aide memoire for joint implementation support mission land...
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Aide Memoire for Joint Implementation Support Mission
Land Husbandry, Water Harvesting and Hillside Irrigation Project (LWH)1 and
Third Rural Sector Support Program (RSSP3)2,
17-28 March 2014
1. From March 17 to 28, 2014, a team3 led by the World Bank carried out a Joint Implementation
Support Mission (JISM) for the Land Husbandry, Water Harvesting and Hillside Irrigation (LWH)
Project and Third Rural Sector Support Program (RSSP3). The team worked closely with national level
and decentralized Project staff of the LWH and RSSP Single Project Implementation Unit (SPIU) in the
Ministry of Agriculture and Animal Resources (MINAGRI) and with local Government officials,
service providers, and Project beneficiaries (see Annex 1). Discussions were held with Dr. Agnes
Kalibata (Minister, MINAGRI) and Mr. Tony Nsanganira (Permanent Secretary, MINAGRI). The team
expresses its appreciation for the assistance provided by all those met. Annex 2 details the key agreed
upon actions resulting from the JISM.
2. Mission Objectives. The principle objectives of the mission were to review the progress in
Project implementation for both LWH and RSSP3 and to consolidate lessons learnt. See Annex 3 for
Detailed Mission Objectives.
3. Key impacts and results to-date. LWH beneficiaries increased productivity on more than
9000ha in the rain fed areas increasing income of 26,792 beneficiary households (125,494 total
beneficiaries) by 5 times. The project also facilitated improvement of soil fertility enabling farmers to
increase yields by 3 times for soybeans and maize, 4 times for beans and 10 times for Irish potatoes.
Over 85% of project beneficiaries were able to access financial services which facilitated 90% of them
to use inputs for the last season. LWH has so far developed 9791 ha of land husbandry including 455 ha
for hillside irrigation and 2360ha of marginal land. The first hillside irrigation dam is nearly complete
and initial high value vegetables from LWH sites have been exported. RSSP3 has so far developed
1185ha of marshland and 8887 ha of hillside and is on schedule to achieve the principal targets of
7,000ha and 17,000ha respectively. In the last two years of its implementation RSSP3 has increased
productivity in the rain fed areas and increased income by 27% for 61,051 beneficiaries. Yields
increased by 3 times for maize, 4 times for the beans and 2 times for rice. More than 800ha of marginal
land was reclaimed increasing area for production on hillside surrounding marshlands. Annex 4A&B
present the updated Results Framework for both projects.
4. Status of Results and Achievement of Development Objectives. Since the last
implementation support mission in July 2013 for LWH, the Projects have made significant progress on
their PDO indicators4 and several of intermediate indicators. The PDO indicator on rainfed gross
productivity has reached USD2189/ha surpassing the Year 3 target of USD 2100/ha. The PDO
indicator on share of commercialized products from target areas is 67%, surpassing the Year 3 target of
60%. The number of direct Project beneficiaries has grown to 125,494, of which 49% are women,
1 Credit No. 4674–RW, GAFSP Grant No. TF099108, CIDA Grant No. TF011435 and USAID Grant No. TF010953
2 Credit No. 5064-RW
3 The team was led by Valens Mwumvaneza (Rural Development Specialist, Task Team Leader) and included: Mark Austin (Senior
Operations Officer); Meena Munshi (Senior Social Development Specialist); Svetlana Khvostova (Safeguards Analyst); Abel Lufafa
(Senior Agricultural Officer); Amadou Soumaila (Senior Irrigation and Rural Infrastructure Engineer, FAO); Markus Moeller (Water and
Irrigation Engineer); Binh Thang Cao (Senior Agriculture Specialist); Lynn Brown (Food Policy Economist); Lillian Brenda Namutebi
(Financial Management Specialist, Consultant); Pascal Tegwa (Senior Procurement Specialist); Mulugeta Dinka (Senior Procurement
Specialist); Antoinette Kamanzi (Procurement Assistant) and Belinda Mutesi (Team Assistant), Cynthia Sobieski and Maria Ruth Jones
(DIME). The Team was joined by Vedaste Gatebuka and Grace Yang (USAID). 4 Irrigation activities are not scheduled until Year 2 of the project, so that irrigation indicators are not applicable (NA) at this time.
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surpassing the end of Project target of 120,000. The Project has achieved its Year 3 targets on all
relevant intermediate indicators. In RSSP3 sites, the PDO indicator on rainfed net productivity is
USD597/ha which slightly surpasses the Year 2 target of USD 588/ha. The PDO indicator on share of
commercialized products from target areas is 76% in marshlands, and over 66% on hillsides
(surpassing the Year 2 target of 45%). The number of direct Project beneficiaries has grown to 61,051,
of which 44% are women. 22WUAs are operational and have been registered by Rwanda Governance
Board.
5. Physical Implementation for both projects compared to end of project targets stand at 55% for
LWH and 42% for RSSP3.
6. Financial Implementation. LWH Project-to-date (2 June 2010 to end February, 2014), has
implemented 52% of the total Project budget of US$113,130,000. RSSP3 Project-to-date has
implemented 42% of the total Project total budget of US$85,000,000 (See Technical Annex 6 for
details).
7. Additional Financing: LWH Additional Financing of US$ 35 million has been approved by
the Board of the Bank on December 19, 2013 and the Financing agreement signed on December 30,
2013, it is expected to be effective anytime soon. RSSP3 Additional Financing of US$15.9 million has
been approved by the Board of the Bank on March 21, 2014 and the process for signing and ratification
is ongoing.
Table1. LWH Financial Execution Project-to-Date (2 June 2010 to June 30, 2012) (in US$
Millions)
Source Total Project
FinancingUS$ Amount Disbursed US$ Percentage Disbursed
IDA 4674 – RW 34,000,000 20,400,000 62.2
Basket Fund (GASFP, CIDA, USAID) 71,065,000 34,544,000 48.6
GoR 7,330,000 3,400,000 47.3
IDA 5360-RW 35,000,000 0 0
Total 147,395,000 58,344,000
Table2. RSSP3 Financial Execution Project-to-Date (June 30, 2012) (in US$ Millions)
Source Total Project
Financing US$ Amount Disbursed Percentage Disbursed
IDA 5064 – RW 80,000,000 34,200,000 43.2
GoR 5,000,000 1,130,000 22.5
IDA 5403 – RW 15,900,000
Total 100,900,000 35,330,000
8. Ratings of Projects. LWH and RSSP3 are rated as satisfactory in both the progress towards
achieving the PDO and Implementation. The summary of the ratings for each project are presented in
table 3 and 4.
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Table3: Ratings for Land Husbandry, Water Harvesting And Hillside Irrigation Project (LWH)
Area Classification1
Area Classification1
7/2013 3/2014 7/2013 3/2014
Progress Towards Achieving the Project
Development Objectives
S S Subcomponent B2 & B3 – Water
Harvesting and Hillside Irrigation
S S
Implementation Progress S S Component C – Impl. through the
Ministerial SWAp Structure
S S
Component A – Capacity Dev. & Inst. Strengt. for
Hillside Intens.
S S Project Management S S
Subcomponent A1 – Strengthening Farmer Orgs. S S Financial Management S S
Subcomponent A2 – Extension S HS Procurement S S
Subcomponent A3 – Marketing and Rural Finance S S Social Safeguards Compliance HS S
Subcomponent A4 - Institutional support S S Env. Safeguards Compliance S S
Component B – Infrastructure for Hillside Intensificat S S Dam Safety S S
Subcomponent B1 – Land Husbandry Infrastructure S S Monitoring and Evaluation S S 1 – HS=Highly Satisfactory, S=Satisfactory, MS=Moderately Satisfactory, MU=Moderately Unsatisfactory, US=Unsatisfactory,
HS=Highly Unsatisfactory
Table 4: Third Rural Sector Support Project (RSSP3)
Area Classification1
Area Classification1
7/2013 3/2014 7/2013 3/2014
Progress Towards Achieving the Project
Development Objectives
S S Subcomponent 2.3 - Capacity
building for value chain
development
S S
Implementation Progress S S Component C – Impl. through the
Ministerial SWAp Structure
S S
Component 1: Infrastructure for Marshland, Hillside
and Commodity Chain Development
S S Project Management S S
Subcomponent 1.1 Marshland Rehab & Development S S Financial Management S S
Subcomponent 1.2 Sustainable Land Mgt on Hillsides S S Procurement S S
Subcomponent 1.3 - Rural Investmts for Econ Infrastr S S Social Safeguards Compliance HS S
Component 2: Capacity for Marshland, Hillside and
Commodity Chain Development
S Env. Safeguards Compliance S S
Subcomponent 2.1 - Capacity bldng for farmer
organizations and cooperatives
S S Dam Safety S S
Subcomponent 2.2 - Capacity building for improved
production technologies
S S Monitoring and Evaluation S S
9. Assessment of Implementation Performance.
I. LAND HUSBANDRY WATER HARVESTING AND HILLSIDE IRRIGATION (LWH)
Component A: Capacity Development and Institutional Strengthening for Hillside Intensification.
10. Component A is rated satisfactory in implementation.
11. Subcomponent A1 – Strengthening Farmer Organizations. This sub-component is rated
satisfactory. The subcomponent objective is to build and strengthen farmer organizations,
cooperatives, and Water User Associations (WUAs), with the goal of improving their governance and
management capacity to deliver quality services to their members. The subcomponent has made good
progress since the last mission in July 2013, and has mobilized communities in six new sites. The
number of new Self-Help Groups (SHGs) formed during this time is about 540, benefiting about 10,950
new members, out of which 44% is female. As of Feb, 2014 the number of total beneficiaries has
increased to 125,494 out of which female beneficiaries are 49%. In addition, the project has also
mobilized 15 special groups of elderly, women, and youth, vulnerable, benefiting about 350 members,
who are benefiting from small income generating activities. Three new cooperatives have been
established with 32 zonal institutions and 433 SHGs with a total of 9546 membership. Cumulatively
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from inception this subcomponent has reached about 125,494 beneficiaries, who have been mobilized
into 1607 SHGs in 83 zones and 8 cooperatives and 5 WUAs.
