aide memoire implementation support mission rw, 15-26 … · a study tour of 167 extension lead...

Final Draft CONFIDENTIAL

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AIDE MEMOIRE

Implementation Support Mission

Land Husbandry, Water Harvesting and Hillside Irrigation (LWH) (P114931 IDA Credit No. 4674–RW,

GAFSP Grant TF099108, CIDA Grant TF011435 and USAID Grant TF010953)

15-26 July 2013

A. INTRODUCTION AND ACKNOWLEDGEMENTS

1. From 15 to 26 July 2013, a World Bank team carried out the seventh implementation support mission

for the Land Husbandry, Water Harvesting and Hillside Irrigation (LWH) Project (third joint implementation

support mission with RSSP). The team was coordinated by Valens Mwumvaneza (Rural Development

Specialist) and Mark Austin (Sr. Operations Officer) Co-Task Team Leaders. The team was composed of Meena

Munshi (Senior Economist); Svetlana Khvostova (Safeguards Analyst); Abel Lufafa (Agricultural Officer and

Soil Specialist); Markus Moeller (Water and Irrigation Engineer); Amadou Soumaila (Senior Irrigation

Specialist, FAO); Lazare Hoton (Credit and Rural Finance Officer, FAO); Thierry Lassalle (Institutional

Development and Agribusiness Specialist, FAO Consultant); Pascal Tegwa (Senior Procurement Specialist);

Antoinette Kamanzi (Procurement Assistant); Jasmeen Batra (Economist, DIME); and Belinda Mutesi (Team

Assistant). Lillian Brenda Namutebi (Consultant, FMS) supported the mission remotely. Terhi Majanen and

Vedaste Gatebuka (USAID) participated in the mission. The team worked closely with staff of the LWH/RSSP

Single Project Implementation Unit (SPIU) in the Ministry of Agriculture and Animal Resources (MINAGRI).

Members of the mission team met with Government officials, Project staff and national and local level, service

providers, and Project beneficiaries (see Annex 1). Discussions were held with Dr. Agnes Kalibata (Minister,

MINAGRI) and Mr. Ernest Ruzindaza (Permanent Secretary, MINAGRI). The team expresses its appreciation

for the assistance provided by all those met. The Bank and MINAGRI confirmed their understanding and

agreement to publicly disclose this Aide Memoire at the wrap-up meeting that took place on 26 July 2013 in

Kigali. A separate Technical Annex, referred to herein, forms an integral part of this Aide Memoire.

2. The mission was carried out to provide implementation support to both the LWH and RSSP projects

and was carried out jointly with the Government of Rwanda (GoR) to review: (i) the progress of activities under

the LWH technical components since the MTR mission (in January 2013) and follow up on recommendations

from the MTR mission; (ii) the draft and approve the Annual Work Plan and Budget (AWPB July 2013- June

2014) and the updated Procurement Plan; (iii) the progress of on-going hillside irrigation development and plans

to achieve end of project targets (EOPT); (iv) the progress on all activities related to the Bank's safeguards

policies, including safeguard preparations for Phase 2 sites; (v) the project’s M&E operations, reports, and

update of indicators and develop a one pager on indicators definitions and computation; (vi) early lessons and

progress on DIME impact evaluation; (vii) lessons on South-South partnership on community mobilization and

follow up action; and (viii) the progress and proposed actions to further the nutrition agenda within the project

beneficiaries. Key observations and recommendations of the mission are summarized below, and elaborated in

the annexes.

B. CONTEXT

3. The project development objective (PDO) of LWH is to increase the productivity and commercialization

of hillside agriculture in target areas. The Project has three components: (A) Capacity Development and

Institutional Strengthening for Hillside Intensification; (B) Infrastructure for Hillside Intensification; and (C)

Implementation through the Ministerial SWAp Structure. The Project became effective in June 2010 with USD

34 million IDA financing and additional financing from GAFSP USD50 million; USD7.8 million from CIDA

and up to USD14 million (USD10 million to-date) from USAID bringing the total project financing to

USD105.8 million. A mid-term review (MTR) was conducted in January 2013 which recommended a light

restructuring of the project. The restructuring was finalized and approved on November 8, 2013; at the same time

an additional financing to the project is also being prepared and is expected to be completed by December 2013.

The project will close by 31 December 2015.

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LWH Implementation Support Mission July 2013—Draft AIDE MEMOIRE

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C. KEY FINDINGS/PROGRESS OF IMPLEMENTATION

Status of Results and Achievement of Development Objectives

4. For the last fiscal year, which is the third year of implementation since the project effectiveness in

June 2010, LWH implemented 96% of its annual budget and has spent and committed 60% of its total project

budget.

5. LWH has completed land husbandry works on 7,906 ha which is 61% of EOPT, launched irrigation

works in three sites covering 694 ha which is 37% of EOPT and tenders for additional 732 ha of irrigation works

are to be launched in August 2013. Additionally, plans for 3,700 ha land husbandry in hillside are planned for the

current fiscal year. Yields of maize, beans, and Irish potato in treated areas are 30%, 167% and 219%,

respectively above their national average. Sediment yield in four sites reduced by an average of 66% relative to

the time when the land husbandry works were being constructed. The productivity of non-irrigated hillsides has

increased to US$ 2357 per ha; farmers in Cooperatives in LWH sites have commercialized up to 74% which is

above the EOPT of 70%; and the number of project direct beneficiaries has increased to 92,381 of which 49%

are women.

6. Project Rating: LWH is rated satisfactory both in progress towards accomplishing its Project

Development Objectives (PDO) and in Implementation Progress.

Assessment of Implementation Performance

Component A: Capacity Development and Institutional Strengthening for Hillside Intensification

A1: Strengthening Farmer Organizations

7. The main objective of this subcomponent is to build and strengthen farmer organizations,

cooperatives, and Water User Associations (WUAs). The sub-component has made good progress during the last

six months and is rated satisfactory. The field visit interactions with the beneficiaries revealed a high degree of

community enthusiasm and understanding of the project, a strong willingness and commitment to participate and

contribute to watershed development. The key achievements during the last six months have been: (i) adopting of

a harmonized capacity building plan; (ii) fine-tuning of the structure of the farmer/community organizations to

ensure clarity on roles and responsibilities of various levels of community organization and continuity of

leadership; (iii) refining of the monitoring system and initiating a comprehensive database of beneficiaries to

monitor and track results; and (iv) introducing community level reporting and information system. The project

has also recruited local service providers, and launched the capacity building program (training, refreshers,

exposure visits, etc.).

