PROJECT COMPLETION REPORT (PCR)

by EKN Mpande (Tel. 28.49.34.26

A. PROJECT DATA AND KEY DATES

I. BASIC INFORMATION
Project Number: P-GMAAO-007 Project Name: Farmer-Managed Rice Irrigation Country (ies): The Gambia Month and Year of 98% Date PCR sent to [email protected]:
Project (FMRIP) Disb. Rate: NA

Lending Instrument(s): Project Loan Sector: Agriculture Environmental Classification: Category 2

Original Commitment: UA 6,420,300 Amount Cancelled: Amount Disbursed: UA 5 million for Percent Disbursed: 100% for the Loan; 87.34% for the Grant.
Loan; UA 436,695 for Grant.
Borrower: Government of The Gambia

Executing Agency(ies) [List the main Ministries, Project Implementation Units, Agencies and civil society organizations responsible for implementing project activities.]: Department of Agriculture and Department of Health, National Agricultural Research institute, National
Environment Agency, Soils and Water management services, Department of Fisheries, NGO: National Women'S farmers Association ( NAWFA ),

Co-financers and other External Parteners [List all other sources and amounts of financing, technical assitance or other resources used in this project]: Government of the Gambia (UA700,200), Beneficiaries: UA220,100

II. KEY DATES

Project Concept Note Approved by Ops. Com.: NA Appraisal Report Approved by Ops. Com.: NA Board Approval: May 19, 2005

Restructuring(s): NA

Difference in months
Original Date Actual Date
[Actual-Original]

EFFECTIVENESS 1-Aug-05 22-Aug-06 13 months

MID-TERM REVIEW Jun-08 Was not carried out.
CLOSING Dec-10 Apr-11 4 Months

III. RATINGS SUMMARY

CRITERIA SUB-CRITERIA RATING
Acievement of Outputs 2
Achievement of Outcomes 2
PROJECT OUTCOME
Timeliness 4
OVERALL PROJECT OUTCOME 3
Design and Readiness 2
BANK PERFORMANCE Supervision 2
OVERALL BANK PERFORMANCE 2
Design and Readiness 2
BORROWER PERFORMANCE Implementation 2
OVERALL BORROWER PERFORMANCE 2

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IV. RESPONSIBLE BANK STAFF

POSITIONS AT APPRAISAL AT COMPLETION

Regional Director NA N. MATONDO-FUNDANI

Sector Director R. Spencer A. BEILEH

Task Manager A. Gombe J. CHIANU

PCR Team Leader E.K.N. Mpande (Consultant)

PROJECT COMPLETION REPORT (PCR)

B. PROJECT CONTEXT

Summarize the rationale for Bank assistance. State:

-what development challenge the project concerns,

-the borrower's overall strategy for addresing it,
-Bank activities in this country (ies) and sector over the past year and how they performed, and
-ongoing Bank and other externally financed activities that complement, overlap with or relate to this project.

Please cite relevant sources. Comment on the strength and coherence of the rationale.

[250 words maximum. Any additional narrative about the project's origins and history, if needed, must be place in Annex 5: Project Narrative]

Rice was considered the staple food of the Gambia with its consumption far exceeding domestic production. While domestic rice production met only about 50 percent of national requirements, the country imported about
66,000 tons annually to meet domestic demand which was about 136,000 tons annually. As the country had the potential for producing rice competitively, the Government was committed to a policy of promoting and
supporting the production of rice on a sustainable basis through the use of the available and appropriate irrigation technology, namely, tidal irrigation with water from the river Gambia. The 2nd Strategy of Poverty
Alleviation (SPA II) of 2002 advocated, among others, promotion of a people-centered participatory approach, to involve local communities in managing their development, and the promotion of building capacity of the local
communities and civil society organizations in order to play an active role in poverty reduction. The development challenge that concerned the proposed project was that the rice farmers had not been able to sustain the
past development of large-scale pump-irrigation schemes, which required highly skilled manpower and involved large operation and maintenance costs (e.g. Jahally-Pacharr, and RiDEP). The borrower’s overall strategy
for addressing these identified constraints was to provide a basis, through the proposed project, for sustainable rice development in lowlands through low-cost and simple irrigation techniques with simple infrastructure
such as tidal irrigation, traditional water management, use of improved production inputs and more efficient post harvest methods.

The project is in line with the GOTG’s Agricultural Development Policy and will contribute significantly to achieving the objectives of this policy. The project was also consistent with Bank’s vision and the Country Strategy
Paper (CSP) for the Gambia (2003 – 2005) , which focused on food security and poverty reduction.

Under the agricultural development strategy framework at the time of appraisal, various agricultural projects and studies were being implemented through the financial and technical support of various donors, including the
Bank Group and were being coordinated by the MOA (former DOSA). The Participatory Integrated Watershed Management Project (PIWAMP) funded by both ADF and IFAD aims to conserve lowlands and uplands
through water retention. The National Seed Development Project (NSDP) financed by the UNDP and FAO aims to assist GOTG to develop a national seed programme to serve as a sustainable pathway to enhancing farm
productivity, improving rural incomes and food security among small-scale farmers. The Kuwait Fund finances the Central River Division – North Rice Development Project, which aims to increase productivity and
production of rice through tidal and low lift pump irrigation in the North Bank of Central River Division (CRD). The Government of Taiwan through Taiwanese Technical Mission (TTM) is providing technical assistance to rice
growers in several locations throughout the country in the form of selected seed varieties, land preparation equipment and demonstration sites. The activities of these projects are based on demand-driven community
participation and do complement, overlap with or relate to the FMRIP. Target groups in all these projects are smallholder farmers, traditional swamp rice growers and disadvantaged groups of the society such as women
and youth. Sources: Project Appraisal reports, interviews with TTM and beneficiaries, FMRIP files.

PROJECT COMPLETION REPORT (PCR)

C. PROJECT OBJECTIVES AND LOGICAL FRAMEWORK

1. State the Project Development Objective(s) (as set out in the appraisal report).
SECTOR GOALS: To increase the sector’s contribution to overall food crop production and thereby improve food security and reduce poverty. PROJECT DEVELOPMENT OBJECTIVE(S): To increase rice production and
the incomes of smallholder target groups.
2. Describe the major project components and indicate how each will contribute to achieving the Project Development Objectives.

The project main components are: Land Development; Capacity Building; Rural Credit Support and; Project Management. Through Land Development, the project would expand tidal irrigable land on about 1200 ha
located at seven sites within the southern bank of the Central River Division (CRD) by (a) developing two new schemes covering 210 ha; (b) conversion of 120 ha of existing pump irrigation schemes within the Pacharr
area, for tidal irrigation; and (c) provision of additional facilities on 150 ha of existing tidal irrigated schemes in Sambelli Kunda, Touba, Kununku, Karantaba, and 706 ha within the Pacharr areas. The provision of a secure
water supply associated with improved drainage and flood control would lead to an increased cropping intensity to 167%, and the incremental crop production would be about 7,000 MT of milled rice annually. Under
Capacity building, the project would form 90 Irrigation Farmers Associations (IFAs), and would train farmers, extension staff in organizational and management skills required to administer the farmer’s groups. Institutional
support would be given to MOA (former DOSA) through external and internal training, and provision of office and field equipment. Under the Rural Credit Support Component, short and medium term credit would be
provided through Social Development Fund (SDF) for on-lending at market rate to farmer’s groups. Under Project Management, the project would establish PIU within MOA to implement the project activities, and the
project would provide Technical Assistance (Irrigation Engineer) for 18 months and management training to key project management staff. Under the same component, the project would also provide vehicles and
equipment to strengthen PIU and to improve their efficiency and effectiveness; and would renovate SAPU's office block, training building and staff houses.

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3. Provide a brief assesment (up to two sentences) of the project objectives along the following 3 dimensions. Insert a working score, using the scoring scale
provided in Appendix 1.