12. In addition to formation of new SHGs, Cooperatives and WUAs, the project has launched
capacity building activities to strengthen existing groups and cooperatives. Most of the
recommendations/actions of the previous mission have initiated, though more attention needs to be paid
to ensuring that trainings and knowledge transfer is done in a sequenced and timely manner. Some of
these agreed actions have not been completed yet, and would require more time to complete. Key
challenges observed during the mission and discussed with the SPIU included: (i) maintaining
momentum and sustaining community institutions (SHGs, Cooperatives, WUAs) and having a system
of monitoring and incentives to keep the momentum going; (ii) monitor functioning of special groups (
vulnerable and youth); (iii) focusing on monitoring quality of community institutions, which has been
started through grading process, and would need to revisit capacity building strategy to ensure that
capacity building activities are addressing issues as captured through monitoring and tracking of
activities. Key agreed actions to address these challenges are to: (a) institutionalize a learning and
monitoring system at the zonal and cooperative level through the monitoring formats and track and
report key milestones on a quarterly basis; (b) linking vulnerable and special groups to other local
government social protection programs; (c) develop a strategy and institutional platform for community
to community services. A lot of capacity has been built through developing lead farmers and this
capacity needs to be utilized through an incentive system to scale up the program as well as ensure
quality of the program; and (d) revisit grading process and system that was launched recently to ensure
that it is done properly and serves the purpose of improving quality of the community institutions. For
detailed observation on the subcomponent see Technical Annex 1.
13. Nutrition: To date 24,468 kitchen gardens in RSSP3 and 12,781 in LWH have been constructed
to support the availability of nutritious foods. Alongside the production of fruits and vegetables,
biofortified beans production, which have higher iron content, have been emphasized as opposed to
traditional varieties. These beans are now grown on 2,301 hectares, and have a 50% overall market
share in the country. In RSSP 79 trainers, 53 women and 26 men, have been trained to increase
capacity within households with respect both growth and consumption of nutritious foods, especially by
children. In LWH 242 lead farmers, 217 male and 169 female, have been trained to support nutrition
within households. It is commendable that men are also the focus of training, as opposed to the norm of
training women only. Details are presented in Technical Annex 9.
14. Project Impacts with indirect effects on nutrition: Households prioritize the purchase of health
insurance with the income gains generated by their engagement in RSSP3 and LWH. This reduces the
cost of a health center visit to just 200RWF reducing the negative impacts of morbidity on nutritional
status. Another popular investment is livestock, including cows, goats, chickens, pigs and rabbits.
Increases in the availability of meat and milk to households, are likely to have significant benefits for
young children in particular. Finally investment in drying racks, and training on drying crops such as
maize off the ground, reduces the likelihood of aflatoxin development, which is linked to poor
nutritional outcomes.
15. The mission recommended the following: i) Increase the adoption of biofortified crops; ii) Train
lead farmers in basic veterinary care to increase animal productivity, and reduce animal morbidity and
mortality, which could be modeled along the lines adopted for plant health training; and iii) Access the
data from community health workers, anthropometric and MUAC, and use this in the evaluation to
ascertain whether the program is contributing to stunting reduction.
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16. Subcomponent A2 – Extension. The extension sub component performance is rated highly
satisfactory. The objectives of this component are to improve soil fertility and farming skills for
intensification and commercialized rain-fed or irrigated agriculture. The project has adopted a
multipronged approach involving private service providers, farmer based extension and public
extension agencies. During the last eight months, the project has strengthened the capacity of grass-
root institutions (farmer groups, farmer plat-forms and cooperatives) as actors in extension support and
information dissemination. The project has continued working with a private extension service provider
(TUBURA One Acre Fund) under a partnership agreement whose field officers assist project farmers
through the season on 7 project sites. TUBURA provides inputs (inorganic fertilizers and improved
seeds) and extension service to the project beneficiaries. The project continued to support the farmer
based extension approach through the use of lead farmers within the SHGs and the use of
demonstration plots within the Farmer Field Schools (FFS) model.
17. In the last eight month a total of 540 additional extension lead farmers (45% women and 55%
men) received seasonal training as ToTs on improved agricultural techniques and integrated pests
management (IPM) practices for maize, beans and Irish potato cropped on treated hillsides. The project
also continued mobilization and training for compost making where 22,720 tons of compost were
produced and used in planting on 3,899.7 ha during the season A of 2014 and 570,400,000 Rwf are
gotten as total income from 14,260 tons of compost selling by 498 farmers groups. The project with
support of Rwanda Agriculture Board (RAB) continued plant clinic workshops whereby 226 farmers
are trained to diagnose report and manage pests and diseases to maintain acceptable production
thresholds that do not affect quality and quantity of the produce.
18. Following the high demand from famers to use improved seed, the Project has continued
supporting farmers on hillsides in process of becoming certified seed producers where 115ha have been
covered by maize and Irish potato and 198 lead farmers have been skilled in seed production and 3
cooperatives are accepted as certified seed producers. The project has started banana program where is
suitable and 320 Lead farmers are trained as ToTs on the techniques of banana macro-propagation to
facilitate the propagation of the required skills. 41 macro propagators have been established whereby
Fhia17, Fhia 25, Mpologoma and Injagi banana plantlets are developed. So far, 200ha of existing
banana plantation were rehabilitated and 11.6ha new banana plantation is done.
19. In preparation of intensive horticulture development in irrigated areas, the project has
mobilized different horticulture stakeholders, with the aim of promoting private sector involvement;
after interesting and attracting different partners, MoU between SPIU LWH/RSSP and two companies
(SUPERFRESH Rwanda ltd and LOTEC Rwanda ltd) was signed in August 2013, for vegetables
export. SUPERFRESH is exporting Asian vegetables (okra, bitter gourd, eggplant, chilies), while
LOTEC is exporting snow peas and sugar snaps. The project conducted different meetings in order to
present business opportunities available to the private sector. The contract farming concept was also
encouraged in order to guarantee market linkage for horticulture produce. The project continued
commercial trials as part of the FFS to develop and increase knowledge for commercial horticulture,
where watermelon, carrots, French beans, onions, tomatoes and leeks were grown. The project has
supported training on global GAP, where 39 lead farmers were trained on Food safety, Human
protection, Environment protection and record keeping.
20. Key implementation challenges, in last eight months, were related to drastic climate shocks
whereby severe drought and too much rain have alternatively affected crop productivity in some sites in
season A-2014, where watering activity was done to control drought. Pests and diseases attack was
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observed, but in collaboration with MINAGRI institutions (NAEB, and RAB), right measures to
control these problems were made. The entire horticulture value chain from production to export need
to be strengthened. Hiring a specialized horticulture specialist with good horticulture commercialization
experience is ongoing.
21. The mission recommends that the extension department be strengthen by: i) establishing a
team specialized in dealing with export oriented horticulture production; and ii) hiring a second senior
agronomist.
22. Subcomponent A3 – Marketing. During the last eight months (July 2013 to February 2014),
both LWH and RSSP3 focused their implementation to support marketing through: (1) capacity
building for marketing, post-harvest, and business skills; (2) provision of postharvest infrastructure and
equipment; (3) linking farmers and their cooperatives to markets; and (4) Establishment of
Agribusiness Centers (ABC). These activities primarily targeted all the cooperatives that have been
formed (or largely formed) in the project areas of LWH and RSSP.
23. The overall implementation of marketing activities under this subcomponent is assessed to be
‘satisfactory’ for both LWH and RSSP3. Below is the summary of the progress and key
recommendations. Details are presented in Technical Annex 2.
24. Regarding training to support capacity building for marketing, post-harvest and business skills,
the trained cooperatives now are able to calculate costs of production, incorporate costs incurred by
project and determine minimum selling price, understand the important clauses to include in a supply
contract, and execute all marketing activities appropriately. On strategic management, 12 cooperatives
have prepared their strategic plans for the next 5 years. On procurement and financial management, all
trained cooperatives are able to procure services and equipment as well as produce the 2013 financial
statements for their cooperatives. On postharvest handling, through training of lead farmers,
cooperatives have improved quality of farm produce which has been acknowledged by rice and maize
millers/buyers. On entrepreneurship and business planning, training was followed by coaching and
follow-up support to help the cooperatives prepare and implement their own business plans. As a result,
about 217 individual business plans under RSSP and 20 under LWH have been submitted to financial
institutions for financing, of which 42 have been financed from both projects.
25. In terms of supporting postharvest infrastructure and equipment, both LWH and RSSP3 projects
focused their support on construction of storages, drying bays, and associated equipment such as
pallets, weighing machines, and maize shellers for cooperatives in the project sites. These initial
investments have addressed part of the present needs in reducing post-harvest losses and improving
quality of the marketed produce for cooperatives. To link farmers to the market, both projects financed
activities to foster linkages among entrepreneurs and smallholder organizations through contract
farming. At present, about 67-70% of farm produce has been marketed through signed contracts with
buyers, yielding net profits for both cooperatives and farmers. However, most of existing traders
mainly sell their inputs (i.e. fertilizers) or buy produce from farmers then sell to other buyers without
value adding. Value addition through the value chains, therefore, is limited and their partnership with
farmers in some cases is still not strong as expected. Lastly, with regard to the establishment of
Agribusiness Centers (ABC), as recommended by the July 2013 mission, a concept note on ABCs has
been prepared by the SPIU and two sites have been identified, namely Gacaca and Muvumba 8. A
stakeholders meeting has been carried out in Muvumba 8 with participation of potential participating
investors and financial institutions. The planned study tour to Tanzania to visit agricultural commodity
bulk markets, however, has been postponed.