8. The implementation progress on this sub component, key recommendations, and priority actions are

summarized below, and details are included in the Technical Annex 8 on Sub-Component A.1. As of June 30,

2013, the project had implemented most of the recommendations of the MTR mission, and laid a solid

foundation and structure for the community organizations. There are a few areas that would need attention going

forward which are highlighted in the Technical Annex 8. The project has succeeded in formation of 1,067 Self

Help Groups (SHGs) reaching out to 21,180 members in current seven sites, out of which 8,571 (about 40%)

are women. In addition, 77 zonal organizations and five cooperatives have been formed and have started

functioning. 4,866 SHG members have joined the five new cooperatives. There is now better clarity of roles and

responsibilities at the zonal and cooperative level, and four cooperatives have started generating revenues, which

is a positive sign towards financial sustainability. The project has also formed six WUAs which have started

functioning. Phase 1A sites WUAs (in Nyanza 23 and Karongi 12 & 13) have received training in administrative

and financial management, and conflict resolution, and have benefited from exposure visits to good practices. So

far, three WUAs of Phase 1A have acquired district level license certificates which give them recognition to

operate in the district.


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9. The following actions have been agreed with the project team: (i) use an improved planning and

reporting format to capture, track, and report progress of key process steps and milestones on community

institutional development by end of December, 2013; (ii) complete grading of SHGs, Zones/Cooperatives, and

WUAs (which have completed one year) by December 31, 2013; (iii) update and finalize the remaining training

modules (including July 2013 South to south training) and train Service providers and TOTs by Oct. 31, 2013;

and (iv) complete legal registration of existing WUAs and set-up three remaining district irrigation committees,

etc.

A2: Extension

10. 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 six 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 extended a

partnership agreement with a private extension service provider (TUBURA One Acre Fund) whose field officers

assist project farmers through the season on all the current 7 project sites. TUBURA provides inputs (inorganic

fertilizers and improved seeds) and extension service to 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. The extension sub component performance is

rated satisfactory.

11. In the last six month a total of 675 extension lead farmers (38% women and 62% men) received

seasonal training as ToTs on improved agricultural technics and integrated pests management (IPM) practices for

maize, beans and soybeans cropped on treated hillsides. The project also continued mobilization and training for

compost making where 20,258 tons of compost were produced and used in planting 2,077 ha during season B of

2013. The project with support of Rwanda Agriculture Board (RAB) introduced plant clinic workshops whereby

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. So far 226 extension lead farmers (47% women

and 53% men) from all project sites were trained in these workshops.

12. In preparation of intensive horticulture development in irrigated areas, the project has mobilized

different horticulture stakeholders, with the aim of promoting private sector involvement. The project conducted

different workshops and meetings in order to present business opportunities available to the private sector. The

contract farming concept was encouraged in order to guarantee market linkage for horticulture produce. Two

prospective investors are willing to sign tripartite MoUs with the project and farmers by August 2013. The

project continued commercial trials as part of the FFS to develop and increase knowledge for commercial

horticulture. A Study tour of 167 extension lead farmers and change agents from the command area was

conducted where farmers learnt more on quality seed selection, multiplication, and commercial field set up of

some crops like passion fruit, tree tomato, pineapple, and bananas.

13. Key implementation challenges, in last six months, were related to drastic climate changes whereby

severe drought and too much rain have alternatively affected crop productivity in some sites in season B-2013.

The project therefore needs to work more closely with RAB research to find drought resistant varieties.

14. The mission recommends that the SPIU strengthens collaboration with RAB and its different

branches: (i) RAB research to obtain improved varieties and soil testing for fertilizer and lime recommendation;

and (ii) RAB extension for closer collaboration on agronomic extension and for sustainability of project impacts.

The mission also recommends hiring a specialized horticulture specialist with good horticulture

commercialization experience.


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Nutrition

15. Two nutrition related indicators were included during the mid-term review. The objective is to

improve dietary intake of nutritional food as well as the nutritional practices among the project beneficiaries.

The two indicators to measure the nutritional outcomes are: (i) % of households with acceptable food

consumption and (ii) number of kitchen gardens constructed. The project has made impressive progress in

launching nutritional activities. During the last six months, three main activities have been carried out: (i)

Nutrition awareness and behavioral change training: in collaboration with the Ministry of Health, the project has

launched a nutrition awareness campaign among the communities, and trained 678 lead farmers (out of which

40% were women) in nutrition and behavior change as of June 2013. These awareness training have been

conducted in six sites to educate the communities on how to improve diet and thus reduce or prevent

malnutrition; (ii) Promotion of Kitchen gardens - the project has promoted kitchen gardens through

demonstration plots and trained communities in construction and management of the kitchen gardens which are

aiming at improving access to nutrition-rich vegetables. In the process, the communities are learning about

production techniques of various vegetables; and (iii) Crop fortification – the project tested bean fortification

with iron and zinc initially on one site in collaboration with the Harvest Plus. Production of fortified beans has

now been scaled up in five LWH sites (all sites where beans are being produced). During the last season, a total

of 1,786 ha of fortified beans were planted, benefiting about 5,866 households. Going forward, the mission

recommends to: (a) use the SHG platform for nutritional awareness among all members; (b) select the poorest

households (especially women headed households) for demonstration of kitchen gardens; and (c) explore

opportunities for testing 1 or 2 community-led nutritional centers hosted in the cooperative premises for pregnant

women and children under two years as well as for increasing overall nutritional awareness and practices among

all HHs within the cooperative area.

A3: Marketing and Rural Finance

Marketing

16. LWH finances investments in marketing infrastructure and building the capacity necessary to address

the challenges surrounding successful horticultural development which are the following: (i) fostering linkages

among entrepreneurs and smallholder organizations; (ii) providing supplementary intensive quality technical

assistance and external certification; and (iii) building post-harvest infrastructure to ensure proper handling of

produce and exploitation of processing potential.

17. Given that LWH has not yet finalized irrigation works, agribusiness activities have focused on

hillsides interventions in rain-fed areas (maize, beans, potatoes, wheat, etc.). In the six rain-fed areas, 5

cooperatives have been formed and 3 are at emerging stage. During the last cropping season 2013A, the coops

and site committees marketed (sold) 2,476 tons equivalent to 77% of produced crops representing 481,056,750

rwf (USD 801,761) gross income. The cooperatives have been successful in fulfilling their economic roles.