WORKING
PROJECT OBJECTIVES DIMENSIONS ASSESSMENT
SCORE

The Bank Group assistance of the Farmer Managed Rice irrigation Project to the Gambia was relevant to the country’s development priorities,
and was consistent with the country’s overall development strategy, namely, to increase the food production in order to improve on the country’s
food security and boost farmer incomes. The project reflects on the objectives of GoTG, namely, to increase smallholders' crop production by
providing improved technology, infrastructure and institutional support. While in the past efforts to increase crop production had primarily focused
a) Relevant to the country's on expensive pump irrigation and rainfed agriculture, tidal irrigation development would enable the achievement of more reliable levels of crop
RELEVANT development production by intensifying low cost crop patterns and adopting improved farming practices, which would all address the national concern of 3
priorities poverty alleviation, which is in line with the Bank Group strategy for the Gambia.

Project objectives could in principle be achieved with the project inputs and in the expected timeframe provided that: (a) project funds were not
diverted to other expenditures, which were not budgeted for under the project: (i) UA 500,000 was reallocated to African Emergency Food Crises
Response in 2008, (ii) the project management (PIU) used project funds every year to give out unapproved short-term loans to other sister
b) Objectives could in principle projects, contractors and project staff. These unapproved expenditures affected the cash flow of the project, hence, reduced its capacity to
be achieved implement its approved programmes in the expected timeframe. By 2010, the project had run out of loan funds and is still owing USD
ACHIEVABLE with the project inputs and in the 531,194.00 to Messrs Green Impact Contractors. Project accounts for 2010 have not been audited owing to lack of funds. Source: Annual 2
expected External Audit Reports for 2006 to 2009.
timeframe

c) Consistent with the Bank's The project objectives were consistent with the Bank's country stragegy as the main focus of the Bank Group's country assistance strategy for the
CONSISTENT country or regional strategy Gambia was on food security and poverty reduction at that time. These fell within one of the pillars of the CSP. 3

Furthermore, the project objectives were consistent with the Bank's corporate priorities at the time. In agriculture sector, the Bank Group focused
d) Consistent with the Bank's on supporting such activities that would facilitate rural small-scale farmers achieve national food security, improve and raise standard of living in
corporate rural population through increased agricultural outputs, reduce food imports and contribute to the generation of employment opportunities (ref. 3
priorities FMRIP Appraisal Report, The Gambia CSP 2003 - 2005 ).

4. Lay out the log. frame. If a log. frame does not exist, complete the table below, indicating the overall project development objective, the major components (minimum of two) of the project, the major
activities (minimum of two) of each component and their expected outputs, outcomes, and indicators for measuring the achievement of outcomes. Please add aditional rows for components, activities,
outputs or outcomes if needed.

INDICATORS TO BE
COMPONENTS ACTIVITIES EXPECTED OUTPUTS EXPECTED OUTCOMES
MEASURED

Component 1: Land Development a)Survey and design of Irrigation infrastructure of 2300 smaller holder farmers producing rice on developed land by Number of farmers producing rice, and
Project sites: 1186 ha to 1200 ha PY 5. Incremental production from base PY3 production.
developed and fully
operational:

New 210 ha (Niamina East)

converted 120 ha (Pacharr)

Upgraded 150 ha (E.Niamina)

706 ha (Pacharr)

b) Construct Rural Following rural Farmers' rice total production and productivity would be enhanced No. of items constructed.
Infrastructure. infrastructure fully and increased, and their post harvest losses minimized.
constructed & operational: 6
meeting sheds, 20 stores
(27m2 each), 82 drying
floors (50m2 each), 15
water wells, 2 day-care
centers to be rehabilitated,
and 6 new day-care centers
to be constructed

Component 2: Capacity Building Recruitment of NGOs for 90 farmer Farmers would gain skills and knowledge through their group No. of farmer groups/associations formed and
farmer group formation and groups/associations formed formation, and farmer skills in management and mobilization of trained
training and trained by PY3 funds and application of farms inputs would be enhanced.
Amount of funds mobilized by farmer groups
annually

Carry out seed multiplication New high yielding rice Yields would increase from 2 to 3 tons/ha by PY3 and 5.5 tons/ha Increase in yield per ha and annual total
varieties adapted and by PY5 and 7000 tons of additional milled rice would be produced production.
adopted by farmers annually beginning PY5 on farmers’ developed land fields, thus, the Change in lifestyle
farmers’ house income would also increase.

Conduct Ad hoc studies An Environmental and The formulation of ESMP would produce a policy framework for No. of farmers, tractor operators trained and
Social Management Plan mitigating negative project impacts on the environment. sensitized on environmental protection
(ESMP) produced and
commissioned by PY3
Rice Seed Policy The formulation of a Rice Seed Policy would guide MOA to protect Existence of Seed variety release committee,
formulated and control improved seed quality to farmers. and availability of improved seeds supplied to
by PY3 farmers

Conduct training, workshops 2300 farmers , 6 Rice 2300 farmers, 6 rice scientists and 22 extension agents would, Nos trained, and types of improved practices
for farmers, and Agricultural Scientists, 22 Extension through training, increase their knowledge and skills in crop learnt
Extension agents Agents trained by PY5 husbandry and agronomic practices.

Conduct Internal Training Staff trained in various 69 MOA staff would, through internal training, gain and increase Nos trained, types of skills acquired, whether
with MOA (former DOSA) skills: their knowledge and skills in various fields such as MIS, M&E, MIS, M&E systems established and functionsl.
12 SMS Trained, 8 Support Project Analysis and Data processing. Through new acquired skills,
staff trained, 25 staff trained prompt and regular reporting system, for example, on management
on MIS, 8 staff trained on and implementation activities of projects to the borrower and the
management aspects and Bank would be instituted; and Monitoring of data collection and
project analysis, 6 persons analysis (M&E) for decision-making would be developed.
trained on monitoring and
evaluation, 10 persons
trained on Data processing.

Conduct External Training Staff trained abroad in Ministry’s staff would acquire skills and knowledge in advanced and Nos trained, types of skills acquired
with MOA (former DOSA) Advanced specialized areas specialized areas to enable them do their work more efficiently.
to MSc level: 1 person each
trained on M & E programs
and projects, Soils and
Water, Agronomy and
Extension.

Procure Office and field Various office and field Staff’s work efficiency would be increased due to improved logistics. Nos and types of office and field equipment
Equipment equipment procured: procured
12 Desktop computers, 3
faxes, 3 photocopiers, 10
air conditioners, 5
generators, 2 water pumps
purchased and Installed by
PY1 and 40 Motorcycles for
Extension Staff.

Construct/Rehabilitate Rehabilitation works on Offices, training building, 13 staff houses become more conducive to No. of offices, training buildings, and staff
offices/staff houses in Sapu offices, training building, staff working and living conditions by PY2, thus, enhancing their houses rehabilitated by PY3
staff houses carried out by work efficiency.
PY2
Fish-Rice-culture Farmers sensitized to Awareness creation on fish-rice culture No of sensitization campaigns conducted
sensitization campaign growing fish and rice
together
Establish Rural Credit Rural credit facility A credit facility of GMD 6,164,000 (UA 157,860 or USD 240,000) Amount of credit funds released to the project by the
Component 3: Rural Credit Facility established used up by (lent to) rice farmers, traders, mill operators, and private Government.
Support entrepreneurs.
Recruit TA to establish a Through the rural credit system established by TA and made Amount of loan funds disbursed by the project
Credit System by PY1 functional, project credit funds, i.e. USD 240,000 would be made to borrowers, No. of farmers accessing credit
TA recruited and a Credit avaialable to farmers. funds. Amount of money in loans taken by
System established by PY3 farmers.