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26. Recommendations: In addition to the above satisfactory achievements that LWH and RSSP3
have accomplished so far, the mission had some recommendations to make their performance even
better. They include:
a) For training to support capacity building for marketing, post-harvest and business skills:
(i) Business plan training: It is suggested that (a) training on business skills, entrepreneurship and
business planning conducted by BDC be continued for new cooperatives; (b) SPIU follow up
and monitor closely to assist TOTs in delivering training to other farmers in their cooperative,
and (c) SPIU conduct a quality assessment of the training conducted by TOTs and BDC to
propose appropriate adjustments for 2015 and the following years. The agribusiness team
should work closely with the extension team to ensure agricultural diversification is included in
the project’s extension support and it is linked with rural finance activities to best support
farming diversification at both household and cooperative levels
(ii) Supporting rice intensification: For new marshlands to be rehabilitated, it is suggested that
SPIU encourage farmers to merge their small plots as much as possible (within each allocated
plot of 0.5 ha) and further level their land to allow application of the same intensive farming
techniques (i.e. seeding, fertilization, watering). This will help further increase rice
productivity and also close yield gaps among farmers in the cooperatives. This can be done on
a pilot basis starting with the volunteer cooperatives before rolling out.
b) For supporting postharvest infrastructure and equipment:
(i) Training on O&M: It is suggested that SPIU continue providing training on O&M for
operatives and local beneficiaries to ensure the infrastructure and equipment provided by the
project will be used efficiently and properly maintained in accordance to the approved O&M
plans.
(ii) Assessment of future demands and drying and milling capacity in project sites: It is suggested
that the SPIU conduct a quick survey of the drying and milling capacity of both cooperatives
and private firms (i.e. millers) operating in the project sites to develop appropriate planting
schedule and harvesting plans for cooperatives regarding timing and postharvest handling. It is
also suggested the MINAGRI consider the public private partnership (PPP) to support new
business investments in postharvest and value chain. There are several good examples of
providing matching grants used other countries that Rwanda can consider.
c) For linking farmers and their cooperatives to markets:
(i) Rice marketing: It is suggested that SPIU assist cooperatives in discussing with farmers and
buyers to develop an appropriate marketing schedule to meet their immediate need for cash but
still be able to fetch a good price a few months later after harvest seasons.
(ii) Partnership between cooperatives and buyers: It is suggested that (a) SPIU conduct a quick
assessment of the partnership models between cooperatives and buyers in the project areas to
identify the best models that can be scaled-up and to facilitate experience sharing among them;
(b) SPIU provide training and support to cooperatives/ millers in product branding and
promotion aiming at high quality end and/ or niche markets.
d) For Establishment of Agribusiness Centers: It is suggested the SPIU make a thorough research
on the demand and finalize the concept before the next mission.
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27. Subcomponent A3 Rural Finance In the last eight months, rural finance activities (under
LWH) focused on: (a) development of financial products for rural farmers in the project areas and
pilots of savings and credit products in financial institutions; (b) index-based weather insurance; and (c)
Rural Finance Impact Evaluation through a pilot of savings products for inputs in collaboration with
DIME.
28. The overall performance of the Rural Finance under LWH is assessed to be ‘satisfactory’.
Below is the summary of the progress and key recommendations. Details are presented in Technical
Annex 2.
29. Regarding products development, two savings products and four credits products have been
developed by Enclude Ltd Firm, aiming at reducing farmer’s shocks encountered in the primary
agricultural production. These products are being piloted by 7 Umurenge Saccos which were selected
randomly in LWH sites. The results from the pilots showed that farmers have increasingly participated
in these pilot savings and lending programs. Savings have increased from around Rwf 10.4 million to
24.9 million (or 139%) in the last year (December 2012-December 2013). With regard to lending to
farmers, more than 1,000 farmers in LWH sites were able to get loans through SACCOS and
Cooperatives. Loans disbursed to farmers in Season A 2014 and Season B were around Rwf 166
million (repayments by farmers to SACCOs were around Rwf 64 million). Composting is a boosting
business in all LWH sites and accounted for 19% of the lending portfolio. Loans for inputs accounted
for 65.7% and for inventory credit around 15%. In terms of index-based weather insurance, two
insurance programs have been introduced and used by farmers: one is facilitated by Micro-Ensure Ltd
and the other is Kilimo Salama Project for Agricultural Insurance. In 2013, due to bad weather Rwf
37.1 million of loans to farmers in Kayonza 4 site were covered by the Index-based Weather Insurance
facilitated by Micro-Ensure. The Kilimo Salama Project for Agricultural Insurance started for its
products campaign in LWH sites and is now working on training materials and it is expected to become
operational in the coming Season A 2015.
30. Recommendations: The mission had the following recommendations:
(i) Building capacity of SACCOs: SACOOs were only established in 2009. They definitely
would need continued support in terms of staffing and equipment in order to deliver good
financial services.
(ii) Training for SACOOs: The project should continue providing training to SACCOs based on
the training gaps especially in institutional financial management.
(iii) Access to rural finance for RSSP3 farmers: It is suggested that LWH’s rural finance model be
adopted and extended to all RSSP3 farmers. Since SACCOs only have a limited amount of
funds to lend farmers, it is also suggested the project continue its support to link SACOOs to
the Business Development Fund in order to reduce risk when using a guarantee.
(iv) Medium term loans: At present, all loans provided by SACOOs to farmers are only short term
(less than 1 year). In the longer term, SACOOs should consider developing medium lending
products (1-3 years) to allow farmers and cooperatives to invest more in storages, farm
machinery, and processing facilities.
31. Subcomponent A4 - Institutional support. This sub-component is rated satisfactory. Specific
objectives of sub-component A4 are to: (i) improve long-term capacity for hillside intensification and
sustainable land management including management of environmental impacts of irrigated agriculture;
(ii) build capacity among MINAGRI staff for community mobilization, participation, and integrated
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watershed management approaches; and (iii) strengthen extension and technical backstopping capacity
of government staff at all levels, including filling the identified human resource gaps by financing
higher technical qualifications of appropriate MINAGRI staff, build capacity for phytosanitary
implementation and establishing a GIS based dynamic information framework (DIF) as a decision
support system responsive to climate and proposed water, land and crop uses.
32. The Project has continued to build capacity of the MINAGRI staff for improving their
techniques and skills in agribusiness and irrigation among others. Since July 2013, 2 staff graduated
from their Master’s degree scholarship program in India while 8 more staff started their studies. In
addition, 2 MINAGRI GIS staff were sent to India for a one month and half training in geo-spatial
technologies for planning and management of watersheds; and 50 students from the Agriculture
College of the University of Rwanda were supported to go to Israel to build their capacity in
horticulture crops production and management.
33. The GIS based DIF under LWH supported other sub component technicians and the Ministry in
various activities. The GIS support was a decision making tool in different areas:
Land Husbandry: physical site guidance of land husbandry works, and mapping quantitative
progress of ongoing works on monthly basis, which informed the Project in the decision making
of contract payments
Mapping new sites for LWH additional financing and selection of feeder roads to be
rehabilitated under the Rwanda Feeder Roads Development Project
Identification of control sites for phase 1C Baseline survey for impact evaluation conducted in
partnership with DIME
Plot mapping of 3 irrigated schemes to improve the management by cooperatives and water
users associations
Mapping affected lands due to new irrigation development to inform compensation and
resettlement
Developing maps showing the situation of the site before and after treatment with emphasis on
land use dynamic changes
Designing an online interactive map on project activities with public access
Supporting the MINAGRI Storage and Post-Harvest handling task force to map all existing and
planned post-harvest infrastructures across the country.
34. The project with the support of World Bank GIS team will explore the possibilities of scaling up
the GIS based Dynamic Information Framework (GIS-DIF) and build platforms where decision-makers
can track overtime the changes of agriculture transformation and landscapes and predict future
scenarios. An example would be the introduction of satellite imagery and web based DIF platform to
visualize dynamic landscape changes, monitoring agriculture crop intensification, yield forecast,
erosion assessment, etc.
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Component B – Infrastructure for Hillside Intensification.
35. Component B – Infrastructure for Hillside Intensification is rated Satisfactory in
implementation.
36. Subcomponent B1 – Land Husbandry Infrastructure. The subcomponent supports the
development of participatory and comprehensive land husbandry practices to improve productivity for
rain-fed and irrigated areas in target catchments. Overall, the project has to a large extent registered
commendable progress in the implementation of land husbandry and the performance of the
subcomponent is rated satisfactory. Since the last review mission, the project has implemented land
husbandry works on an additional 1,918 ha including 440 ha in the eight new project sites. This brings
the cumulative area treated with land husbandry works to 9,824 ha in 14 sites to date. Hitherto the
recent additional financing, this would represent a 76 percent attainment of the end of project target
(12,940 ha). With the additional financing however, this translates into about 49 percent achievement
of the revised end of project target (19,940 ha). The entire suite of planned land husbandry works have
been completed for one site and will be completed soon for another three sites, while a total of 455 ha
of command area has been treated and is ready for use under irrigation. The land husbandry works have
helped reduce sediment yield by 76 percent compared to 2011 data during land husbandry work
implementation (i.e. from 54 t/ha/yr to 13 t/ha/yr).
37. The mission notes the team’s increased attention and management of the costs of land
husbandry works and commends the teams’ efforts that have resulted into an almost 5 percent reduction
in average unit costs per hectare from US$2,800 at last review mission to US$2,786 as at this review.
The mission notes that there is still scope to further reduce these costs and agrees with the team’s
strategy to allow beneficiaries to meet some of their compost requirements, and provide materials for
check dams; rely on communal labor in implementing some aspects of the project activities (e.g. forest
rehabilitation and stabilization of land husbandry infrastructure). (See Technical Annex 3)
38. Subcomponent B2 and B3 - Water harvesting and hillside irrigation. This subcomponent is
rated satisfactory. The subcomponent objectives are to develop hillside irrigation for the production of
high-value horticultural crops with the strongest marketing potential. Infrastructure investments include
dams and irrigation systems with an end-of-project target of 2368 ha command area. Physical
implementation progress registered from last mission includes the completion of 456 ha of command
area at three sites (N-23, K-12 and K-13) and the advanced state of Nyanza dam construction (97 %),
for which this mission commends the SPIU team. In addition, 238 ha command area would be
completed by May 2014. Designs for a further 732 ha (Kay-4, Rwa-34, G-8) command area have been
completed and civil works would start in mid-2014. Feasibility and design studies for an additional
6500 ha command area are ongoing, out of which 1100 ha will be implemented at Muyanza to meet
project targets. Important data (rainfall, runoff, sediment yield) is being collected at eight sites which
provides important information used in the design studies as well as for quantifying the net effect of
soil erosion control measures in catchment areas. Water user associations have been established,
registered and training is ongoing at 3 sites while WUAs have been established at 3 additional sites.