18. The mission congratulates the SPIU for the capacity building programmes that associated training and

coaching activities in collaboration with the Post-Harvest Task Force (MINAGRI) for all post-harvest

improvement activities and through the establishment of MoUs with Business Development Centers in the

concerned districts (see appendice 2). Past infrastructure investments were built without involving

beneficiaries/coops. Based on recommendations of MINAGRI Post-Harvest, Handling and Storage Task Force

(see appendice 3) to improve quality (proper drying process, etc.) and increase quantities (half bulk storage) of

marketed agricultural commodities, coops are now involved in the site selection and construction of

infrastructure for their benefit.

19. In the two command areas under development and in two planned ones, production is/will focus on

market oriented horticulture. The mission commends the SPIU for a: (i) the launching of market stakeholders


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network (MSNs) in key areas linking command areas to the urban markets; (ii) contacts established with Rwanda

horticulture inter-professional organization and NAEB; and (iii) linkages with vegetables exporters from the

private sector. The mission recommends that the SPIU continue to accompany MSNs to explore the interest of

developing agri-business centers for horticultural commodities accessible to stakeholders (emerging producers’

cooperatives, off-takers, processors, exporters, etc.).

20. The mission assessed SPIU performances for marketing and agri-business as satisfactory.

Rural Finance

21. The mission notes that significant progress has been made since the mid-term review to implement the

recommendations related to new product development, and capacity building for both participating financial

institutions (PFIs) and farmers through SHGs. Furthermore, the mission appreciates: (i) the adoption of new

products by two new PFIs: Izere Sacco in Gatsibo 8 and Kabare Sacco in Kayonza 4; (ii) the inception of product

development and design study launched by LWH project; and (iii) the pilot of input saving product in close

collaboration with DIME in two LWH sites. In these sites, the project has started piloting new saving products

with the objective of helping farmers to plan and save for agricultural inputs for Seasons 2014A and B. Based on

the progress made, the mission rated the project performance of the Rural finance subcomponent as satisfactory.

22. With respect to the products development: (i) the process to introduce and expand index-based

weather insurance to LWH beneficiaries is on track. The project is working with AFR, Syngenta, and Tubura to

deliver this product to famers in Season 2014B; and (ii) the study for the design and/or refining of 6 financial

products has begun and is on track in accordance with the work plan agreed upon.

23. The capacity development activities resulted in: (i) 86 lead farmers for saving and credit in phase 1A

sites SHGs acquired planning and budgeting skills which enabled them to comply with the financial institutions

requirements to access financial services; (ii) as a result of PFI training on mobilization and saving, savings by

project beneficiaries increased by 59 percent from 10.3 million Rwf in December 2012 to 26.6 million in June

2013. The mission supports the capacity development initiatives and encourages the project to pursue the

partnership with RCA and AMIR to improve the PFI internal control system, loan management and financial

analysis; (iii) training of Saccos on agriculture lending and farmers on loan application process facilitated the

access of 1,022 farmers in different sites to loans amounting 88,318,105 million Rwf. The management of these

loans is facilitated by the tools and knowledge acquired by the loan officers during the training sessions and post-

training coaching organised in partnership with the RCA.

A4: Institutional Strengthening and Capacity Building of MINAGRI and its Agencies

24. 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

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.

25. Continuing Education for MINAGRI staff to fill critical skills gap. Fifteen candidates from MINAGRI

are proposed for a master degree scholarship program in India for the next academic year.


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26. GIS-based dynamic information framework (GIS DIF). The GIS based DIF was established to be a

decision support tool to other sub component technicians in particular and the Ministry at large. Various

activities have been undertaken to support other subcomponents:

Land husbandry: mapping quantitative progress of land husbandry works as a basis for quantifying

completed works and contract payments, mapping 5 new sites to be developed by RSSP and LWH,

physical site guidance of land husbandry works;

Mapping of two sites to resettle affected people (land properties, silt trap zones needing

expropriation);

Water Users associations: mapping of 7 marshlands with list of land users for WUAs to monitor the

use of marshland and calculate water fees;

Hillside irrigation: mapping of terraces to estimate inputs needed and expected productions;

Rural finance: meteorological and spatial information for agro-insurance in every pilot site;

Irrigation: physical delineation guidance of command areas and water reservoir for phase IB and

RSSP3 sites.

27. GIS-DIF also supported other MINAGRI’s agencies and projects such as SPATIII, Rwanda Feeder

Road Development project (RFRDP). The mission congratulates the SPIU for providing client oriented services

to address identified needs with useful decision making tools.

28. The mission recommends that the SPIU pro-actively participate in the preparation of the up-coming

international conference ICT4Ag co-hosted by the Technical Centre for Agricultural and Rural Cooperation

(CTA) and the Rwandan Ministry of Agriculture and Animal Resources (MINAGRI) in Kigali, Rwanda 4-8

November 2013 and use this venue as a unique opportunity to share GIS-DIF learning with an international

audience. The mission also agrees with the proposed GIS training in Hyderabad, India for two persons one in

charge of DIF in the SPIU and the other from MINAGRI GIS unit. The Mission assessed SPIU performances for

institutional development as highly satisfactory.

Component B: Infrastructure for Hillside Intensification

Sub-Component B 1: Land Husbandry Infrastructure

29. The objective of the subcomponent is to improve hillside agricultural management through protection

against soil erosion and enhancing sustained crop productivity. As of June, 2013, a total of 7,906 ha (end of

project target of 12,940 ha) of land had been protected against erosion using various types of land husbandry

practices (terraces, soil bunds, nutrient management, grass strips, and tree planting for details).The sub-

component is rated satisfactory. Overall, this represents a 61 percent level of achievement for the project and a

net increase in area protected against erosion of 2,654 ha since the last mission in January 2013. Yields of

maize, beans and Irish potato in treated areas are 30 percent, 167 percent and 219, respectively above their

national average. Sediment yield (t/ha/yr) in four sites for which complete datasets are available reduced by an

average of 66 percent relative to yield at the time when the land husbandry works were being constructed

reflecting the effectiveness of the land husbandry practices in reducing soil erosion on the hillsides.

30. The mission congratulates the team for the accelerated pace in implementation of the land husbandry

works and concurs with the team’s projection in the AWPB to treat an additional 3,700 ha over the current

financial year (July 13 to June 2014). The mission however notes the delayed progress of land husbandry works

in Karongi 13 (and the effect that this could have on installation of irrigation infrastructure) and concurs with the

team’s proposal to mobilize labor from the neighboring sites to expedite progress. The mission commends the

team’s efforts to closely monitor and manage the escalating land husbandry implementation costs as per the last

mission’s recommendation and recognizes the 12 percent reduction in average unit costs (i.e. from US$ 3,176 at

MTR to US$ 2,800) which was achieved without compromising the quality of works together with the plan to

further reduce the costs to US$ 2,140 as per AWPB.