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COMPONENT 4: PROJECT Recruit PIU Staff by PY1 Key PIU staff recruited by Start implementation of project activities by PY1 Nos of staff recruited
MANAGEMENT and Irrigation Engineer PY1 and TA Engineer by
consultant by PY2 PY2

Establishment of Implementation agreements Agreements honored by partners and project activities implemented No of signed agreements, and start-up time of
agreements with signed with participating on time implementation.
participating Institutions by Institutions by PY1
PY1
Preparations of reports Quarterly Progress, Annual 20 Quarterly progress reports, 5 Annual and 5 Audit reports Nos of reports
and Audit reports prepared produced during the five year implementation period and distributed
to both the Government and the Bank

Procurement of goods and Bidding documents for Civil 3 contracts for civil works (ie: Land Development under ICB, Nos of contracts signed and their modes of
services works prepared Community infrastructure and Rehabilitation of office & staff quarters procurement
under NCB), were prepared, approved and floated.

Bidding documents for One bidding document with various lots prepared, approved and Nos and types of goods supplied
goods prepared floated.

5. For each dimension of the log. frame, provide a brief assessment (up to two sentences) of the extent to which the log. frame achieved the following. Insert a working score, using the scoring scale
provided in Appendix 1. If no log. frame exists, score this section as a 1 (one).

LOG. FRAME DIMENSIONS ASSESSMENT WORKING SCO

Although some major activities such as design and implementation of project M&E system, and assumptions/risks for Capacity Building
component were left out in log-frame, the logical causal chain for achieving the project development objective was substantially complete as
a) Presents a logical causal most of the objectively verifiable and measurable indicators for most expected outcomes were given.
LOGICAL chain for achieving the project 2
development objectives

Project objectives were well expressed in a way that is measurable and quantifiable.
MEASURABLE b) Expresses objectives and outc 3

Risks and key assumptions were well stated for the project objectives and outputs.
c) States the risks and key
THOROUGH 3
assumptions

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PROJECT COMPLETION REPORT (PCR)

D. OUTPUTS AND OUTCOMES

I. ACHIEVEMENT OF OUTPUTS
In the table below, assess the achievement of expected vs. actual outputs for each major activity. Import the expected outputs from the log. frame in Section C. Score the extent to which the expected
outputs were achieved. Wheight the scores by the activities' approximate share of project costs. The overall output score will be auto-calculated as the sum of the weighted scores. Override the auto-
calculated score, if desired, and provide justification.

MAJOR ACTIVITIES Share of Project Costs

Working Score Weighted Score
Expected Outputs Actual Outputs (as stated in Appraisal Report)
LAND DEVELOPMENT: Irrigation Irrigation infrastructure of 1,200 ha
infrastructure of 1186 ha to 1200 ha developed and partially operational
developed and fully operational

New 210 ha (Niamina E) 95 ha (Touba)

115 ha (on 101 Unit in Pacharr)
81 ha (101Ext. Unit in Pacharr)
3 0.42 1.26
Conversion: 120 ha (Pacharr) 120 ha (on 45 & 75 Units, Pacharr)

Additional fac.: 150 ha (E.Niamina) 0 ha (East Niamina)

706 ha (Pacharr) 789 ha (Pacharr)

The following rural infrastructure

Following rural infrastructure completed & operational:
completed & operational:
3 meeting sheds
6 Field meeting sheds(120m)
8 stores (20m x 50m)
20 stores (27m2 each),
8 drying floors (20mx50m)
82 drying floors (50m2 each),
3 0.08 0.24
7 hand pumped water wells
15 Water wells
Were never rehabilitated as they had
2 daycare centres to be rehabilitated dilapidated beyond repair.
(at Pacharr)
7 new daycare centres constructed
6 new daycare centres (80m)

CAPACITY BUILDING: There were no new farmer

groups/associations formed or trained,
90 farmer groups/associations formed
and instead Rice Farmers Cooperative 1 No budget provision for formation of 90 farmer groups/associations in the detailed cost estimates
and trained by PY3 Society was strengthened through
training.

New high yielding rice varieties Following seed varieties adapted and
adapted and adopted by farmers adopted by farmers in the intervention
3 0.004 0.012
areas: ATM3, SAHEL108, IET3137,
TNS19, TNS14,IR19746, ITA 21

An Environmental and Social ESMP was completed in PY3 but was

Management Plan (ESMP) produced, never implemented due to budget
commissioned and operational by constraints. Rice Seed Policy was
PY3. Rice formulated by PY3 (2008) 2 0.005 0.01
Seed Policy formulated by PY3

2300 farmers , 6 Rice Scientists, 22 547 farmers and 106 Extension

Extension Agents trained by PY5 Agents trained, one study tour in PY3
(2008) conducted for 12 farmers to 2 0.24
Senegal.
MOA staff trained in various skills: 12 Subject Matter Specialist(SMS),
12 Subject Matter Specialist (SMS) one support staff trained and acquired
Trained, 8 Support staff trained, 25 new skills. No training conducted for
staff trained on MIS, 8 staff trained on the rest.
management aspects and project 2 0.02 0.04
analysis, 6 persons trained on
monitoring and evaluation, 10
persons trained on Data processing.

MOA staff trained abroad in advanced 4 staff trained to MSc level: 1 person
specialized areas: trained on M&E programs and
1 person each trained on M & E projects, one on Soil and Water
programs and projects, Soils and Management, one on Agronomy and
Water, Agronomy and Extension. one on Extension.
One study tour conducted for
Researchers and Senior Staff. Two
Project Staff (Procurement &
Accountant) went for short training in 4 0.015 0.06
Malaysia and Canada respectively in
2009.
Senior staff of MOA went for short-
term training in Mgt. to Ghana;
Assistant M&E went to Swaziland for
M&E training.

Various office and field equipment

2 computers purchased, 2 LaserJet
procured:
Printers, 2 UPS, 11 air conditioners,
12 Desktop computers, 3 faxes, 3
10 power tillers, Workshop tools, 4
photocopiers, 10 air conditioners, 5
rice milling machines, 8 rice threshers, 2 0.0135 0.027
generators, 2 water pumps purchased
20 motorcycles for Extension staff, 9
and Installed by PY1 and 40
generators, 1 photocopier, seeds and
Motorcycles for Extension Staff.
fertilizers. No water pumps purchased

Rehabilitation works on offices, 8 offices, one training building and 8

training building, 13 staff houses staff houses partially rehabilitated by
satisfactorily carried out by PY2. PY4 2 0.13 0.26

Farmers sensitized to growing fish One campaign carried out covering

and rice together. Niamina East and Lower Fulladu West
1 0.0005 0.0005

RURAL CREDIT SUPPORT: Credit facility of D 2,054,801(US

Rural Credit Facility 80,000) released and established in
Of GMD 6,164,000 2006 (PY1). 2nd installment of
(UA 157,860, or USD 240,000) D2,014,511 (US 78,431.37) was
established for Rice Producers, released in June 2009 (PY4). 66% of
traders, mill operators and private the credit funds has been released by
entrepreneurs GOTG. Out of D 4,069,311 that the
1 0.0205 0.0205
GOTG released to the project, only D
500,000 or 12% was released by PIU
to rice producers, traders, mill
operators and private entrepreneurs

TA recruited to establish a Credit TA Recruited and Credit System

System by PY1 established by PY3 3 0.0041 0.0.0123

PROJECT MANAGEMENT: 2 0.15 0.3

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Key PIU staff recruited by PY1 and 6 professionals recruited by PY1 but
TA Engineer by PY2 TA Irrigation Engineer was never 2 TA Irrigation Engineer for 18 months was not budgeted for in detailed costs.
recruited
Implementation agreements signed 6 agreements established and signed
with participating Institutions with participating Institutions by PY1 3
By PY1
Quarterly Progress, Annual and Audit 10 Quarterly progress , 4 Annuals and
reports prepared 4 Audit reports 2

Bidding documents for Civil works 3 contracts for civil works prepared
prepared (Land Development, Community
infrastructure and Rehabilitation of 3
staff quarters)

Bidding documents for goods One bidding document with various

prepared lots prepared:
4 x 4 wheel drive vehicles, 8
motorcycles, 9 Laptops, 1 Safe, 3
Desktop computers, 5 USB Flash
drives, 1 HP LaserJet printer, 4 fridge
freezers, 2 wireless EVDO internet 2
devices, 1Internet device”Jamano”, 1
projector, Field materials, 10 air
conditioners, Office furniture

OVERAL OUTPUT SCORE

[Score is calculated as the sum of weighted scores] 2

X X Check here to override the calculated score

Provide justification for over-riding the auto-calculated score

Insert the new score or re-enter the autocalculated score 2

II. ACHIEVEMENT OF OUTCOMES

1. Using available monitoring data, assess the achievement of expected outcomes. Import the expected outcomes from the log. frame in Section C. Score the extent to which the expected outcomes were
achieved. The overall outcome score will be auto-calculated as an average of the working scores. Override the auto-calculated score, if desired, and provide justification.