The project should ensure that WUAs are empowered to take ownership from the beginning, with
financial assistance from the project phasing out over time. Key challenges observed during the mission
and discussed with the SPIU include delays in civil works due to design changes as a result of actual
conditions encountered in the terrain as well as limited contractor capacity and poor organization with
regard to construction equipment and importation of piped system components. Key agreed actions to
address these challenges are to ensure thorough supervision of all studies and make timely ordering of
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essential pipes, fittings and valves mandatory for contractors. The missions main recommendations for
the subcomponent are to: i) complete outstanding work at the three Phase 1-A sites and commence civil
works at Phase 1-B sites and ii) provide intensive training to water users on water distribution
management and efficient irrigation techniques taking also into account challenges that may arise from
existing land ownership. For detailed observation on the subcomponent see Technical Annex 4.
Component C – Implementation through the Ministerial SWAp Structure
39. Component C – Implementation through the Ministerial SWAp Structure is rated satisfactory.
40. Project Management and Staffing - At the National Level the SPIU structure comprises both
Management and Technical teams numbering 59 staff (57 are in place and 2 under recruitment). At the
District Level, teams comprise both the District Project Coordinator and various subject matter
specialists (SMS). The average size of a District team is about 6 people but can vary depending on the
number of sites under their direct supervision. To-date 61 staff are in place in 12 Districts. Depending
on the need to create new District teams this number could increase. The project also managers a
number of support staff (drivers, cleaners, messengers) at the central level and at the district level when
required. A number of interns and temporary staff are also managed from the SPIU office and their
number varies with time.
41. Financial Management. The mission reviewed the status and continuing adequacy of the
projects’ financial management (FM) arrangements, including compliance with the legal covenants
related to financial management. The review noted that LWH/RSSP SPIU has an adequate number of
finance personnel to manage both LWH and RSSP project funds. The accounting system works
satisfactorily in recording and processing financial transactions and in preparing regular and reliable
financial reports. Functional responsibilities are adequately segregated and adequate internal control
procedures are in place. The mission made the following observations in regard to the financial
management arrangements of the SPIU;
i. The final audit report for RSSP 3 and LWH were submitted to the bank on December 30 within
the due dates. The audit opinion rendered by the auditor on both project financial statements
was unqualified (clean) opinion. The management letter on the other hand noted a couple of
weaknesses in the SPIU internal control system. These included gaps in the fixed assets
management and in contract management and supervision. To this effect the project has
submitted an action plan to address the areas of weakness. By supervision date implementation
of some recommendations had been initiated.
ii. The SPIU has continued to submit good quality, timely and acceptable quarterly interim
financial reports
iii. In regard to financial performance both projects have made good progress on financial
implementation and disbursement. RSSP annual budget performance is 68% and annual
disbursement at 30% against a forecasted disbursement target of 34%. LWH annual budget
performance is 59.15% and annual disbursement 55.05% against the forecasted target of 65.11.
iv. Worth noting are the major milestones that the SPIU has achieved towards harmonization of
financial management systems within the SPIU. The SPIU has merged the accounting manuals
for RSSP 3 and LWH into a single manual. They have also integrated the information system
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Tompro to allow the user to access and view both projects using a single database and same PC.
Prior to this the accountants had to open Tompro on 2 PCs in order to view both projects.
42. Following this supervision mission, the overall financial management ISR rating for the project
is classified as Satisfactory. The findings underlining such rating are provided in the FM ISR report
(see Technical Annex 6). The overall financial management risk for the project is Low. The detailed
risk ratings are provided in Appendix 1.
43. Procurement Management. The Mission reviewed the performance of the SPIU procurement
function and based its analysis on the following: (i) Status of the procurement function; (ii)
Implementation of the Procurement Plans; and (iii) Action plan for next steps. The review also assessed
the implementation of the recommendations of the last support missions. The mission assessed the
performance of procurement function as satisfactory in relation to execution of the approved
procurement plan of the FY 2013/2014 (July 2013 – June 2014).
44. The project managed to complete the bidding and selection process of 34 out of 71 planned
contracts equivalent to US$ 2,621,114 (Works: US$ 1,099,568; Goods and Non-Consulting services:
US$ 1,470,885 and; Consultancy services: US$ 50,661). A total of 13 contracts estimated to US$
12,109,188 are in progress. The overall progress is therefore is approximately 66.2 %). Key challenges
encountered are: i) delays in completion of design studies and ii) non responsive bids in relation to
limited technical and financial capacity. Remedial measures and action plan are presented in Technical
Annex 7
45. Implementation of Safeguard Policies. Overall safeguard compliance is found to be
satisfactory. The mission reviewed the Progress Reports for August 2013 – March 2014 and visited the
Nyanza-23 project site and the proposed Muyanza site.
46. Social Safeguards. The mission commends the team for maintaining the consistent efforts on
timely preparation and implementation of the social safeguards instruments. Income restoration and
resettlement/compensation activities are ongoing and development and implementation of Process
Frameworks and RAPs are on schedule, based on availability of the site designs. Process Framework:
Based on the progress report, the project provided monitoring for the program activities at Phase 1B
sites Rwamagana 34 and 35 and Kayonza-34. For Phase 1B sites, the income losses were reported to be
fully restored at an average rate of 497% of original cost of assets. Total cost of income restoration was
reported to be USD 532,915 for Rwamagana 34, Rwamagana 35 and Kayonza 4 (on average USD 248
per person). Among the PAPs 9 out of 2,148 at three sites chose not to participate in the cash-for-work
program, due to their engagement in alternative economic activities. For the new sites, Gicumbi and
Muyanza, the works commenced in August 2013. At the current stage, USD 23,771 was paid to 176
PAPs, which constitutes on average 70% of compensation. Resettlement Action Plans preparation
included reports for Rwamagana 34 and Kayonza 4. The team monitored implementation of the
Abbreviated RAPs for Karongi 12 and 13 and RAP for Nyanza-23, which includes compensation and
resettlement of PAPs and livelihood monitoring. In Nyanza, the compensation for PAPs who lost their
land (128 PAPs) and crops (124 PAPs) received land-for-land and cash compensation in the amount of
USD 168,217. There were 20 people who lost houses in the dam site, including silt trap zone and
canals. Such PAPs received cash compensation and assistance for constructing or purchasing new
houses, in the amount of USD 64,238. In Karongi 12 and 13, 15 households have lost their land and
crops (no houses or other structures were affected). The total compensation paid at Karongi sites was
USD 8,286. Resettlement activities at Phase 1B sites were completed in February 2013 with
compensation of 235 PAPs in Nyanza and 15 for Karongi, who received an equivalent of USD 262,925
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in land, financial compensation for crops and property, and additional assistance in the form of seeds
and fertilizer. The timing for preparation of RAPs for Phase 2 sites will be guided by completion of site
designs.
47. Environmental Safeguards. The mission confirmed that environmental management of the
project works implemented to-date is in compliance with the Bank safeguards policies. Since the last
mission, the project has completed EIAs for Rwamagana-34 and Kayonza-4 sites, which were cleared
during the mission and recommended for public disclosure. The EIA for Gatsibo-8 site was updated to
reflect a change in scope and design of the project and will now cover night water storage and stream
deviation. The study on small scale irrigation using stream flow and groundwater studies were
completed in June 2013 and the project is scheduled to start implementation in June 2014. The project
has prepared TORs for EIA studies and EMPs for Nyamukana and Muyanza sites. Initiation of these
studies was delayed due to the process of selection among the 37 proposed locations for feasibility and
detailed design studies. Now, that the decision on selection of the site was confirmed, the EIA needs to
proceed promptly to avoid delaying the project schedule. The team also monitored the implementation
of EMPs for Karongi-12 and 13 and Nyanza-23 sites and the activities are still ongoing along with
construction. Most of EIA recommendations were implemented during land husbandry works,
construction works and resettlement process. The mission commends the team for tremendous progress
made in a very short period of time at the visited Nyanza-23 site.
Dam Safety.
48. Project compliance with the provisions of OP4.37 is rated satisfactory. Since the last mission,
the Panel of Experts (PoE) convened twice and submitted its 5th and 6th report in August 2013 and
February 2014, respectively, covering Nyanza-23 dam (construction phase) as well as Muyanza and
Nyamukana dam sites (feasibility study stage). At Nyanza-23, the Panel’s August 2013
recommendation regarding the rock slope adjacent to the bottom outlet pipe has been addressed by the
contractor. As per panel recommendation, the finished dam upstream slope of the dam should continue
to be monitored, especially during periods of drawdown. The Emergency Preparedness Plan (EPP) has
been updated, and the relevant stakeholders have been trained. The mission also recommends that the
PoE review the EPP as well as the O&M plan once it has been updated with measuring equipment
details. For the new Muyanza dam, dam safety plans (EPP, QA&CS manual) would need to be
prepared during the design phase. In line with good practice, the Panel is also recommending dam
break studies at all three sites (as part of EPPs) in order to identify areas at risk.
49. The key recommendations based on the mission observations include the following actions. (i)
Prioritize and finalize implementation of safety and security measures around the dam sites.
Specifically, the buffer zone around the reservoir needs to be reinforced using the species that would
present a physical barrier providing safety and security at the reservoir. In addition to the natural
boundary (shrubs and trees), the safety equipment (e.g. barriers, safety signs, etc.) need to be procured
and installed before the reservoir filling is completed. (ii) Update and redisclose the project small dam
safety guidelines to reflect the recent changes to the ICOLD definition of small dams.
50. Implementation of Project’s M&E Functions: The SPIU’s M&E functions are rated
satisfactory. The unified M&E system for both LWH and RSSP projects is implemented by a core
M&E team at the national level and in all Districts where both LWH and RSSP activities are carried
out. The system integrates farmers at the different levels of their organizations structures, from SHGs to
the cooperative level. During the mission, the team commended the work done by the Project after the
last mission in July 2013. The Project team conducted the follow up surveys after the second
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agriculture season of 2013 in both LWH and RSSP projects intervention areas. The findings informed
the progress on performance indicators including those in the Results Framework for the two projects.