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Sub-Component B2 Water Harvesting Infrastructure and B3 Irrigation Infrastructure

31. The objective of components B2 and B3 is to develop hillside irrigation for the production of high-

value horticultural crops with the strongest marketing potential. Infrastructure investments include dams and

gravity fed irrigation systems with an end-of-project target of 1,868 ha command area. Works are ongoing at one

dam site and three command areas totaling 694 ha. Works for two additional dams and command area of 732 ha

will be tendered in August 2013. Based on available information, Muyanza site (500 ha) was confirmed during

this mission and will be constructed in 2014-2015. The project is preparing to scale-up by carrying out feasibility

and design studies for an additional 6,500 ha new command area, which would be funded through additional

financing and/or a follow-on project. Collection of important data (rainfall, runoff, sediment yield) is ongoing at

ten sites, i.e. water user associations have been established and trained.

32. Dam construction and irrigation development works at Nyanza-23 (471 ha) were launched in

November 2012 and completion is expected in December 2013. Works progress to date is 25%. Grouting and

embankment filling commenced in the second half of July. The mission estimates that in order to meet the

completion date: (i) provisions should be made to raise the embankment at a rate of 1000 m3 per day while

observing pore water pressure; (ii) the pace of land husbandry works in the command area should be increased

substantially; and (iii) the second consignment of pipes and the entire consignment of valves and fittings should

be ordered and shipped soonest. At Karongi-12 (128 ha) and Karongi-13 (95 ha) the contractor was mobilized in

January 2013. However, the mission notes that actual construction commenced in April 2013 because of a

procurement delay for the supervision firm. Works progress to date is approximately 25% and some design

changes had to be made due to special conditions encountered during construction. If the observed shortage of

manpower for command area terracing and the delay in shipment of pipes and fittings can be overcome,

completion of both schemes is expected for December 2013. At Gatsibo-8 (45 ha), the groundwater study has

been completed with designs and tender documents for stream diversion / groundwater harvesting and a fully

piped command area currently being finalized. Construction is expected to take place from December 2013 to

August 2014.

33. Designs and tender documents are being finalized for Rwamagana-34 (267 ha), Rwamagana-35 (162

ha) and Kayonza-4 (420 ha). The mission confirms the project's proposal not to pursue dam based water storage

at Rwamagana-35 for lack of financial viability. This is also in line with the adaptive LWH approach formalized

during MTR. The project should decide on whether it wishes to pursue a shallow-groundwater irrigation option

at this site. Tendering for civil works for Rwa-34 and Kay-4 should commence in August with works expected

for the November 2013 – October 2014 period.

34. A pre-feasibility, feasibility and design study (2 lots) for new sites totaling 6500 ha has commenced in

May 2013 and is now at inception report stage. Out of these, 500 ha at Muyanza will be brought to detail design

by January 2014 and implemented in this phase of the program. Construction is scheduled for May 2014 – June

2015. Approximately 500 ha will be implemented with the proposed additional financing, with designs and

tender documents ready by May 2014. By February 2015, 5500 ha command area will be ready for

implementation under a follow-on project in support of the hillside irrigation targets set out in the EDPRS2.

35. Based on the overall progress since project effectiveness, sub-components B2 and B3 are rated as

moderately satisfactory. It is anticipated that works will accelerate as the command area currently under

construction has been developed for irrigation. The SPIU should closely monitor on the works implementation

schedule to meet year 4 targets of 850 ha command area developed. With little over two years of project lifetime

remaining, it is important to further accelerate implementation of these two sub-components as agreed in the

updated work plan for the remainder of the project (see Technical Annex 9). Project management should closely

monitor progress against this work plan to avoid any slippage.


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Component C: Implementation through the Ministerial SWAp Structure

36. Project Management and coordination is rated satisfactory

Project Management and Staffing

37. At the National Level the SPIU structure comprises both Management and Technical teams numbering

57staff (50 are in place, 3 under recruitment currently and 4 postings need to be filled – the Head of the Irrigation

and Land Husbandry Department, the senior land husbandry specialists and the senior agronomist positions need

to be urgently filled with strong candidates). 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 47 staff are in place in 9

Districts and 23 are under recruitment. 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.

38. Annual Work Plan and Budget (AWPB) for FY14 covering July 2013-June 2014. During the mission

the AWPB was reviewed and modifications suggested. The SPIU had submitted an FY14 AWPB before the

mission started. Mission members reviewed the plans and budget and the final draft will be submitted to IDA for

no object within a week of mission closing.

39. 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 also made the

following observations in regard to the financial management function of the SPIU;

Overall the disbursement rates for both LWH and RSSP3 have improved compared to the last

implementation support mission and all designated accounts are active.

LWH has 2 trust funds i.e. TF 10953 and TF 11435 with a total allocation of USD 12,990,000. There has

however been no disbursement to date, and both trust funds are scheduled to close on May 14, 2014. We

recommend that urgent action be taken to start utilizing these funds.

Internal audit report for LWH raised a couple of issues that may require follow up.

Following this supervision mission, the overall financial management ISR rating for the project is classified as

satisfactory and the FM risk rating is low.

40. Procurement: the mission assessed the performance of procurement function as satisfactory in

relation to execution of the approved procurement plan of the FY 2012/2013 (July 2012 – June 2013) as well as

cumulative since the project effectiveness. To date, the project has awarded 221 contracts out of 253 planned.

This is equivalent to 87.4% completion compared to 85.98% in January 2013; an increase of 1.42%. Under FY

2012/2013, the project managed to complete the bidding and selection process of 52 out of 70 contracts planned

(approximately 74.3%) in this period. This is equivalent to US$32.5 million in terms of commitments.

41. The project has yet to initiated the procurement process of 18 contracts (approximately 25.7%) broken

down as follows: Works – 3 contracts; Good – 7 contracts; and Consulting Services – 8 contracts. Unless the


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project closing date is extended beyond the revised closing of December 31, 2015, procurement of the pending

works contracts need to be expedited as they are now on the critical path.

Safeguards

42. Overall safeguard compliance is found to be satisfactory. The mission reviewed the Progress Reports

for January – June 2013 and visited project sites at Nyanza-23, Karongi-12 and 13, and Rwamagana-34.