OUTCOMES
Working Score
Expected Actual

Component 1: Land Development:

Component 1: Land Development:
1254 smallholder farmers were producing rice on partially developed land by PY5.
2300 smaller holder farmers producing rice on developed land by
PY 5.
Farmers who fully utilized the newly constructed rural infrastructure facilities (e.g. day-care centers, collecting stores, drying floors, etc..) 3
Farmers’ rice total production and productivity would be enhanced
reported that these facilities greatly improved their work efficiency, hence, their labor productivity was enhanced and post-harvest
and increased, and their post harvest losses minimized.
losses minimized.

Component 2: Capacity Building:

Component 2: Capacity Building:
Farmers would gain skills and knowledge through their group
National Women Farmers Association (NAWFA), an NGO was recruited (2008) for farmers association leadership training. According to
formation, and farmer skills in management and mobilization of 2
PIU, Farmers' groups/associations were already existing, hence new formation of farmer groups/associations was not necessary.
funds and application of farm inputs would be enhanced.
Instead, funds were used to train and strengthen the Rice Farmers Cooperative Society.

New high yielding rice varieties would increase their yields from 2
to 3 tons/ha by PY3 and 5.5 tons/ha by PY5 and 7000 tons of
Yields did not increase by PY3 as there was no production yet on developed land by PY3. However, yields increased to 4.7 tons/ha by
additional milled rice would be produced annually beginning PY5 3
PY5, and they are expected to increase to 5 tons and more per an hectare for future crops.
on farmers’ developed land fields, thus, the farmers’ household
income would also increase.
The formulation of ESMP would produce a policy framework for ESMP was produced but the policy framework was never implemented owing to lack of funds. However, FMRIP and National
mitigating negative project impacts on the environment and, the Environment Agency (NEA) agreed on the posting of an Environmental Inspector to the project area to assist and advise farmers on
3
production of a Rice Seed Policy would guide MOA to protect and monitoring the likely negative impacts of the project on the environment and what mitigating measures to apply. In order to protect and
control improved seed quality to farmers. control improved seed quality, a Seed Variety Release Committee was put in place.

2300 farmers, 6 rice scientists and 22 extension agents would,

547 farmers, and 106 Extension Agents, through training, increased their knowledge and skills in crop husbandry and agronomic
through training, increase their knowledge and skills in crop 2
practices. The 6 rice scientists were not trained owing to lack of funds.
husbandry and agronomic practices.

69 MOA staff would, through internal training, gain and increase

their knowledge and skills in various fields such as MIS, M&E,
Project Analysis and Data processing. Through new acquired skills, Owing to lack of project funds, only 12 SMS, one staff in Project Analysis and one supporting staff were trained. The rest of the staff
prompt and regular reporting system, for example, on management were not trained. MIS system was never developed. However a TA who developed a credit structure system also put up an M&E 2
and implementation activities of projects to the borrower and the system for monitoring and controlling the credit.
Bank would be instituted; and Monitoring of data collection and
analysis (M&E) for decision-making would be developed.

4 staff were trained to MSc level abroad, and in addition, one study tour was conducted for Researchers and Senior Staff. Two Project
Ministry’s staff would, through external training, acquire skills and
Staff (Procurement & Accountant) went for short training in Malaysia and Canada respectively in 2009, and one Senior staff of MOA
knowledge in advanced and specialized areas to enable them do 3
went for short-term training in Mgt. to Ghana; Assistant M&E went to Swaziland for M&E training. This training in various fields
their work more efficiently.
improved academic and technical knowledge and skills of MOA staff and made them more productive and efficient in their work.

Staff’s work efficiency would be increased due to improved logistics, Although the numbers and types of field and office equipment as specified in the original LOGS were changed by the PIU, those that
2
i.e. provision of field and office equipment. were procured did improve the MOA's and PIU's work and made it more efficient.

Awareness creation on HIV/AIDS and Malaria. 9 HIV/AIDS and 9 Malaria campaigns for awareness creation among rural farmers were carried out. 2

Offices, training building, 13 staff houses become more conducive

to staff working and living conditions by PY2, thus, enhancing their 8 offices, one training building and 8 staff houses partially rehabilitated by PY4. Rehabilitation works were started late, and
work efficiency. workmanship was of low quality and were never completed. Thus, PIU staff's working and living environmental conditions in Sapu did 1
not improve much through the project intervention, and their work motivation in Sapu remained low.

Awareness creation on rice-fish culture. One campaign was conducted in Niamina East and Lower Fulladu West to raise farmers' awareness on rice-fish culture. 1

Component 3: Rural Credit Support Component 3: Rural Credit Support

GMD6,164,000 (UA 157,860 or USD 240,000) Credit facility used Credit facility of D 2,054,801(US 80,000) released and established in 2006 (PY1). 2nd installment of D2,014,511 (US 78,431.37) was
by Rice Producers, traders, mill operators and private released in June 2009 (PY4). 66% of the credit funds has been released by GOTG. Out of D 4,069,311 that the GOTG released to the 1
entrepreneurs project, only D 500,000 or 12% was released by PIU to rice producers, traders, mill operators and private entrepreneurs.

Through the rural credit system established by TA and made

Although a credit system was established and made functional, it did not operate for long since, after disbursing USD 21,405.41
functional, project credit funds, i.e. sGMD 6,164,000 (USD 240,000) 2
(D500,000) to farmers, the project ran out of credit funds for further lending to farmers and other stakeholders.
would be made available to farmers.

COMPONENT 4: PROJECT MANAGEMENT

The project activities were not properly implemented in PY1 as they lacked close supervision and coordination. Most of PIU staff were
not residing in Sapu, the project area were they were supposed to reside, and instead, they were commuting from outside the project
Project Staff start implementation of project activities by PY1 1
area. For example, the Project Coordinator was residing in Banjul. The Irrigation Engineer who was supposed to assist the PIU with the
supervision and monitoring of the irrigation infrastructure, was never recruited owing to lack of funds.

Agreements honored by implementing partners and project

Some of the project activities were partially and poorly implemented by these implementing agencies. 2
activities implemented on time.
20 Quarterly Progress Reports, 5 Annual Reports and, 5 Audit
11 Quarterly Progress Reports (Jan.2008 -June 2011), 4 Annual Reports (2006 2009), and 4 Audit Reports (2006-2009) were produced
reports would be produced during the five year implementation
during the project implementation period and were sent to both the borrower and the Bank for comments. Financial Year 2010 has not 2
period and distributed to both the Government and the Bank for
yet been audited owing to lack of funds.
comments.

Page 6/15
Although 1,200 ha have been partially developed for tidal irrigation and are now partially functional, there is still work to be done by the
3 contracts for civil works (i.e. Land Development under ICB;
contractor, such as desilting the main and secondary canals, construction of gates and bridges, road reshaping, land levelling in some
Community infrastructure; and Rehabilitation of office & staff 2
fields, 2.2 km of gravel surfacing of the field roads and plot subdivision by bunding. The rehabilitation of offices, training building and
quarters under NCB), prepared, approved and floated.
staff houses at Sapu, is not satisfactory as work was poorly and partially done. For example, windows were not done.