51. The mission reviewed the current status of progress in the results framework and noted for some
indicators current progress is far ahead of the planned targets and for some the end of project target was
already met and surpassed. The reason behind this is documented in footnotes in updated results
framework (Annex 4A).
52. DIME impact evaluation - early lessons and status: Since the last Mission, DIME has
completed analysis of the first follow-up data collected, which focused on Season 2013A. DIME
measured short-run impacts of LWH as a whole, and the rural finance and agricultural extension
evaluations. Results were shared with the team during a mission in January 2014, and are included in
Annex 12. In addition, DIME and LWH worked with SACCOs in Rwamagana to launch a second
evaluation of rural savings products (pre-commitment savings products with insurance), based on
lessons learned in Karongi. Details are presented in Technical Annex 8.
53. In the next six months, DIME and LWH have a number of data collection activities planned,
and DIME will have new results to share by the next supervision mission on all components of the
LWH impact evaluation portfolio. In addition, Rwanda has been selected to host a global workshop on
impact evaluation in agriculture in June, where the LWH- DIME collaboration will be highlighted.
Results from the extension and rural finance evaluations will be featured in an event on evidence for
agricultural productivity during the 2014 Spring Meetings.
54. South-South partnership on community institutions is being continued and many lessons
have been learned and applied to the program. Phase three of the South to South was carried out
during July-August 2013, which focused on the job training and capacity building of the
implementation team and community leaders in the following thematic areas of: (i) rating/grading
system for SHGs and other community level institutions like WUAs and co-operatives; (ii) family
development plans and consolidation of FDPs at the SHG and Cooperative level; (iii) refresher on
accounting and loan tracking system which was introduced in 2012; and (iv) Social accountability tools
for all community level institutions. The outcome of the south to south technical assistance was highly
satisfactory for both projects as is evidenced by the community and staff interactions and interest and
enthusiasm in learning; and how the SPIU and the communities have internalized the key learnings and
lessons from this TA. The following steps have been taken as a fallow up of the South to South
training: (a) an institutional structure - the Coordinating and Monitoring Teams has been established at
the project, province and district level; (b) refresher training has been given to the TOT teams at district
and community level; and (c) the rating/grading system has been tested at the SHG/WUAs and
cooperative level. The training on Family Development Plan has been started and will be consolidated
at the SHG, Zonal and cooperative level. The Social Accountability training has not been launched yet.
While training on Grading has started, Family Development Plan and Social Accountability trainings
have not been launched yet. While this testing and piloting of the grading system has been useful and a
learning process for the team, there is a need to revisit and review how this process was carried out as
well as the composition of the zonal grading teams. The project staff would also benefit from exposure
visit to some countries which have good practices on implementation of a livelihood strategy for the
poor and vulnerable as well as on functioning of sustainable cooperatives and federations.
55. South-South exchange with Vietnam on Agribusiness Since there are similarities between the
agriculture sector of Rwanda and Vietnam’s (i.e. smallholders in rice farming, weak private sectors,
under developed value chains, etc.), it is suggested that the SPIU consider organizing a knowledge
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exchange event between MINAGRI (Rwanda) and MARD (Vietnam), preferably through the Bank’s
South-South Experience Exchange Facility – a multi-donor trust fund that the enables sharing of
development experience and knowledge among World Bank client countries. The Bank Team will be
available to help the project to apply for funds from the South-South Facility.
56. The topics included in the South-South Knowledge Exchange with Vietnam could include (a)
research on new high yield rice varieties, (b) sustainable rice farming techniques; (c) ‘small holder -
large field model’, (d) contract farming linking smallholders to agribusiness, etc. It is suggested that
selected members from high performing cooperatives, agribusiness, SPIU, and MINAGRI participate in
this knowledge exchange event.
II. THIRD RURAL SECTOR SUPPORT PROGRAM (RSSP3)
57. Implementation progress by components.
Component 1: Infrastructure for Marshland, Hillside and Commodity Chain Development
58. Subcomponent 1.1 - Marshland Rehabilitation and Development. The overall
subcomponent performance is rated ‘Satisfactory’. The objective is to expand irrigated area of
cultivated marshlands over 7,000 ha. The last mission recommendations have been implemented or are
under advanced implementation. Since inception, subcomponent cumulative achievement is as follows:
(i) Marshlands development works have been completed on 1,185 ha, including Rwagitima Extension
(325 ha), Cyili for both dam and marshland (460 ha), and Gacaca (marshland rehabilitation has been
completed on 400 ha and the dam has a completion rate of 85%); (ii) Development works procurement
process comprising Rwinkwavu (1,100 ha) and Kirimbi (170 ha) is at its final stage and works could
start in May 2014; for Rwangingo-Karangazi marshland (925ha) the tender will be re-advertised after
unsuccessful bidding process and works could start in September 2014; (iii) Marshland design studies
totaling 1,750 ha are ongoing and include Mirayi-Mushaduka (700 ha), Kamiranzovu (140 ha),
Nyabirandi-Ndongozi (460 ha) and Rugende and branches (450 ha); for the first two sites of (840 ha),
feasibility report has been provided and validated and detailed studies will be completed by May 2014;
(iv) Procurement to recruit the consultant for the shallow water assessment on Mukunguri (200ha) and
Rugende (100 ha) sites to develop low-cost irrigation technologies has been completed and studies will
be conducted in June-September 2014; (v) Terms of references for feasibility and technical detail
studies are being prepared for marshlands totaling 2,350 ha including Rumirabahashi-Murundi (250
ha), Nyakajeje (150 ha), Ngiryi-Nyiramageni (450 ha), Gishoma (500 ha) and Kigali City sites (1,000
ha); and (vi) Capacity building support has been provided to local engineers and technicians (from
LWH/RSSP/KWAMP/MINAGRI, contractors and consultancy firms) through study tours, on-the-job
advice and training covering core topics (irrigation/drainage networks and dams design, works
implementation and supervision, water management and infrastructure maintenance).
59. Key challenges observed during the mission and discussed with the SPIU included: (i) speeding
up the pace of implementation of irrigation activities as the initial target area is to be increased to 7000
with the Additional Financing; (ii) preparation and implementation of O&M manuals; (iii) protection of
irrigation infrastructure against cattle, in particular around Rwagitima Extension troughs connected to
the main canals. In addition, involvement of private sector in irrigation development in parallel with
LWH/RSSP irrigation systems is to be explored. Key agreed actions to address these challenges are to
(i) establish a timing simulation including all the marshlands to be developed/rehabilitated to ensure
that all activities be able to be implemented prior to the closing of the project; (ii) provide works
supervision consulting firms with appropriate outlines for preparation of O&M manuals; (iii) prepare a
strategic framework for private irrigation development.
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60. The missions main recommendations for the subcomponent are to: i) Prepare an acceleration
action plan for implementing all irrigation activities at least one year prior to the end of the project, ii)
build troughs outside irrigated marshlands (and in particular re-build Rwagitima Extension troughs);
and (iii) LWH/RSSP SPIU prepare and submit to IDA terms of reference for the preparation of private
irrigation development strategy. For detailed observation on the subcomponent see Technical Annex 5.
61. Subcomponent 1.2 - Sustainable Land Management on Hillsides. The objective of this
subcomponent is to improve the productivity of farming systems on hillsides adjacent to the marshlands
where irrigation schemes are developed through sustainable land management. The project has so far
identified a total of 13,039 ha where sustainable land management will be supported. An additional
3961 ha needed to reach the end of project target are contingent upon identification of irrigation sites.
Since the last review mission in July 2013, the project has implemented sustainable land management
practices on about 5,815 ha across 9 sites (including 4 new sites). This brings the total area under
sustainable land management practices to 8,887 ha, the equivalent of a 74 percent achievement over
and above the expected cumulative target of 5,100 ha by the second year of the project, and 52 percent
attainment of the end of project target (17,000 without the additional financing). The mission rates this
subcomponent satisfactory.
62. The mission notes the reduction in implementation costs for the sustainable land management
practices (from 67 percent above projected estimates at the last review mission to the current 60
percent) and commends the team efforts to proactively manage and reduce these costs. Overall,
implementation costs per hectare have averaged about US$1280 but the mission notes cost data that
indicate that since October 2013, the costs of implementing sustainable land management practices
have drastically reduced to an average of US$472 mainly because most of the more expensive labor
intensive practices (e.g. terraces) have been completed. The mission recommends continued
management of implementation costs to reach projected targets so as not to compromise subcomponent
objectives. Deatails are presented in Technical Annex 3.
63. Subcomponent 1.3 - Rural Investments for Economic Infrastructure. This sub-component
invests in the construction of economic infrastructure for developed marshlands and hillsides to support
the integration of organized farmers in diversified value chains.
64. The overall implementation of this subcomponent is assessed to be ‘satisfactory’. Most of the
investments made for economic infrastructure under this subcomponent so far focused on construction
of storages and dryers on both marshlands and adjacent hillsides to cope with the expected production
both on quantity and quality. Regarding construction progress, schemes in Muvumba-8 marshland,
Rwagitima, Gacaca, and Cyili have been completed. The project has also tendered more storages and
dryers for Kirimbi, Rwinkwavu marshland and Karangazi-Rwangingo site and the works will start in
the next quarter. Details are presented in Technical Annex 2.
Component 2: Capacity for Marshland, Hillside and Commodity Chain Development
65. Subcomponent 2.1 - Capacity building for farmer organizations and cooperatives. This
subcomponent implementation is rated satisfactory. The subcomponent objective is to build and
strengthen farmer organizations, cooperatives, and Water User Associations (WUAs), with the goal of
improving their governance and management capacity to deliver quality services to their members.
The subcomponent has made good progress since the last mission in July 2013, and has mobilized
communities in four new sites. The number of new Self-Help Groups (SHGs) formed during this time
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is about 124, benefiting about 4578 new members, out of which 44% is female. In addition, 28 special
groups of elderly, women, and youth, and vulnerable have been mobilized, benefiting about 477
members. Two new cooperatives have been established with 27 zonal institutions, and 269 SHGs, and
5590 members. Cumulatively from inception this subcomponent has reached about 26,290
beneficiaries, who have been mobilized into 1262 SHGs in 98 zones, 29 cooperatives (includes 5 new
cooperatives) and 24 WUAs. Out of 24, twenty-two WUAs have acquired legal registration from RGB.