43. Social Safeguards. Income restoration and resettlement/compensation activities are ongoing and

development and implementation of Process Frameworks and RAPs are on schedule, following the availability

of the site designs. Income restoration for Phase 1A sites: Nyanza-23, Karongi 12 and 13 and Gatsibo-8 were

completed for all PAPs at an average rate of 375% of cost of assets. Based on the Implementation Progress

Report for Phase 1B sites, the Project conducted awareness community meetings to inform the communities

about the project. Income restoration process was also completed for Rwamagana-34, 35 and Kayonza-4 sites for

99% of the farmers who have recovered their lost income. The remaining 1% of PAPs, who did not cover their

income loss, are those involved in other activities such as commerce, teaching or government jobs. These PAPs

have indicated their satisfaction with an opportunity to benefit from land husbandry works on their land. Overall

at Phase 1B sites, a total of Rwf 327,046,212 was paid to 2,136 PAPs (on average Rwf153,111 per person), with

an average compensation rate of 457% of the value of estimated income loss. The compensation includes the loss

of crops and calculated loss of income for the duration of construction of the terraces.

44. 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 Rwf 180,103,512 in land, financial

compensation for crops and property, and additional assistance in the form of seeds and fertilizer. The timing for

preparation of RAPs and Process Frameworks for Phase 2 sites will be guided by completion of site designs.

45. The mission commends the team for maintaining high quality data tracking and detailed progress

reports on implementation of Process Frameworks. The mission also appreciates the innovations in data

collection and monitoring through the use of maps and GIS.

46. Environmental Safeguards. Based on the review of the progress reports and project site visits, the

mission confirmed that environmental management of the project works implemented to-date is in compliance

with the Bank safeguards policies. For Nyanza-23, Karongi-12 and 13, the updated ESIAs have been disclosed

locally and in World Bank InfoShop on January 25, 2013. The updates reflect the latest design changes. Gatsibo-

8, ground water investigations report is expected to be delivered to the LWH team by July 31, 2013. The report

informs the economic and technical feasibility of irrigation at the site. This study will also guide the update of

the ESIA for Gatsibo-8. For Phase 1-B (Rwamagana-34, 35 and Kayonza-4), the EIA studies were commenced

in April 2013. The EIA draft reports for Rwamagana 35 and Kayonza-4 were submitted to the Project for review

and comments. Rwamagana 34 EIA will be informed by the recently completed feasibility study. The final EIA

reports for three sites are expected to be completed by August 31, 2013. The draft study on water quality and

minimum ecological flow for Phase 1-B sites is under development by the National University of Rwanda

(NUR). Final report, incorporating the Project review comments, is expected to be submitted to the Project by

August 15, 2013.

47. Dam Safety. Project compliance with the provisions of OP 4.37 is rated satisfactory. Coinciding

with the mission, the PoE inspected the Nyanza-23 dam construction site. The Panel report and recommendation

is expected in the second half of July. In April 2013, MINAGRI proposed modifications to the dam

instrumentation at Nyanza-23. Prior to Bank confirmation, the design and the supervision consultant team, as

well as the chairman of the PoE had agreed to these modifications. These changes should be reflected in an

update of the Dam Instrumentation Plan, which is contained as a dedicated section in the dams operation and

maintenance plan. The Emergency Preparedness Plan (EPP) for Nyanza-23 requires an update, followed by a

training of local representatives on the content of the EPP. The Mission recommends the safeguards team to

work together with engineers to define an appropriate sensitization program to notify relevant stakeholders of the

necessary safety information. The mission also recommends that the PoE review the updated O&M plan as well

as the EPP. The Panel’s next visit should take place during initial reservoir filling, ideally during spillway


10

testing. The feasibility studies for the Kayonza-4, Rwamagana-34 and Rwamagana-35 have been completed. At

present, none of the dams are falling into the large dam category. Some of the upcoming Phase-2 sites can be

expected to contain large dams. Therefore, the mission recommends retaining the Panel of Experts for the

foreseeable future.

48. Following the recommendation of the last Aide Memoire, the Mission recommends that GoR make

institutional arrangements for the establishment and operation of a dam monitoring unit, whose mandate would

be, beyond the lifetime of individual projects, expert supervision and inspection of the increasing number of

dams in the country, including analysis of cumulative environmental impacts of the dams nationwide. The

Mission encourages MINAGRI to analyze the options to increase capacity for dam safety monitoring of GoR.

49. Implementation of Project’s M&E Functions. The mission found the M&E arrangement of the

SPIU to be satisfactory with a core M&E team at the national level and in all Districts where both LWH and

RSSP activities are carried out. The team is implementing a unified M&E system for both Projects which

integrate farmers at the different levels of their organizations structures, from SHGs to the cooperative level. In

addition, the M&E team has successfully updated both LWH and RSSP Results Frameworks (see Annex 3).

50. During the last mission in January 2013, the mission recommended that the SPIU prepare a detailed

description including critical assumptions, methods of data collection, frequency of data collection, calculation

and analysis for each indicator in the Results Framework for RSSP and LWH Projects so that all those within the

project and others can refer to the description to understand what each indicator means, exactly how and what is

being measured. The detailed description for both LWH and RSSP Results Framework were reviewed during

the mission and agreed upon and can be found in Annex 7.

DIME

51. LWH and DIME tested a first round of rural finance innovations in Karongi starting in Season A

2013, and will test a second round of rural finance innovations in Rwamagana starting in Season A 2014. In

Karongi a pilot and rigorous test of 2 new rural financial products – targeted savings accounts & pre-

commitment savings accounts will be conducted. In Rwamagana, LWH & DIME are testing the introduction of 4

new pre-commitment products –fixed withdrawal penalty, health shock exemption, agricultural shock exemption

and no withdrawal penalty.

52. LWH is collaborating with DIME and TUBURA are testing three extension performance feedback

tools: scorecards; advocacy groups; and a free client hotline. Data is available from the first two rounds of

scorecards, fielded in November 2012 and March 2013. Farmers report high levels of satisfaction with fertilizer

delivery and all extension services. Nearly all farmers received the trainings on planting and urea application, but

less than half of the farmers received the trainings on any of the other topics, i.e. nurseries, disease identification,

and safe use of pesticide. The data from the logbooks and hotline is currently being collected, and analysis will

be presented along with the third round of scorecard data in September.

53. Project Communications. The mission reviewed the work of the communications team and found

that improvements in overall project communications is improving and that the recommendations made in the

January 2013 mission are being implemented. Additional agreements were reached to continue to refine the

communications function of the SPIU and particularly how the SPIU could both support and draw upon the

expertise of the communications team within CICA. Please see Annex 6 for specifics.

54. The proposed next joint implementation support mission for LWH & RSSP3 will take place from

March 24 to April 4, 2014.