Goods and their numbers as specified in the Appraisal Report to be procured for the project were uniletarally changed by the borrower
One bidding document with various lots for goods prepared,
without requesting the Bank for an approved new list of goods and services (LOGS). Consequently, there are a number of procured 2
approved, and floated.
items, which were not in the original LOGS, for example, lap-top computers.

OVERALL OUTCOME SCORE

2
[Score is calculated as an average of the working scores]

X Check here to override the calculated score

Provide justification for over-riding the auto-calculated score

Insert the new score or re-enter the autocalculated score 2

2. Additional outcomes. Comment on the project's additional outcomes not captured in the log. frame, including cross-cutting issues (e.g., gender).

Although the contractor has yet to complete the unfinished civil works in order to make all fields on 1,200 ha fully operational, the farm communities, living around this land and whose major economic activity is rice-
growing, have already started growing rice on these partially developed fields. While the project conforms to the GoTG's objectives of improving small-holder crop production by widening the adoption of improved
technology to farmers and by providing necessary infrastructure and institutional support to stimulate agricultural development, the additional outcomes that would accrue to the farmers are: less dependence on rainfall,
ability to crop during the dry season, higher and more reliable incomes, improved diet, increased employment for women in food marketing and processing, would all improve household food security and well being as
women spend most of their earnings on their families; training would enhance the farmers' awareness and capacility to solve their own problems and make better decisions; the HIV/AIDS and malaria awareness
campaigns would contribute to the health of local communities; Day-care centeres would further help women farmers in caring for their children while they work in the fields; and spin offs for the general betterment of the
local farming communities. All these improvements would contribute to poverty reduction.

3. Risks to sustained achievement of outcomes. State the factors that affect, or could affect, the long-run or sustained achievement of project outcomes. Indicate if any new activity or institutional change is recommended
to help sustain outcomes. The analysis should draw upon the sensitivity analysis in Annex 3

According to the Appraisal Report, the project was supposed to hire NGOs with requisite expertise in group mobilization and formation of about 90 farmers’ groups/associations, and in training the farmers’
group/association leaders in some basic management , group formation and leadership. However, according to project implementation records with the PIU, formation of new farmers’ groups/associations was not
necessary as these groups/associations (i.e. Water Users Associations) are already existing. The project therefore only hired National Women Farmers Association (NAWFA), an NGO in 2008 for training farmers’
group/association leaders in leadership. According to the Appraisal Report, 2,300 farmers were supposed to be trained by NGOs in specific areas such as (i) soil, water and environmental management, (ii) budgeting and
credit management, (iii) basic book keeping, (iv) processing and marketing, (v) leadership for the Farmers’ Apex, (vi) rice-cum-fish training, (vii) land preparation, and (viii) basic irrigation infrastructure maintenance.
Unfortunately, according to information available, only 547 or 24% out of the expected 2,300 farmers were trained. This shows that most of the farmers lost an opportunity to be trained in above-mentioned specific areas
as the NGOs were never recruited. Most of the rice famers in the new developed areas (i.e. Niamina East) have entirely new groups formed purposely to participate in the project. However, taking into account these
farmers’ Groups future role as owners and managers of these rice schemes, the PCR mission fully feels strongly that most groups are still in their infancy stage, in terms of such factors as group cohesion, accountability
and general commitment to forge ahead in unison to achieve the project objectives. Forming farmer based organizations takes time because the participating farmers need time to trust their leaders, to trust each other and
the system. Farmers need time to consider and discuss the implications and decide if the proposed activities are beneficial and profitable to them. Unfortunately, the project failure to recruit NGOs to train and help farmers
form this group cohesion, is likely to create mistrust among Group members, especially in new areas of the project.
Before these farmers’ groups, especially in new project areas, can effectively assume the responsibility of managing the rice schemes and their members, they will require additional training in techniques and skills to
manage their internal affairs. In order to reactivate these farmers’ groups , the PCR mission strongly recommends that MOA reconsiders the original proposal of involving NGOs in the process (ref. Appraisal Report,
para.4.5.10- 4.5.11). The NGOs' function would be to develop group cohesion and train farmers in managing their group activities, as well as explaining their roles in O & M activities of the schemes. The NGOs will
progressively withdraw their support as farmers’ groups become more confident and independent in running their affairs. The project has run out of funds and yet it still owes a balance of USD 531,194.00 to Messrs Green
Impact Contractors. It is recommended that the Government should try to recover the project money loaned out and 88% of the revolving credit fund released by the Government and which was not accounted for by the
project, and use these funds to offset part of the outstanding debt to the contractor.

The rural credit support was meant to facilitate farmers to obtain farm implements and improved farm inputs. Unfortunately, out of the Government commitment of USD 240,000 as rural credit support, it is only USD
158,431 or GMD 4,069,311 (66%) which was released to the project. In turn, the project only released to the farmers and traders USD 21,405 Or GMD 500,000 (12%) out of what the GOTG had released. According to the
project accounts, the project has run out of the credit funds. The balance of 88% from what the Government released was not accounted for by the project. This is posing a big problem with the farmers who would like to
continue borrowing under this credit facility in order to buy the recommended and improved farm inputs for future rice production. The sensitivity analysis of FIRR shows that a decrease of 20% or more in project total
benefits (either through the fall in rice prices or production or both) will make the project financially unviable.

The PCR mission further recommends that if credit component provided in the project is to continue to benefit these small scale farmers, the GoTG should strongly reconsider to release the future credit funds NOT to the
Project PIU, but to another Government agency, such as SDF, that will be responsible for evaluating the specific VISACAs that would be trusted and used for lending the funds to the final beneficiaries for land
preparation, and the acquisition of water, farm inputs, and rice processing equipment.

PROJECT COMPLETION REPORT (PCR)

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E. PROJECT DESIGN AND READINESS FOR IMPLEMENTATION

1. State the extent to which the Bank and the Borrower ensured the project was commensurate with the borrower’s capacity to implement by designing the project appropriately and by putting in place the
necessary implementation arrangements. Consider both design aspects (inputs) and actual outcomes. Design aspects include: extent to which project design took account lessons learned from previous
PCRs in the sector or the country (please cite key PCRs); whether the project was informed by robust analytical work (please cite key documents); how well Bank and Borrower assessed the capacity of the
implementing agencies and Project Implementation Unit; and provisions made for technical assistance. Project outcomes include the extent to which the project was completed on time and activities were
implemented as designed.

[200 words maximum. Any additional narrative about implementation should be included at Annex 5: Project Narrative]

The Government of the Gambia and the Bank have learnt good lessons from the PCRs of the past two major irrigation projects that were implemented in the CRD. The Jahally-Pacharr Smallholder Project (JPSP) included
tidal irrigation and lift/pumped and gravity irrigation and drainage. Under JPSP, PMU was responsible for land development , land preparation and, supply of irrigation water. The project involved the installation of large
diesel-powered pump sets, lined canals and heavy tractors for land preparation at a huge cost (US$11,700/ha). Farmers were not involved in the project planning activities with the exception of planting and harvesting.
The project paid a lot more attention to land development, land preparation, irrigation, and supply of inputs and scheduling of farm operations than to crop husbandry practices. This led to declining yields and consequently
poor delivery of those services. It was clear that mechanical land preparation and pump lift irrigation were expensive options outside the management competence of the farmers without project support. Farmers could not
afford the high cost of maintenance of the irrigation infrastructure and equipment due to the high costs of imported spare parts and the level of training required.
The Small-Scale Water Control Project (SSWCP) benefited from some of the lessons learnt from JPSP. Development costs were reduced to US$8,000/ha (US$3.6 million for 450 ha) and greater attention was paid to the
sustainability of the project. This was a big point of departure from JPSP in that it avoided mechanical land preparation and pumped irrigation and instead, it relied on tidal and gravity conveyance of irrigation water. The
project design also provided for more involvement of farmers in project identification and preparation. The project implementation placed greater emphasis on the involvement of farmers in various land development
activities organized on the basis of groups served by particular tertiary canals. No heavy machinery was used, and operation of the irrigation system was by group action.
While preparing FMRIP, the Bank and the Borrower ensured that the project was commensurate with the borrower’s capacity to implement by designing the project appropriately and by putting in place the necessary
implementation arrangements. The design concept of FMRIP was guided by the following main lessons drawn from the past experience of the above two projects: (i) large centralized irrigation schemes requiring heavy
reliance on imported technology and foreign technical assistance are not sustainable especially after the withdraw of the external donor support due to limited involvement of nationals and hence poor technology transfer;
(ii) pump irrigation is economically unsustainable; (iii) a coherent lowland development strategy is lacking, leading to enclave projects which create their own sets of problems. Therefore, FMRIP design concept was based
on a simple and low cost irrigation technology, i.e. tidal irrigation, which is more sustainable as operational and maintenance costs are affordable to beneficiaries. High yield production of rice can be achieved by small-
scale farmers under simple irrigation schemes, improved seeds, and strengthened farmers’ groups with access to credit.