Strengthening of 15 district committees has started. Key challenges, issues and recommendations have
been included in paragraph 12 under LWH component. For detailed observation on the subcomponent
see technical Annex 1.
66. Water Users Associations. The performance on WUAs is rated ‘satisfactory’. The objective is
to support creation and strengthening capacities to ensure sustainable water management and
maintenance of hydraulic infrastructures of both hillside and marshlands. For marshlands, the mission
noted that its main recommendation to Districts and RSSP to ensure an oversight of the use of water
fees collected to ensure that issues of water management and maintenance are adequately addressed and
annual assessment reports issued on regular basis is under implementation (audit starting in April
2014). Since the last mission, (i) the number of Water Users Associations (WUAs) provided with
Temporary License Certificates from Rwandan Governance Board (RGB) increased from 10 to 22
(RSSP 1&2); (ii) two RSSP3 newly formed WUAs - Gacaca and Rwinkwavu - have acquired District
License Certificate to operate while requesting RGB certificates; (iii) District Irrigation Steering
Committees (DISCs)increased from 12 to 13 and are being trained; (iv) training has been provided to
219 to various participants including WUA chairpersons, Managers, Trainees, Audit committees
members, Accountants (Themes comprising social accountability, grading, and financial management);
and (v) water fees payment remains very high at 95% on average during season 2013B and entirely
used for maintenance, new investments, daily activities of WUAs and reserve funds. Since the
ministerial order made the WUAs mandatory to operate irrigated marshlands (September 2011), 24
WUAs have been created and 521 members have been trained. While 13 DISCs have been set up and
trained.
67. Key challenges observed during the mission and discussed with the SPIU included the
sustainability of water fees payment ratio and appropriate use. Key agreed actions to address these
challenges are to: (i) concentrate on sensitization and training; and (ii) undertake regular organizational
and financial audits.
68. The mission main recommendation is to launch organizational and financial audits of WUAs
which have operated one year at least.
69. Subcomponent 2.2 - Capacity building for improved production technologies. During the
last eight months, RSSP3 has supported activities to improve production and productivity in the
marshlands and hillsides adjacent to marshlands developed under RSSP2 and RSSP3. In line with the
Government of Rwanda (GoR) policy for extension and in collaboration with Rwanda Agricultural
Board (RAB), the Project has supported the up-scaling of the Farmers Field Schools (FFS) through
Training-of-Trainers (ToTs) at group level whereby 38 varieties of rice have been tested in different
marshlands, 240 and 450 lead farmers from 4 marshlands and 6 hillsides respectively were selected and
trained on FFS/IPM approach for sustainable intensification. These ToTs were carried out for maize
and bean farmers on the hillsides and for rice farmers in the marshlands. The FFS approach has built
capacity and empowered farmers to use improved and economically viable practices for sustainable
soil, water and pest management with a view of increasing the agricultural productivity and
profitability whereby the productivity was in range of 4-4.4tons/ha and 6.5-6.7tons/ha on maize and
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rice respectively compared to the project average of 3.5t/ha and 5.8t/ha for maize and rice respectively
while the national average is 2.5t/ha for maize and 5t/ha for rice.
70. Following the high demand from famers to use improved seed, the Project has continued to
support 8 rice cooperatives in marshlands and farmers on hillsides in process of becoming certified
seed producers where 45.1ha have been covered and 423 lead farmers from those rice cooperatives and
one site on hillside have been skilled in seed production with different marketable varieties and
potential high yield. 3 new cooperatives of which 2 rice cooperatives in marshlands and one on hillside
have got RAB seed certificate of good quality.
71. Due to the low organic matter content which limited availability of plant nutrients to the crop in
the hillside areas in Rwanda included the selected RSSP3 sites, the declining soil fertility was one of
the major issues encountered. To address this issue on targeted RSSP3 sites, 3,937 LFs from 328 Self
Help Groups of RSSP3 have been trained on compost making in order to get well decomposed and
good quality compost required and 294,204,600 Rwf are gotten as total income from compost selling
made. In order to ensure sustainability of compost making, the project fostered the training in each
farmer group, whereby farmers have produced their own compost to be used in the season B-2014 and
so far, 16,668 tons of compost manure has been prepared across the sites.
72. For supporting intensification of rainfed hillside production, LWH extension approaches have
been followed where groups based production have been formed and Lead farmers selected and trained
on agricultural techniques. For the acquisition of basic inputs like seeds, the Project worked with RAB
and Harvest Plus. For fertilizers acquisition, the project has continued working with TUBURA model
on Kirimbi site and is liaising with CIP agro dealers on other sites.
73. The mission congratulates the SPIU for the success in sensitizing, organizing, mobilizing,
training, carrying out terracing works, fertility management and planting on over 2,418ha.
74. The participatory crop selection process was carried out and 2,418ha which have been covered
by beans on 186ha in Cyili, Mushaduka and Kilimbi sites and maize on 2,232ha in Gacaca,
Rwinkwavu, Rwagitima, Rwangingo, Cyili and Kilimbi.
75. The mission found the Project performance on subcomponent 2.2 to be satisfactory.
76. Subcomponent 2.3 - Capacity building for value chain development. This sub-component
aims at building the capacity of farmers for value chain development through enhancing their
understanding of agribusiness principles. Focus has been made on building capacity of farmers for
market oriented farming at three levels: the producer, cooperative and the agribusiness center level
including half bulk markets. For progress and recommendations, refer to paras: 24-26, and Technical
Annex 3
77. Safeguards Policies Implementation. Based on the mission review of the progress report for
August 2013 – March 2014 and a visit to the completed Cyili project site, overall safeguard compliance
was found to be satisfactory.
78. Social Safeguards. Income restoration and resettlement/compensation activities are ongoing
and development and implementation of Process Frameworks and RAPs is on schedule, based on
availability of the site designs. The team prepared and finalized a RAP for Karangazi Rwangingo,
which will be publicly disclosed April 10, 2014. The RAP has identified that 281 PAPs were affected
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(224 people losing crops, 84 losing lands and 2 losing their shelters). Land for land compensation will
be offered, along with cash compensation for crops and assistance in construction of new houses. The
total cost of resettlement at the site is about USD 35,941. The team also continued implementation of
RAPs for Cyili, Rwagitima extension and Gacaca. For the three sites, compensation is 95% completed
for 358 PAPs, currently in the amount equivalent to USD 299,983. Land for land compensation process
is in progress, following rehabilitation of the marshlands. The progress report highlighted that at
Rwagitima Extension, 1,198 plots were distributed (including people operating around the marshland,
landless people, and cooperatives) and 5 PAPs with legal rights to land ownership have received
equivalent land. There are 138 PAPs with no legal rights on land, who were given 20 ares each by the
District.
79. Environmental Safeguards. Based on the review of the safeguards progress report and project
site visits, the mission confirmed that environmental management of the project works implemented to
date are in compliance with the Bank safeguards policies. The EIA studies for Mushaduka / Mirayi,
Rugende and Nyirabirandi / Ndongozi marshlands development are expected to commence after the
technical proposals are submitted to the Project (expected by end of March 2014). The team has also
monitored implementation of EMPs for Cyili and Gacaca marshlands, where most of the
recommendations and proposed mitigation measures related to land husbandry, construction works and
resettlement process were found to be implemented by the project. During afforestation activities about
1. 3 million seedlings were reported to be planted at the 2 sites. Dam Safety. Project compliance with
the provisions of OP 4.37 is rated satisfactory. The team has reported that in Gacaca and Cyili 14.5 ha
were protected by trees and shrubs in silt trap zone, while the project also continued the removal of
invasive species in Ntende dam.
80. The key recommendations based on the mission observations include the following actions. (i)
Prioritize and finalize implementation of safety and security measures around the dam sites.
Specifically, the buffer zone around the reservoir needs to be reinforced using the species that would
present a physical barrier providing safety and security at the reservoir. In addition to the natural
boundary (shrubs and trees), the safety equipment (e.g. barriers, safety signs, etc.) need to be procured
and installed before the reservoir filling is completed at Cyili. (ii) Update and redisclose the project
small dam safety guidelines to reflect the recent changes to the ICOLD definition of small dams.
81. The mission agreed to conduct the next Joint Implementation Support Mission from September
22 to October 3, 2014.