55. The Bank and MINAGRI confirm their understanding and agreement to publicly disclose this Aide

Memoire. The disclosure of this Aide Memoire was discussed and agreed to with the Project and Ministry


11

counterparts led by Honorable Minister of MINAGRI, Mrs. Agnes Kalibata at the wrap-up meeting that took

place on July 26, 2013 in Kigali.

D. RECOMMENDATIONS AND PENDING ACTIONS/NEXT STEPS

Recommended Action Responsible Entity Deadline

1 complete grading of SHGs. Zones/Cooperatives and WUAs

(which have completed one year)

LWH team 30 December

2013

2 Hiring a specialized horticulture technical assistance (TA) with

good horticulture commercialization experience.


2013

3 Launch civil works at Rwamagana-34, Kayonza-4 and Gatsibo-8 LWH team 30 December

2013

4 Complete construction of Nyanza-23, Karongi-12 and Karongi-13

irrigation systems


2013

5 Update Nyanza-23 dam operation and maintenance (O&M) plan

and emergency preparedness (EPP) plan and conduct training of

local representatives on EPP


2013

6 Finalize EIA reports for Phase 1B sites. LWH team/ Consultant Upon

availability of

the site design

studies.

7 Finalize the preparation and implementation of RAPs for phase 1B

sites.

LWH team Upon

availability of

the site design

and other

supporting

studies.

8 Package the contracts for procurement of limestone based on site

location and capacity of suppliers.

LWH team On going


12

Annex 1: List of People Met

S/N Name Position Organisation contact

1 Dr Agnes Kalibata Minister MINAGRI

2 Ernest Ruzindaza Permanent

Secretary

MINAGRI

3 Jolly Dusabe LWH/RSSP

coordinator

MINAGRI

4 SPIU staff MINAGRI

5 KOTUDUABURWA

trader cooperative

Steering

commitee

Karenge centre 0788307930

6 Rebecca RUZIBUKA Manager Africa Business Consultant

(BDC)

[email protected]

7 Alfred Willem ARTELIA

SOMEAH

Team Leader, Construction

Supervision Firm, Nyanza-23

site

0787552014

[email protected]

8 Toky Ratsima ARTELIA

SOMEAH

Irrigation Expert, Construction

Supervision Firm, Nyanza-23

site

250 786991261

9 Fernamet Mwrenzi JV

RCE&ECAM

Technical Director,

Contractor- Karongi-12 and

Karongi-13 site

+250 788358911

[email protected]

10 Augustin Butera JV

RCE&ECAM

Assistant contract manager,

Contractor- K-12 and K-13 site

+250 788401249

[email protected]

11 Ameur Bahri Comet

International /

Tunisia

Resident engineer,

Construction Supervision

Firm, K-12 and K-13

0784576505

[email protected]

12 Mohamed Gossa Comet

International /

Tunisia

Resident engineer,

Construction Supervision

Firm, K-12 and K-13

0787844226

[email protected]

13 Ashok Raut SMEC

International

Team leader, Phase 1B sites

feasibility and construction

supervision firm

0787831147

[email protected]

14 Kiprotich Tirgeito SMEC

International

Dam Engineer, Phase 1B sites

feasibility and construction

supervision firm

0787 450600

[email protected]

15 Janet Kanyambo BDF Fund Manager

16 Agathe

Nyinawinkindi

BNR Principal Inspector

17 Jean-Damascène

Serugero

BNR Inspector

18 Gérard Nsabimana BNR Inspector

19 Francesca

Mukayirangwa

RCA Head of Capacity development

Unit

20 Judith Aguga Acon AFR Technical Director

21 Frank Bakx

Triodos

Facet/Rabobank Technical Advisor

22 Jean Tibouto WOCCU Project Manager

23 Alexy Maniragaba SACCO

Umugisha

Manger

24 Gad Niyigada SACCO Manager

mailto:[email protected]



13

Ubumwe Mwa

Nyakariro

25 Marie Grace

MUNEZERO

Business

development

advisor

Business Development Centre,

Huye

[email protected]

26 Rita MUKABALISA Secretary Electromax Milling Company,

Huye

27 Alexandre

MUKUNDABANTU

Chairperson KOAIRWA rice cooperative,

Rwasave

28 Damascène

NIYIRINGIYIMANA

Chairperson WUA, Rwasave

29 LeoPaul

NTIBARASHYIRA-

AMAKYENJA

Chairperson KOAKIRWA Hillside,

Rwasave cooperative

30 Jean Claude

BIHIBINDI

Chairperson Rice Cooperative

IDIREMUHINZI, Agasasa



14

Annex 2: Progress on MTR(January 2013) recommendations

Recommended Action Responsible Entity Deadline Progress july 2013

Adopt a consolidated, harmonized

and agreed capacity building strategy

Project Capacity

Building Team

February 21st,

2013

Implemented

Recruit Service Providers and ensure

that their work plans reflect the

agreed capacity building strategy

Project Capacity

Building Team

March 30th, 2013 implemented

Based on results of pre-feasibility

study for Phase-2 sites, select

remaining irrigation sites needed to

achieve project target

LWH team May 31st, 2013 Prefeasibility studies

launched and sites to be

selected Mid- July 2013

after the inception report.

Support to PFIs MIS to be

implemented in close partnership

with RCA.

Project team May 31st ,2013 Under discussion between

RCA and BNR

Prepare ToRs for O&M services at

Nyanza-23 and Karongi-12 and

Karongi-13 irrigation schemes.

LWH team with

assistance of

irrigation task force

May 31st, 2013 Implemented

Provide training of WUAs on their

principal functions at all phase 1A

sites, including O&M fees based on a

realistic costing of O&M plans

LWH team June 30th, 2013 Implemented, while O&M

await the completion of

infrastructures

Start formation of WUA in Phase 1B

sites.

Project Capacity

Building Team

July 31st, 2013 Implemented

Complete legal registration of

existing three WUAs

Project Capacity

Building Team


Set up and build capacity of district

irrigation committees

Project Capacity

Building Team


Work with RAB and NAEB to

strengthen IPM trainings and

establish on plant clinics

Project agronomist July 31st, 2013 Implemented.


15

Annex3 : Updated LWH Results Framework (July 2013)

1 New baseline following LWH site specific survey, the PAD baseline of US$ 1000 was based on a national average. 2 New baseline following LWH site specific survey, the 2009 PAD baseline of US$1000 was based on national average for irrigated perimeters.

Indicators

Core

Unit of

Measure

Baseline

(2009)

Cumulative Target Values** Comments

Dec

2010

Dec

2011

Dec

2012

Progress

July

2013

Dec

2013 Dec 2014

Dec

2015

Indicator One:

Productivity of target

irrigated command area

($/ha)

Amt

US$ 492

1 - -

N/A

1400 2000 2700

No irrigation yet.