2. For each dimension of project design and readiness for implementation, provide a brief assessment (up to two sentences). Insert a working score, using the
scoring scale provided in Appendix 1.

PROJECT DESIGN AND READINESS

ASSESSMENT WORKING SCORE
FOR IMPLEMENTATION DIMENSIONS

At the project design stage, the Government showed a strong political will and commitment to implement the project. Any weakness in any of the
project's executing agencies was, at design stage, supplemented with provision of training and recruiting TAs, and NGOs e.g. the project was
a) Project complexity is matched supposed to recruit an Irrigation Engineer TA for 18 months to assist PIU with supervision and monitoring of the irrigation infrastructure; TA to
with design MIS and M&E systems; NGOs were to train farmers and extension agents in some specific areas to be able to manage the tidal irrigation
REALISM 2
country capacity and political schemes in a sustainable way. Unfortunately all these TAs and NGOs were not recruited during the implementation of the project, although some
commitment. MOA and project staff, some farmers and Extension Agents received in-service training, and other MOA staff sent abroad for further training.

The most important risk factors that were likely to affect the project outcome were not properly identified and analysed before the project, and the
mitigating measures were not incorporated in the project design. For example, at Appraisal stage, optimistic assumptions were made about the
farmers' ability to assume full management responsibility within a short period of time upon completion of the schemes. Farmers may require a
RISK ASSESSMENT b) Project design includes long process to be groomed into their new role as irrigation farmers and managers of these tidal irrigation schemes. As most farmers would be
AND adequate risk new to use tidal irrigation infrastructure, they needed more time to acquire certain knowledge and skills in order to be able to manage the 2
MITIGATION analysis. schemes in a sustainable manner. The project overlooked this long process.

Although project procurement, financial management, monitoring and/or other systems were based on those already in use by government
c) Project procurement, financial and/or other partners, all project procurement of goods, works and services financed by the Bank were in accordance with the Bank Rules of
management, monitoring and/or procedure for procurement of Goods and Works or, as appropriate, Rules of Procedure for the use of Consultants, using the Bank Standard
other Bidding Documents. Notwithstanding the above, some of the project items were not properly procured or constructed as they seem to differ either
USE OF systems are based on those in quantity or specifications from the original list of goods and services (Bank's approved LOGS). This made the project run out of funds before
the approved programme of activites was completed. The project also made ineligible loans given out by the project to sister projects. These 1
COUNTRY SYSTEMS already in use
by government and/or other short-term unapproved loans were potential slippages of the project funds. Since there were no agreements and time-frame for repayment, some
partners. of these loans are still outstanding, i.e. not yet paid back to the project. See Annex 5 for more.

Page 8/15
WORKING
SCORE
For the following dimensions, provide separate working scores for Bank performance and Borrower performance:
Borro
Bank
wer

Agreements for implementation of various project components were signed between PIU and various implementing agencies. These
d) Responsibilities for project agreements clearly detailed the roles and responsibilities of the client and the co-operator, the general conditions of the Agreement, Terms of
CLARITY implementation are clearly Reference of the assignment, which the co-operator was expected to execute as well as the work plan and budgetary requirements for the 3 3
defined. assignment to be carried out by the respective Implementing Agencies.

Procurement documents were not ready at appraisal, and owing to PIU staff''s non-familiarity with disbursement and procurement procedures of
the Bank resulted in a slow pace at which documents were prepared by the PIU staff for review and approval by the Bank. It would have been
prudent for the Bank to organize a technical launching mission at the start of the project to acquaint the PIU staff with disbursement and
e) Necessary implementation procurement procedures of the Bank. This would have reduced the rate of rejection of procurement documents submitted for Bank review and
PROCUREMENT documents (e.g. specifications, approval at the early stages of project implementation, and would have improved the disbursement rates for 1st snd 2nd project years. Owing to
2 2
READINESS design, procurement documents) the above problems, the project experienced a 41-month delay in recruiting a land development contractor, i.e. from the Loan Approval date (May
are ready at appraisal. 19, 2005) to signing of contract date with Messrs Green Impact Contractors (October 22, 2008).

f) Monitoring indicators and Although key monitoring indicators and monitoring plan were agreed upon at appraisal, M&E system was never designed and developed as the
MONITORING
monitoring plan are agreed TA for designing MIS and M&E systems was never recruited during the implementation of the project. 2 2
READINESS
upon.
Values of some key parameters for "without project" situation for the selected key indicators against which the progress of the project would be
h) Baseline data are available or monitored and measured during implementation were not available at the start of the project. Therefore the baseline studies on some (not all) key
BASELINE DATA selected indicators were carried out during the project implementation period. 3 3
are being collected.

PROJECT COMPLETION REPORT (PCR)

F. IMPLEMENTATION

1. State the major characteristics of project implementation with reference to: adherence to schedules, quality of construction or other work, performance of consultants, effectiveness of Bank supervision,
and effectiveness of Borrower oversight. Assess how well the Bank and the Borrower ensured compliance with safeguards. Briefly list what was accomplished at the time of project closing.

[200 words maximum. [Any additional narrative about implementation should be included at Annex 5: Project Narrative.]

The project implementation did not adhere to the schedule set up at appraisal. The loan was not declared effective until August 22, 2006, 13 months later from the original date of August 01, 2005 set at appraisal. This
delay is, in part, attributable to GoTG's delay in fulfilling the loan conditions precedent to entry into force. Procurement documents were not ready by PY1 (2006) as had been planned, and this delay was due to Soil and
Water Management Unit’s (SWMU) and PIU staff's non-familiarity with the Bank’s procurement and disbursement procedures, which resulted in a slow pace at which documents were prepared by the PIU staff for review
and approval by the Bank. In addition, the Bank did not mount a Launching Mission to sensitize the project staff on the Bank's rules of procedure on procurement and disbursement. Although the Bank supervised the
project at the beginning of its implementation, the Bank does not seem to have pointed out some of the above weaknesses to the borrower. Normally Bank supervision missions are important in guiding project staff on
practical approaches to improve upon the procurement and disbursement status of the project. Such guidance greatly enhances the PIU effectiveness in project implementation.
During the early project years, the Project Coordinator and some of his PIU staff were not located in the project area at Sapu for the close supervision of the project activities (as specified in the Appraisal Report).
Although the PIU was supposed to recruit an Irrigation Engineer for 18 months to assist PIU with supervision and monitoring of the irrigation infrastructure, the engineer was never recruited owing to lack of funds, and
instead, the PIU solely relied on SWMU of MOA. Owing to lack of close supervision of the project civil works, the contractors for rural infrastructure under the Land Development component made unapproved changes in
some of the buildings in terms of sizes and specifications. Hence, the planned numbers of these structures were not realized. Furthermore, the quality of the rehabilitation of offices, buildings and staff houses at Sapu was
very unsatisfactory and incomplete. The Bank supervision missions did very little to ensure compliance with safeguards. During its implementation, the project lost some of its funds: (a) UA 500.000.00 (USD 760,245.00)
reallocated to Africa Emergency Food Crisis Response (AEFCR) in 2008; (b) USD 124,893.80 cumulative unapproved loans given out to sister projects by the PIU from 2006 to 2009. These loans are still outstanding.
Owing to these losses of funds, the project has run out of funds, and it still owes US$531,194.00 to Messrs Green Impact Contractors, and 2010 financial year has not yet been audited owing to lack of funds.
Notwithstanding the above shortcomings, the PIU under the new Coordinator, to some extent in later years of the project, effectively coordinated the implementation of project activities. Annual work-plans and their
budgetary requirements, which took into consideration the activity sequencing of the various project components, were prepared by the PIU in collaboration with the various Implementing Agencies and submitted to the
Bank for approval.