Final For Circulation
20
Annex 1: List of People Met
NAME OF PERSON
MET
TITLE PLACE/INSTITUTION
Dr Kalibata Agnes Minister of Agriculture MINAGRI
Toni Nsanganira Permanent Secretary MINAGRI
Jolly Dusabe Project Coordinator MINAGRI
Matthieu Mutabaruka Gérant Gatsibo Umurage SACCO
Valere Nzeyimana Consultant Member of Panel of Experts
Amoz Bayoul MINAGRI /KWAMP Irrigation Expert
Bizimana Ramazani MINAGRI / RSSP Rural Engineer
Aris Bakalis GK Consultants Irrigation Engineer
Nikos Malatestas GK Consultants Project Team Leader
Jonathan Hinks Halcrow Chair of Panel of Experts
Community Farmers Karongi-12&13
Community Farmers Rwamagana-35 site
Community PAPs Nyanza-23 site
Community Farmers Gatsibo 8 site
Murenzi Claude Executive Secretary Murundi Sector/Kayonza
Ingabire Christine Executive Secretary Rayamanyoni Cell/Murundi
Sector
Community Farmer Gacaca site
Sebahungu Sacco Manager Sacco Murundi
Ruzindana Peter CDO LWH-RSSP Kayonza
Rurangwa Emile Agronomist LWH-RSSP Kayonza
Murenzi Fredric WUA Nyanza-23 Executive
Committee
President
Nzeyimana Innocent MINAGRI, Irrigation and
Mechanization Task Force
Chairman
Jean Claude Musabyimana MINAGRI, Irrigation and
Mechanization Task Force
Irrigation Engineer
Vincent Kabalisa Rwanda Natural Resources
Authority
Director of water Resources
Department
Panos Antonaropoulos Z&A P. Antonaropoulos &
Associates S.A
President and Managing Director
Aris Bakalis Z&A, P. A Antonaropoulos &
Associates S.A
Irrigation Engineer
Jean-Claude Karemera Rural finance specialist LWH
Livingstone
Nshemereirwe
Agriculture and Rural finance
specialist
Access to Finance Rwanda (AFR)
Laurent Gashugi Assistant Representative
Programme
FAO
Patricia Uwimbabazi Deputy Executive Secretary Association of Microfinance
Institutions (AMIR)
Aimable Ntukanyagwe Ass. Programme Manager IFAD
Michel Ndaberetse Manager SACCO Mukura
Salomon Ntawiha Manager SACCO Rugabono
Final For Circulation
21
Luc Rwiyereka Manager SACCO Rubengera
John Tuisave Loan Officer COOPEC Inkunga
Chantal Saidath Member COOPEC Inkunga
Claudien Nsengimana Manager COOPEC Inkunga
Julienne Cashier COOPEC Inkunga
Gilbert Habyarimana Deputy Director General Rwanda Cooperative Agency
(RCA)
Joseph Bunozande Field Director Once Acre Fund
Frodward President Self Help Group (SHG)
Terimbere
Munyarwanda
Esperencia Member SHG Abakoranabushake
Mathieu Mutaboruka Manager SACCO Gatsibo
Jasmeen Batra Impact Evaluation Field Coordinator World Bank
Uwimana Josine Head of Finance MINAGRI
Ntibaziyaremye Innocent Chief Accountant MINAGRI
Nshimiyimana Joseph Internal Auditor MINAGRI
Mutsinzi William Accountant MINAGRI
Mushimiyimana Juvenal Accountant MINAGRI
Kalisa Arstide Acccountant MINAGRI
Kamugisha Innocent Head Procurement Unit MINAGRI
Ngenganyi Maurice Project Procurement Specialist MINAGRI
Ruzibiza Stephen Project Procurement Specialist MINAGRI
Agnes Tuyishimire Project Procurement Officer MINAGRI
Ian Robinson Technical Director Access to Finance Rwanda
Eric Pohlman Country Director One Acre Fund/Tubura
Jules RUGANZA Gérant SACCO Sangwa
Claude Gikwerere Credit officer SACCO KOPINSA
Anastase UWIMANA Président, Conseil d’administration Coopérative d’épargne et de
crédit Inkunga
Final For Circulation
22
Annex 2 - Key Agreed Actions
Action Responsible Date
Institutionalize a learning and monitoring system at the zonal and
cooperative level through the monitoring formats and track and
report key milestones on a quarterly basis
LWH/RSSP team Continuous
Linking vulnerable and special groups to other local government
social protection programs
LWH/RSSP team Continuous
Increase the adoption of bio-fortified crops LWH/RSSP team Continuous
Strengthening of the extension department to support the export
horticulture production
LWH/RSSP team December
2014
Promote integrated farming systems to increase opportunity for
LWH and RSSP farmers
LWH/RSSP team Continuous
Promote Partnership between cooperatives and buyers LWH/RSSP team Continuous
Building capacity for SACCOs in projects area LWH/RSSP team Continuous
Explore medium term lending options for farmers and Coops LWH/RSSP team Continuous
Explore the possibilities of scaling up the GIS based Dynamic
Information Framework (GIS-DIF)
WB and
LWH/RSSP team
December
2014
Complete outstanding work at the three Phase 1-A sites and
commence civil works at Phase 1-B sites
LWH/RSSP team Sept, 2014
Provide intensive training to water users on water distribution
management and efficient irrigation techniques taking also into
account challenges that may arise from existing land ownership
LWH/RSSP team December,
2014
Prioritize and finalize implementation of safety and security
measures around the dam sites
LWH/RSSP team Continuous
Update and redisclose the project small dam safety guidelines to
reflect the recent changes to the ICOLD definition of small dams
LWH/RSSP team Sept, 2014
Preparation and implementation of O&M manuals LWH/RSSP team Continuous
Protection of irrigation infrastructure against cattle LWH/RSSP team Sept, 2014
Prepare a strategic framework for private irrigation development. LWH/RSSP team Dec, 2014
Launch organizational and financial audits of WUAs LWH/RSSP team September
2014
Management and internal auditor to follow up on audit
recommendation FY 2012/13 audit
SPIU May 30,
2014
Accelerate disbursement on the 2 TFs for LWH SPIU May 30,
2014
Planned ahead design studies to avoid delays in implementing
works and supervision contracts
SPIU Ongoing
Finalize the pending evaluation report and re-submit the revised
BER for the Bank’s review and clearance.
SPIU
After this
mission Review of updated LWH and RSSP3 AWPBs and Procurement Plans
The World Bank August,
2014
Final For Circulation
23
Annex 3 – Detailed Objectives of the Mission
A. For LWH Project the specific objectives of the implementation support mission are to review:
(i). The progress of activities under the LWH technical components since the last mission (in July
2013) and follow up on mission recommendations;
(ii). The implementation of the Annual Work Plan and Budget (AWPB July 2013- June 2014) and
procurement Plan;
(iii). The progress of on-going hillside irrigation development and plans to achieve end of project
targets;
(iv). The progress on all activities related to the Bank's social and environmental safeguards policies;
(v). The project’s M&E operations;
(vi). Gather lessons on DIME impact evaluation;
(vii). The lessons on community mobilization and follow up action; and
(viii). The scale and propose further action on the nutrition interventions within the project; and
(ix). Finalize effectiveness of the additional financing.
B. For RSSP3 Project the specific objectives of the implementation support mission are to review:
(i). The progress of activities under the RSSP technical components since the last mission (in July
2013) and follow up on recommendations from the mission;
(ii). The Implementation of Annual Work Plan and Budget (AWPB July 2013- June 2014) and
Procurement Plan;
(iii). The progress of on-going hillside and marshland irrigation development and planning to achieve
early end of project targets;
(iv). The progress on all activities related to the Bank's safeguards policies;
(v). The project’s M&E operations, reports and update of indicators and develop a one pager on
indicators definitions and computation method;
(vi). The lessons on community mobilization and follow up action;
(vii) The scale and propose further action on the nutrition interventions within the project; and
(viii) Process the signing of the RSSP3 Additional Financing.
Final for Circulation
Annex 4 A: LWH RESULTS FRAMEWORK Project Development Objective (PDO): Increase the productivity and commercialization of hillside agriculture in target areas.
PDO Level Results Indicators
Co
re UO
M5
Baseline
Original
Project
Start
(2009)
Target/
Actual
Cumulative Target Values6/Actuals
Frequen
cy
Data
Source/
Methodol
ogy
Respons
ibility
for Data
Collecti
on
Commen
ts 2011
June
2012
June
2013
June
2014
June
2015
June
2016
June
2017
June
Productivity of target irrigated
command area ($/ha) US$ 492
Target - - 1400 2000 2700 2800 Annual
Survey
/Coop
Reports
LWH
M&E
Actual NA NA NA
Productivity of targeted non-
irrigated hillside ($/ha) US$ 469
Target - 1900 2100 2300 2350 2400 2500 Annual
Survey
/Coop
Reports
LWH
M&E
Actual 2027 2357 21897
Share of commercialized
products from target areas (%) % 35
Target 45 50 60 65 66 70 70
Annual
Coop
M&E
Cmtee
MINAG
RI and
LWH
M&E
Actual 62.5 74 678
Project beneficiaries,
Of which female (beneficiaries)
Nber 0 Target 5000
2250
18000
8100
21000
9450
94000
46000
97000
47000
105000
50000
120000
55000 Annual
Project
Reports
LWH
M&E
Nber
0 Actual
87170
43374
92381
45417
125494
611449
Intermediate Results and Indicators
Intermediate Results Indicators
Co
re
Unit
of
Meas
ure
Baseline
Original
Project
Start
(2009)
Target/
Actual
Target Values/Actuals
Frequency
Data
Source/
Metho
dology
Respons
ibility
for Data
Collecti
on
Comments 2011
June
2012
June
2013
June
2014
June
2015
June
2016
June
2017
June
Intermediate Result 1: Improved hillside land husbandry technologies and techniques, strengthened value chains for agricultural products, and expanded access to rural finance.
Number of cooperatives which
have increased their net revenues % 0 Target 0 3 4 6 8 12 15 Annually
Coop
M&E
LWH
M&E
Each coop
baseline will
5 UOM = Unit of Measurement.
6 Target values should be entered for the years data will be available, not necessarily annually. Target values should normally be cumulative. If targets refer to annual
values, please indicate this in the indicator name and in the “Comments” column.
7 The current progress is below the previous status because during the second season of 2013, in the project areas like in the country overall, agriculture production
was negatively affected by the climatic conditions. The rains came very late and stopped early which had a negative impact on the yield. 8 Same explanation as above
9 The current number of beneficiaries of 125,494 is 5% over the EOP which is 120,000. The project team informed the mission that in the new Northern Province sites,
the population density was found higher than in the Phase 1A and 1B sites whose average was used to estimate the expected number of targeted beneficiaries.