Indicator Two:

Productivity of targeted

non-irrigated hillside

($/ha)

Amt

US$ 469

2 - 1900 2100

2,357

2300 2350 2400

Indicator Three: Share

of commercialized

products from target

areas (%)

% 35 45 50 60

74 65 70 70

Indicator Four: Direct

project beneficiaries-

individuals (of which

female)

# 0 5000

(2250)

18000

(8100)

21000

(9450)

92,381

( 45,417)

94000

(46,000)

97,000

(52,500)

100,000

(55,000)

Intermediate Result

indicator one : Number

of cooperatives which

have increased their net

revenues by 50% relative

to the baseline

% 0 0 3 4 3 6 8 10

Coops that have

increased their net

revenues by 50%

compared to the

baseline 1st season

after one year

existence

Intermediate Result

indicator Two: Cost

recovery ratio for

operation and

% 0 - - -

N/A

40 60 90

No irrigation yet.


16

maintenance of WUA in

project areas

Intermediate Result

indicator Three:

Proportion of beneficiary

farmers in project

affected areas using

improved farm methods

(disaggregated by

gender)

% Male=30

Female=25

M=50

F=50

M=60

F=60

M=70

F=70

M=72.66

F=70.32 M=75

F=75

M=80

F=80

M=90

F=90

Intermediate Result

indicator Four:

Percentage of adult

project beneficiaries in

the project areas

which have access to the

services of formal

financial

institutions(disaggregated

by gender)

% Male=22

Female=18

M=50

F=50

M=70

F=65

M=90

F=80

M=91.9

F=82.5

M=92

F=85

M=94

F=87

M=95

F=90

Intermediate Result

indicator Five: # of

project participating

financial institutions

(PFIs) offering new

products

# 0 - 3 6 8 12 18 24

Intermediate Result

indicator Six: Percentage

of Cooperatives and their

Self Help Groups (SHGs)

ranked and graded high

(A & B)

%

%

-

-

-

-

-

-

-

-

N/A

N/A

60

60

70

70

80

80

The guidelines are

being developed

during the mission,

after which grading

will be

implemented. The

update on grading

to be reported in

December 2013

Intermediate Result % 79% - - 82% 79% 83% 84% 85%


17

indicator Seven:

Percentage of households

with acceptable food

consumption

Number of kitchen

gardens constructed

#

-

-

-

3,975

5,910

6,000

9,500

15,000

Intermediate Result

indicator One: Proportion

of land protected against

soil erosion in project

areas (ongoing

assessment each year)

% 26 43 60 75 61.1 80 85 90 Phase IA &B sites

WC ,CAC and CA

Intermediate Result

indicator Two: Area

developed for Irrigation

in project (ha) # ha 0 - -

NA

350 850 1,868

Works in progress

for an area of 694

Ha in three sites(K-

12,K-13 and Ny-

23).

Intermediate Result

indicator Four: Reduced

sediment yield (volume

or weight per unit area of

catchment (T/ha/yr) in

the project areas

% - - - 65.7 10 30 50

Sediment yield in

phase IA sites End

2012 : K-12(29), K-

13 (23); Ny-23(15)

and

G-8(7.12). The

calculation is based

on the FY2012 end

values compared to

2011 values taken

as baseline: K-

12(69), K-13(57),

Ny-23(48) and G-

8(53).

18

Annex 4: Procurement

Rwanda

Implementation Support for Land Husbandry, Water Harvesting and Hillside IrrigationProject (LWH)

July 17, 2013

Procurement Inputs

Introduction

1. The World Bank procurement team consisting of Pascal Tegwa and Antoinette Kamanzi met with the

project procurement team to discuss the progress of procurement management as a follow up on the

recommendations made during the January 2013 mission and last Post Procurement Review (PPR) exercise. The

procurement unit is well staffed. Currently, it has 7 procurement experts including the head of procurement unit.

A list of procurement team is attached as Annex A. The report summarizes the achievement to date, challenges,

the status of implementation of previous recommendations and the agreed action plan.

Achievement to date

2. The mission assessed the performance of procurement function as satisfactory in relation to

execution of the approved procurement plan of the FY 2012/2013 (July 2012 – June 2013) as well as

cumulative since the project effectiveness. To date, the project has awarded 221 contracts out of 253 planned.

This is equivalent to 87.4% completion compared to 85.98% in January 2013; an increase of 1.42%. Under FY

2012/2013, the project managed to complete the bidding and selection process of 52 out of 70 contracts planned

(approximately 74.3%) in this period. This is equivalent to US$32.5 million in terms of commitments.

3. The project has not initiated the procurement process of 18 contracts (approximately 25.7%) broken

down as follows: Works – 3 contracts; Good – 7 contracts; and Consulting Services – 8 contracts. Unless the

project closing date is extended beyond the revised closing of December 31, 2015, procurement of the pending

works contracts need to be expedited as they are now on the critical path.

4. The mission was informed that the project has already received the final design reports for the 3 works

contracts. They will advertise all 3 contracts by the first week of August 2013. The three contracts consist of

construction of Hillside dams at Rwamagana 34 and 35 and Kayonza 4. The average cost estimate is US$12

million. However, there is a risk of not receiving responsive bids because of low capacity of the local contractors

because construction of hillside dams is a new technology in Rwanda. Currently, the project is executing one

contract of the same technology that was awarded to the Chinese firm, China New Era International Engineering

Corporation (CNME). It is unlikely that these contracts will attract foreign bidders given the cost estimate of

about US$12 million. It was noted that even the previous bid did not attract many bidders.

4. Regarding procurement of goods, they are usually operating costs and are requested depending on the

levels of stock remaining, procurement unit is still awaiting requests from the user departments to enable them to

initiate the procurement process. The selection process of the remaining 8 contracts for consultancy services

include 1 contract for the development of extension materials and training modules; 2 contracts for horticulture

(likely to be cancelled); and 3 contracts for communication strategy, development of water points, translation and

the last one for supervision of small scale irrigation infrastructures in Gatsibo of which the design studies are not

yet completed. The project has advertised the expression of interests for communication strategy and translation

services.

Procurement Challenges

5. The procurement unit has been encountering various challenges, a few highlighted as follows:

(i) Considerable delays in completion of design studies for planned works. This has been attributed

by technical departments.

(ii) Too many contracts in pipeline to be processed at the same time. This has been attributed by the

fact that the procurement plan is always prepared to respond on activities of the Annual Work Plan and

Budget (AWPB) and seasonality due to type of activities, which depend on rain season.