Page 9/15
2. Comment on the role of other partners (e.g. donors, NGOs, contractors, etc.). Assess the effectiveness of co-financing arrangements and of donor coordination,
if applicable.

FMRIP complemented other low cost irrigation technology and participatory rice projects, which were being implemented by other donors. For example, the Participatory Integrated Watershed Management Project
(PIWAMP) funded by IFAD and AfDB and whose objective is to conserve lowland and upland water through water retention dykes, construction of causeways and bridges. In addition to construction of rural feeder roads,
PIWAMP also supports MOA in carrying out HIV/AIDS and Malaria awareness campaigns among rural farmers. Taiwanese Technical Misssion (TTM) does land development and supports rice irrigation in Jahally area.
TTM also helps training FMRIP farmers in rice seed multiplication. TTM also contributed about 40% to the costs of the milling plant which is beig used by FMRIP farmers. Action-Aid International Gambia is very active in
the area and it has collaborated with FMRIP and TTM in training and strengthening the Rice Farmers Cooperative Society, and it contributed about 60% to the costs of the rice milling plant used by the farmers in Sapu
area. Such donor collaboration and coordination of project activities demonstrate that if all donors in CRD work and coordinate their activities together under a coherent lowland development strategy, the achievement of
their project objectives would be more effective and more efficient; and also their individual projects would no longer be enclave projects (i.e. stand-alone projects), a situation which has created a lot of problems in the
past, such as waste and duplication of resources.

3. Harmonization. State whether the Bank made explicit efforts to harmonize instruments, systems and/or approaches.

Through later supervision missions, the Bank made some explicit efforts to assist the PIU staff in processing tender documents. At the beginning of project implementation when knowledge level of project staff on
procurement and disbursement procedures of the Bank was low, the Bank did not guide closely project staff on practical approaches to improve upon the procurement and disbursement status of the project. However, at a
later stage and under a new Project Coordinator, the Bank assisted the project staff and provided on effective ways of communication that should be adopted between the project and the Bank. These measures contributed
to a large extent to effective project implementation, and subsequently, the rejection rate of procurement and disbursement documents submitted to the Bank for approval reduced significantly.

4. For each dimension of project implementation, assess the extent to which the project achieved the following. Provide a brief assessment (up to two sentences)
and insert a working score, using the scoring scale provided in Appendix 1.

WORKING
PROJECT IMPLEMENTATION DIMENSIONS ASSESSMENT
SCORE

The planned date for the Board of the Loan approval was April 2005 but the actual date for loan signature was on May 19, 2005 with a
a) Project was completed on one-month delay. The planned original date for completion was December 31, 2010. However, the actual date for completion was April
time. Draw directly from 30, 2011, with a 4-month delay. The total planned time, i.e. from planned approval to planned closing date, was 68 months. The actual
Section A on Project Data time, i.e. from actual approval date to the actual closing date, was 71 months. Therefore the ratio of planned time from approval to
and Key Data. Calculate the closing is 71/68 = 1.0
ratio of planned time from
approval to closing. Score
TIMELINESS 4
“4” if the ratio is 1.0, score
“1” if the ratio is 2.0, score
“0” if ratio is greater than 2.0
(i.e. project completion took
more than twice as long as
planned)].

b) Bank complied with:

The project was, at Appraisal stage, classified as Category II under the Bank's Environmental and Social Assessment Guidelines. The
project aimed at improving irrigation efficiency of existing schemes in the main and new schemes. The project activities on the existing
developed sites were mostly for upgrading and conversion of existing infrastructure and land leveling that have limited negative
environmental impact. Nonetheless, the tidal irrigation infrastructure has been designed to minimize the possible health hazards often
associated with irrigation schemes. The main area of concern is the control of schistosomiasis, which has been minimized through the
Environmental Safeguards 3
provision of a comprehensive surface water drainage system on each scheme to ensure the rapid removal of standing water. The
overall assessment of the project activities is positive and appears environmentally sustainable.

Although the Bank received the audited statements of accounts for financial years from 2006 to 2009 for their review and action, the
Bank failed to take appropriate action on the reported project fund loans being lent out to sister projects, contractors and project staff
without Bank's prior approval. The implication of this is that FMRIP was denied its funds and this reduced its capacity to implement its
Fiduciary Requirements approved programs. Most of these loans are still outstanding, i.e. the debtors have not paid back their loans to the project. 1

BANK PERFORMANCE The covenants were clearly stated in both appraisal report and loan agreement.
Project Covenants 3

c) Bank provided quality Bank supervision missions were fewer and irregular. For example, there was no Bank supervision mission to the project from July 2007
supervision in the form of up to July 2009! It was reported that some missions were very useful in providing practical solutions, but their skill mix could have been
better to address the various problems that faced all the components of the project. 2
skills mix provided and
practicality of solutions
There is no tangible evidence showing that the Bank provided quality management oversight. The Bank should not have approved the
reallocation of UA500,000.00 from the project loan funds to the Africa Emergency Food Crisis Response (AEFCR). This denied the
project its funds to carry out its approved programs. Secondly, the Bank did not take any appropriate action when the project external
auditors pointed out that there was a slippage of project funds which were being lent out by the project to the sister projects and other
d) Bank provided quality entities. This also crippled the project activities to the level that the project, under the Rural Credit Support component, could only lend
management to farmers GMD500,000 or 12% out of the total GMD 4,069,311 (USD158,431.37) that GOTG has so far released to the project. 1
oversight Although the project has run out of loan funds, it still owes Messrs Green Impact Contractors a balance of USD 531,194.00; and in
addition, the FY2010 has not been audited owing to lack of funds to pay the external auditors.

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e) Borrower complied with:
An Environmental and Social Management Plan (ESMP) was produced in PY3, and possible environmental impacts of the project
activities were identified. Unfortunately, owing to budgetary constraints, the plan was never implemented. However, FMRIP and the
National Environmental Agency (NEA) agreed on posting of an Environmental Inspector to the project area to help the farmers with
monitoring the project activities that might have negative environmental impacts and advise on appropriate mitigating measures.

Environmental Safeguards It is unfortunate that the project failed to hire NGOs who would have carried out farmer groups’ formation and would have provided 2
training programs to these groups in land and water management, soil conservation and land degradation containment measures
through the adoption of sustainable agriculture practices, and proper water management attained by introduction of irrigation facilities,
drainage and flood control.

The project recruited a Credit TA who set up a credit structure system with credit control devices and accounting system, and gave
some training to farmers and extension staff in credit management and operations. However, most of the money which was supposed
to be lent to the farmers under the Rural Credit Support, was lent out to sister projects and other entities without prior approval of the
Fiduciary Requirements 1
Bank. Thus, only GMD500,000.00 was lent to farmers under Rural Credit Support component, and there was no further lending to
farmers as the project ran out of credit funds.
BORROWER
PERFORMANCE Prior to first disbursement, the borrower was required to, among others, have provided evidence that the amount of or equivalent to
USD80,000 for the first project year was allocated under the national budget for the MOA (former DOSA) starting January 2006 to be
transferred to Social Development Fund (SDF). However, the borrower unilaterally changed the terms of the above conditions. Instead
Project Covenants of transferring the money to SDF, they transferred it directly to the Project Account in local currency for Borrower’s counterpart funds. 2
This was the source of the problem for mismanagement of project credit funds.

