Aaricultural Research and Technological Development, Proceedings of a High-Level Meeting in Feldafing, Federal Republic of Germany. September 24-27. 1987. June 1988. Pritchard, Anthony J. Lending by the World Bank for Agricultural Research, A Review of the Years 1981 throuah 1987. World Bank Technical Paper No. 118. May 1990. Sihm, Poul. "Fifth Supervision Mission, Project Review." June 1985. Special Program for African Agricultural Research (SPAAR). "Guidelines for Strengthening National Agricultural Resarch Systems in Sub-Saharan Africa." May 1987. USAID. "Mid-Term Threshold Evaluation of the Senegal Agricultural Research and Planning Project (685-0223)." September 1985.   Sr EG \~~~~~~~~~~~~~.-.2~~~~~~~~J t~~~~~~~ta. Soc.gO/ ~ ~ ~ ~ ~ ~ ~ ~ ~ IRD144 GOStSt .Z ~ ~ ~ ~ ~ ~ ~ ~~~~~~~~~~~~~~~~~~~~U ARH18 AUOIf .TAIAA !-U 0' Th5 SW Oat boatoe,a,.oo, tO. ~ ~ ~ ~ ~ ~ ~ &~dT.1 A a ak tf aooat a 0 . a.,ao ft.-a.sa UmWwt to atooO,t,aattsohad~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~...... Ta. O.na~.tataoa and and e Va / Toh. 4,, -W,. a,. A Wom r. a OtOf ofv11 tO4 -*- L 0 i "unat O hea sttso a.actaoo at utO o,sta,.a40ar * Research Stations MOoo,4o.I. M O Other Reseorch Locations "00 Ecological Zones Jo 70 - Isohyets in mnm 00o-- Coys of RoinB Population Density/ Km' 5 -20 \O0 E Nd.,bG ki-'ANL\d 20 - 50 7 0Ol 0 > 50 Posed Roads N --- Gravel Roads --- Paved Rcads undier Ccnstrvction Roil.oys - / F Ferries ~1pK.k P,oAircortl Bo.ndcries Fgono - - Internotianal Boundaories N 'Ct,.~, os In.~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~6