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


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)



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


11

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


13

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


14

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


15

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.


16

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


17

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


18

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


19

(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.


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


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


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


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


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


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


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.


25



Co

re

Unit

of

Meas

ure

Baseline

Original

Project

Start

(2009)

Target/

Actual


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.


26



Co

re

Unit

of

Meas

ure

Baseline

Original

Project

Start

(2009)

Target/

Actual


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.


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


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.


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


Co

re UOM

Baseline

Original

Project

Start

(2012)

Progress

To Date

March

2014



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


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.


29

INTERMEDIATE RESULTS INDICATORS


Co

re UOM

Baseline

Original

Project

Start

(2012)

Progress

To Date

March

2014



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

aide memoire for joint implementation support mission land...

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