The borrower, most of the time, cooperated with the Bank and was responsive to Bank supervision findings and recommendations.
f) Borrower was responsive
to Bank supervision findings 2.5
and recommendations
A Monitoring and Evaluation system was put in place by the Credit TA within a few months of project effectiveness. A consultative
approach was adopted in designing the M&E system for the project. The system provided stakeholders with a comprehensive feedback
g) Borrower collected and information, which provided staff at all levels the opportunity to make timely management decisions. The thrust of the system was to
used monitoring information ensure action monitoring for effectiveness. It was based on the premise that the level which collected data should be able to use it for 2.5
for decision making decision-making.

PROJECT COMPLETION REPORT (PCR)

G. COMPLETION

Briefly describe the PCR Process. Describe the Borrower’s and co-financers' involvement in producing the document. Highlight any discrepancies concerning the assessments made in this PCR. Describe
the team composition and confirm whether an in-sight visit was undertaken. Mention any major collaboration from other development partners. State the extent of field office involvement in producing the
report.

[100 words maximum]

A detailed and comprehensive Terms of Reference for the PCR was prepared by the current Task Manager, Mr. J CHIANU. The PCR mission from the Bank was constituted by a Consultant and a Bank staff. The PCR
report was written by the mission team and the current Task Manager of the FMRIP. There is no Bank field office in Banjul, the Gambia, which should have been involved in producing this report. Nonetheless, the mission
had full cooperation from the PIU staff in Banjul and Sapu. During its stay in the country, the mission worked very closely with Mr. Ousman Jammeh, the new Project Coordinator and former M & E Officer and he is also
the Regional Projects' Coordinator for CRD. He and his staff were extremely cooperative. The mission had also fruitful discussions with some of the project rice farmers of the following schemes that were visited: Touba in
Niamina East and Pacharr.

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H. LESSONS LEARNED

Summarize key lessons for the Bank and the Borrower suggested by the project’s outcomes
[250 words maximum. Any additional narrative about lessons learned, if needed, must be placed in Annex 5: Project Narrative]

The key lessons for the Bank and the Borrower that could be learnt from the project outcomes are:

(i) Simple and low cost technologies in irrigation and land management are more sustainable as operational and maintenance costs are affordable to beneficiaries;
(ii) High yield production of rice can be achieved by small-scale farmers under low cost irrigation schemes, with improved seeds, and strengthened farmers’ groups with access to credit. Under such conditions, some
farmers in the project area (e.g. in Touba, Niamina East) indicated that the average yield of rice is likely to reach 5.5 or more tons/ha.
(iii) Participatory approach, which places greater emphasis on the involvement of farmers in decision-making in project implementaion, is crucial for the success of the project.
(iv) Since most of project staff in the borrowing countries are not familiar with the Bank’s rules of procedure on procurement and disbursement, launching missions at the start of the project , as required by the Bank, are
very useful as they provide the venue for the Bank staff to introduce and explain all these procurement rules to the borrower’s project s staff and make them familiar with these rules in order to avoid future delays while
processing tender documents. Experience has shown that deviation from this Bank requirement, results in implementation delays.
(v) Mission skills-mix: Project preparation, appraisal, supervision, mid-term review and PCR missions should have all the proper skills-mix required for the given tasks. For all future projects, classified under the ESAP
categories 1 and 2, the Bank should ensure that an Environmentalist and a Sociologist are part of the above-mentioned missions. In addition, appraisal, mid-term and PCR missions should include an economist with strong
background in monitoring and evaluation. In case of limited resources, the Bank should strive to utilise local consultants (ref. Annex 2: Bank Inputs).
(vi) Credit funds for onlending to the designated beneficiaries should be channelled through and managed by trustworthy financial or other institutions with track record. (vii) Bank staff should take Audit Reports more
seriously and review their recommendations and take action whenever necessary.

Page 12/15
PROJECT COMPLETION REPORT (PCR)

I. PROJECT RATINGS SUMMARY

All working scores are auto-generated by the computer from the relevant section in the PCR.
CRITERIA SUB-CRITERIA WORKING SCORE
Achievement of outputs 2
Achievement of outcomes 2
PROJECT OUTCOME 4
Timeliness
OVERALL PROJECT OUTCOME SCORE 3
Design and Readiness
Project Objectives are relevant to country development priorities. 3
Project Objectives could in principle be achieved with the project inputs and in the expected time frame. 2
Project Objectives are consistent with the Bank’s country or regional strategy 3
Project Objectives are consistent with the Bank’s corporate priorities 3
The log frame presents a logical causal chain for achieving the project development objectives. 2
The log frame expresses objectives and outcomes in a way that is measurable and quantifiable. 3
The log frame states the risks and key assumptions. 3
Project complexity is matched with country capacity and political commitment. 2
Project design includes adequate risk analysis. 2
Project procurement, financial management, monitoring and/or other systems are based on those already in use by
government and/or other partners. 1
Responsibilities for project implementation are clearly defined. 3
BANK PERFORMANCE
Necessary implementation documents (e.g. specifications, design, procurement documents) are ready at appraisal.
2
Monitoring indicators and monitoring plan are agreed upon. 2
Baseline data are available or are being collected. 3
PROJECT DESIGN AND READINESS SUB-SCORE 2
Supervision:
Bank complied with:
Environmental Safeguards 3
Fiduciary Requirements 1
Project Covenants 3
Bank provided quality supervision in the form of skills mix provided and practicality of solutions. 2
Bank provided quality management oversight. 1
SUPERVISION SUB-SCORE 2
OVERALL BANK PERFORMANCE SCORE 2
Design and Readiness
Responsibilities for project implementation are clearly defined. 3

Necessary implementation documents (e.g. specifications, design, procurement documents) are ready at appraisal. 2

Monitoring indicators and monitoring plan are agreed upon and baseline data are available or are being collected 2
PROJECT DESIGN AND READINESS SCORE 2
BORROWER PERFORMANCE Implementation
Borrower complied with:
Environmental Safeguards 2
Fiduciary Requirements 1
Project Covenants 2
Borrower was responsive to Bank supervision findings and recommendations. 2.5
Borrower collected and used of monitoring information for decision-making. 2.5
IMPLEMENTATION SUB-SCORE 2
OVERALL BORROWER PERFORMANCE SCORE 2

J. PROCESSING

STEP SIGNATURE AND COMMENTS DATE

Sector Manager Clearance

Regional Director Clearance

Sector Director Approval

Page 13/15
PROJECT COMPLETION REPORT (PCR)
APPENDIX 1

Scale for Working Scores and Ratings

SCORE EXPLANATION

4 Very Good- Fully achieved with no shortcomings

3 Good- Mostly achieved despite a few shortcomings

2 Fair- Partially achieved. Shorcomings and achievements are roughly balanced

1 Poor- Very limited achievement with extensive shortcomings

NA Non Applicable

Note: The formulas round up or down for decimal points. Only entire numbers are computed.
PROJECT COMPLETION REPORT (PCR)
LIST OF ANNEXES
Mandatory
1. Project Costs and Financing
a. Project costs by component
b. Financing by sources of funds

2. Bank Inputs. List the key team members, and their specialties, during preparation and supervision. Provide a consolidated list of Preparation, Supervision and Completion
Missions in chronological order. Provide the date and ratings of the last supervision report.

3. Economic Analysis (ERR) and Financial Analysis. Re-estimate the economic rates of return based on costs and benefits at completion, and compare with apprailsal
estimates. Break down by components as appropriate. Analyze the sensitivity of the ERR to key assumptions. Present a financial analysis for project beneficiary entities.

4. List of Supporting Documents

Optional

5. Project Narrative. Key factors not covered in the main template that affected the design and implementation of the project. Such factors, both positive and negative, could
include: climate and weather, political changes, contractual or personnel matters, technical issues, procurement processes, and interactions with other partners. If any of these
factors is significant enough to affect the evaluation ratings, it should be noted in the template with a reference to this annex.

6. Most Recent Procurement Plan