Final For Circulation
25
Intermediate Results and Indicators
Intermediate Results Indicators
Co
re
Unit
of
Meas
ure
Baseline
Original
Project
Start
(2009)
Target/
Actual
Target Values/Actuals
Frequency
Data
Source/
Metho
dology
Respons
ibility
for Data
Collecti
on
Comments 2011
June
2012
June
2013
June
2014
June
2015
June
2016
June
2017
June
by 50% relative to the baseline
Actual NA 3 4
Commi
ttee
Report
be recorded
as they come
on board
Cost recovery ratio for operation
and maintenance of WUA in
project areas
% 0
Target 0 - - 40 60 80 90
Annually
LWH
progres
s report
LWH
M&E
Actual NA NA NA
Proportion of beneficiary farmers
in project affected areas using
improved farm methods
(disaggregated by gender)
% M=30
F=25
Target M=50
F=50
M=60
F=60
M=70
F=70
M=75
F=75
M=80
F=80
M=85
F=85
M=90
F=90 Annually Survey
MINAG
RI
Actual M=66
F=66
M=72.7
F=70.3
M=86
F=83
Percentage of adult project
beneficiaries in the project areas
which have access to the services
of formal financial
institutions(disaggregated by
gender)
% M=22
F=18
Target M=50
F=50
M=70
F=65
M=75
F=70
M=80
F=75
M=85
F=80
M=90
F=85
M=90
F=85 MTR and
End-of-
project
Survey MINAG
RI
Actual M= 54
F=44
M=91
F=82.5
M=94.5
F=8510
# of project participating financial
institutions (PFIs) offering new
products
Num
ber 0
Target - 3 6 12 18 20 25 Bi-annual
LWH
progres
s report
LWH
M&E
Actual 4 8 11
Percentage of Cooperatives and
their Self Help Groups (SHGs)
ranked and graded high (A & B)
%
%
-
-
Target
-
-
-
-
-
-
60
60
70
70
80
80
80
80 Annually
LWH
progres
s report
LWH
M&E
SHGs and
Cooperatives
of at least
one year old Actual N/A
N/A
N/A
N/A
N/A
N/A
a)Percentage of households with
acceptable food consumption
b) Number of kitchen gardens
constructed
%
Num
ber
-
-
Target
-
-
-
-
-
-
75
6000
79
9500
83
15000
85
19000
Bi-annual
LWH
progres
s report
LWH
M&E
Actual NA
79
5910
84
12781
10
This achievement was realized following the successful capacity building in value chain development. Currently, almost all the beneficiary farmers are working with
SACCOs and other MFIs to purchase their inputs, and are paid through their accounts after selling their produce.
Final For Circulation
26
Intermediate Results and Indicators
Intermediate Results Indicators
Co
re
Unit
of
Meas
ure
Baseline
Original
Project
Start
(2009)
Target/
Actual
Target Values/Actuals
Frequency
Data
Source/
Metho
dology
Respons
ibility
for Data
Collecti
on
Comments 2011
June
2012
June
2013
June
2014
June
2015
June
2016
June
2017
June
Intermediate Result 2: Improved infrastructure for hillside agriculture.
Proportion of land protected
against soil erosion in project
areas (ongoing assessment each
year)
% 26
Target 26 43 60 75 80 85 90 Bi-
annual
MINA
GRI
data
and/or
Survey
LWH M&E
Actual 50 61 76
Area developed for Irrigation in
project (ha)
Num
ber 0
Target 0 - - 350 850 1868 2368 Bi-
annual
LWH
progres
s report
LWH M&E Actual NA NA 455
Reduced sediment yield
(volume or weight per unit area
of catchment (T/ha/yr) in the
project areas
% 0
Target - - 10 30 50 50 Annuall
y
LWH
progres
s report
LWH M&E
Actual NA 66 7711
11
The indicator measures catchments which have more or less stabilized, i.e starting year 3 after treatment. The Project has therefore considered only phase 1A
water catchment sites in the reported progress. It is expected that this percentage might go lower when Phase 1B sites are measured starting from end of next year,
as they will not have completely stabilized. Therefore, as more new sites will be measured every year, the expected realistic progress towards the end of the
Project is around 50%, which is the end of Project target.
Final For Circulation
27
ANNEX4B: RSSP3 PROJECT UPDATED RESULTS FRAMEWORK
Project Development Objectives (PDOs):
(i) Increase the agricultural productivity of organized farmers in marshlands and hillsides of the sub-watersheds targeted for development12 in an environmentally sustainable manner; and
(ii) Strengthen the participation of women and men beneficiaries in market-based value chains.
PDO Level Results Indicators*
Co
re
UOM
Baseline
Original
Project
Start
(2012)
Progress
To Date
March
2014
Cumulative Target Values**/Actuals
Frequency Data Source/
Methodology
Responsibility
for Data
Collection
Comments
2013
2014
2015
2016
2017/18
1. Productivity of targeted areas
($/ha) in:
i. irrigated marshlands ii. Non-irrigated hillsides
$/ha 662 Target
662
+0%
761
+15%
927
+40%
1,125
+70%
1,375
+108% Annual Survey and
Coop Reports M&E team
Yearly Net $/ha –
Only for RSSP3 Fixed exchange rate Actual NA
$/ha 470
Target 588
+25% 776
+65% 823
+75% 917
+95% 1,038
+121% Annual
Survey and
Coop Reports M&E team
Yearly Net $/ha – Only for RSSP3
Actual 597
+27%
2. Share of commercialized
agricultural products from the
targeted area (%)
(disaggregated by gender)
(disaggregated by marshlands/
hillsides)
%
Marshland
78.9% (RSSP2
rice data)
Women
43.12%
Men
44.71%
Hillside
Women 43.12%
Men
44.71%
Target
Marsh Women
78.9%
Men 78.9%
Hillside Women
45%
Men
45%
Marsh Women
79%
Men 79%
Hillside Women
47%
Men
47%
Marsh Women
80%
Men 80%
Hillside Women
50%
Men
50%
Marsh Women
85%
Men 85%
Hillside Women
55%
Men
55%
Marsh Women
90%
Men 90%
Hillside Women
60%
Men
60%
Annual Survey and
Coop Reports
Group Report
M&E team
RSSP 2 and 3
Actual
Marsh
Women
76.7% Men
76.8%
Hillside13
Women
67% Men
66%
3. Project beneficiaries involved
in up and downstream activities
Number %
896 42%
Target 1,558 42%
2,864 42%
3,847 42%
5,112 42%
6,206 42%
Annual Survey M&E team
12
Targeted marshlands and hillsides have not been fully identified yet. Once they are identified all the targets and baselines will be further adjusted accordingly. 13
The surplus of marketed products was mainly effected by the maize crop, which has a very high marketability and covered the biggest portion of the land in the two
2013 seasons.
Final For Circulation
28
along the value chain, of which
female
RSSP3: 0
Actual
9,96814
(31%)
4. Farmers in areas targeted by
RSSP that have adopted
sustainable land management
practices on the hillsides or
marshlands (%)
%
Women
32.35% Men
36.26%
Target
Women
48% Men
50%
Women
60% Men
60%
Women
70% Men
70%
Women
80% Men
80%
Women 90%
Men
90%
Annual
Survey M&E team
Baseline is only for RSSP3, but target will be
for RSSP 1 and 2 also
LWH:
Actual
Women
87.8% Men
88.3%
INTERMEDIATE RESULTS INDICATORS
Intermediate Results Indicators
Co
re UOM
Baseline
Original
Project
Start
(2012)
Progress
To Date
March
2014
Cumulative Target Values**/Actuals
Frequency Data Source/
Methodology
Responsibility
for Data
Collection
Comments
2013
2014
2015 2016 2017/18
5. Direct Project Beneficiaries, of
which female Number
%
51,936
42%
(Rssp1+2)
Target 57,599 42%
66,016 42%
77,516 42%
93,072 42%
101,500 42%
Bi-Annually
Coop Reports M&E team
Actual 61,057
(44%)
Intermediate Result (Component One): Sustainable rehabilitation and development of the targeted marshlands and hillsides
6. Area provided with improved
irrigation and drainage services ha 0 Target 700 1700 3200 5200 7000
Quarterly Engineers
Report
M&E team
Actual 1,185
7. Water users provided with
irrigation and drainage services
(disaggregated by gender) number
Women
13,389 Men
20,084
Target
Women 14,789
Men
22,184
Women 16,789
Men
25,184
Women 19,789
Men
29,684
Women 23,789
Men
35,684
Women 26,019
Men
38,954 Quarterly WUA officer M&E team
Actual
Women
19,163
Men 22,108
8. Hillsides sustainably developed
by the Project ha 0 Target 2100 5100 9600 15600 17200
Quarterly Engineers
Report M&E team
Actual 8,887
Intermediate Result (Component Two): Improve the linkages between the beneficiaries and the market-based value chains, and enhance the performance of key players in this area
14
The high number of beneficiaries involved in value chain activities is explained by the impact of compost making program of the Project, where a big number of
farmers adopted the program and made it a business, and this went beyond expectations.
Final For Circulation
29
INTERMEDIATE RESULTS INDICATORS
Intermediate Results Indicators
Co
re UOM
Baseline
Original
Project
Start
(2012)
Progress
To Date
March
2014
Cumulative Target Values**/Actuals
Frequency Data Source/
Methodology
Responsibility
for Data
Collection
Comments
2013
2014
2015 2016 2017/18
9. Number of cooperatives which
have increased their net revenues
by 50% relative to the baseline
%
number
NA
Target 3 7 15 20 30
Annual
Coop and
agribusiness Reports
M&E team
RSSP 2,3 Ratio of net income to
total assets. Net income
being gross margin – operating expenses
Actual 18
10. Increase in share of production
sold through cooperatives
(disaggregated by marshlands
and hillsides)
%
Marshland
44%
(RSSP2)
0%
(RSSP3)
Hillside
0%
Target
Marsh 50%
(RSSP2)
0%
(RSSP3)
Hillside
10%
Marsh
55%
Hillside
20%
Marsh
60%
Hillside
30%
Marsh
65%
Hillside
40%
Marsh
70%
Hillside
50% Annual
Coop and
senior agronomist
Reports
M&E team
Actual
Marsh
77% Hillside
51%
11. Coops having access to finance
(number) number 6
Target 6 10 18 25 30
Annual Coop and agribusiness
Reports
M&E team
Will measure if Coops get
access to loans. All
supported Coops (RSSP 2,3)
Actual 21
12. Users in irrigated marshlands
rehabilitated or developed by
the Project (RSSP1, RSSP2,
RSSP3) paying water charges
through WUAs
%
RSSP1,2 79%
RSSP3 0%
Target
RSSP1,2
95%
RSSP3
0%
RSSP1,2,3
95%
RSSP1,2,3
95%
RSSP 1,2,
3 95%
RSSP1,2,
3 95% Annual
Coop reports
WUA reports M&E team
The level of payment of
water charges will be
measured starting one year after completion of
the rehabilitation works
Actual RSSP1,2
95%
13. Operational water user
associations number 22 Target 24 29 31 36 38
Annual
WUA reports M&E team RSSP 1,2,3
Actual 24
14. Coops doing certified seed
production number 7 Target 7 9 13 15 17
Annual Survey M&E team
RSSP 1,2,3
All kind of seeds
Actual 9