(iii) At the time RSSP3 became effective, there were too much workload compared to capacity of the

procurement unit in terms of staff numbers at that time. By then, the procurement unit had only 3

procurement staff at the head office compared to the current number of 6.

19

(iv) Low technical and financial capacity of local contractors to absorb the planned contracts for

construction of dams and marshlands. Due to challenges related to national geographical setting of the

country, packaging of these contracts attract mainly local contractors, although, are normally processed

using International Competitive Bidding (ICB) procedures because of the set threshold. The mission

learnt that the supply side for these types of contracts is high - the Ministry of Agriculture also has the

same type of contracts financed by other donors and its own budget. There are few local contractors that

have experience, capacity and capability to execute these types of technologies. The mission strongly

recommended to the project management to conduct a quick assessment in order to establish the

actual local capacity to feed in future strategic procurement planning This assessment can be done

by an individual consultant and should cover the two different technologies, one for construction of

hillside dams (LWH Project) and second for construction of marshlands and dams (RSSP).

(v) Sometimes the project advertises contracts of the same nature at the same time for RSSP3 and

LWH projects. While bidders are not restricted to bid for contracts which belong to only one project, the

challenge has been to award the contract if the bidder has submitted the same qualification information.

It was recommended to make cross reference of the two bidding documents to inform the bidders that

bids for RSSP3 are being advertised at the same time with LWH bids and that bidders who wish to

submit bids for RSSP3 and LWH should provide proof of resources (financial, equipment and personnel)

to execute multiple contracts concurrently.

Status of implementation of previous recommendations

6. The following table shows status of implementation of major recommendations of the implementation

support mission conducted in January 2013. The table shows that the project has implemented all major previous

recommendations.

Recommendation Planned

date for

execution

Current Status

Design and implementation of the

contract management monitoring system

Immediately System is in place and it is working. In addition, the

Project recruited a Procurement Specialist with

Engineering background in charge of contract

management

Provide residual capacity of the technical

department in case the selection of

consultants is delayed.

April 2013 Procurement unit is now working closely with the

technical team. The project has recruited a

procurement staff with engineering background.

Revised Procurement Plan

7. The procurement team is still waiting for the project action plan and budget in order to revise the

procurement plan for FY13/14. It was agreed that the revised procurement plan will be submitted to the Bank

for review and approval before being implemented.

Agreed Actions

8. Following is a table of the actions agreed. This table includes also the actions that have not been

implemented as a result of the last implementation support mission conducted in July 2012.

Action Responsible Planned

Date

Status and Remarks

Design a strategy for rebidding of the

construction ofKilimbi marshland to attack

bidders this timebefore embarking on the

rebidding process.

Procurement

Unit and

Technical

Department

First week

of August

2013

Bidding document ready for

publication

Conduct a quick assessment to establish the

actual local capacity for construction of

dams and marshland to feed in future

strategic procurement planning.

Project

Coordinator,

Procurement

Unit and

Technical

Immediately

20

department

Revised procurement plan Procurement

unit

? Procurement team awaiting for the

project action plan and budget for

FY13-14

Package the contracts for procurement of

limestone based on site location and

capacity of suppliers.

Prepared by,

Pascal Tegwa and

Antoinette Kamanzi

July 18, 2013.

Appendix to Annex4

Procurement Team

1. Innocent Kamugisha - Head of Procurement Unit

2. NkakaTheogene - Procurement Specialist

3. Ngenganyi Maurice - Procurement Specialist

4. Shingiro Laurent - Procurement Specialist

5. Ruzibiza Stephen - Procurement Specialist

6. Agnes Tuyishimire - Procurement Officer (on annual leave)

7. Jeanne d’Arc Umunezero - Procurement Assistant (based in Southern Province)

21

Annex 5: Financial Management

Project Name: Land Husbandry, Water Harvesting and Hillside Irrigation (LWH)

& Third Rural Sector Support Program (RSSP3)

Project ID: P114931 / P124785 / P126440

IDA Credit/Grant No.: IDA Credit IDA-46740, TF-99108, IDA 50640

Implementing Agency: Ministry of Agriculture and Animal Resources:

SPIU for LWH and RSSP

Effectiveness Date: IDA-46740 02 June 2010; TF-99108 14 May 2012;

IDA 50640 June 20, 2012

Closing Date: IDA-46740 31 December 2015; TF-99108 31 December 2015;

IDA 50640 October 30, 2017

Credit/Grant Amount: IDA-46740 = USD32.89 M; TF-99108= USD 50.0M; IDA 50640=80M

Plus estimated contributions from USAID $14m and CIDA $7.8 CAD

Remaining Period to Closing IDA 46740 2.5 Years; TF 099108 2.5 Years;

IDA 50640 4.8 Years

Disbursed Amount

IDA-46740 = USD18.30M; TF-99108= USD 25.72 M;

IDA50640=USD 21.03M

Cancelled Amount -

Previous Supervision July 2012 – January 2013

Period Covered by Review: February 2013 – July 2013

Previous FM ISR Rating: Satisfactory Current FM ISR Rating: Satisfactory

Previous Residual FM Risk

Rating: Low

Current Residual FM Risk

Rating: Low

EXECUTIVE SUMMARY

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 also made the following observations in regard to

the financial management function of the SPIU;

1. The final audit report for RSSP 2 was submitted to the bank on March 27 2013. The audit opinion

rendered by the auditor was unqualified (clean) opinion. However a number of weaknesses wear noted in

the management letter. Although these did not lead to a qualification however they’re issues that still

warrant follow up and implementation. An audit action plan was prepared and implementation of actions

in progress although the action plan was not timely shared with IDA. As recommendation going forward

the action plan should be time bound, the one shared does not include timeframes when

recommendations such as those in progress will be finalized.

2. Overall the disbursement rates for both LWH and RSSP3 have improved compared to the last

implementation support mission and all designated accounts are active.

3. LWH has 2 trust funds i.e. TF 10953 and TF 11435 with a total allocation of USD 12,990,000. There has

however been no disbursement to date, and both trust funds are scheduled to close on May 14, 2014. We

recommend that urgent action be taken to start utilizing these funds.

4. Internal audit report for LWH raised a couple of issues that may require follow up.

22

ISR FM RATING

Following this supervision mission, the overall financial management ISR rating for the project is classified as.

The findings underlining such rating are provided in the FM ISR report.

FM RISK RATING

The overall financial management risk for the project is Low. The detailed risk ratings are provided in Appendix

1.

FM REVIEW: FINDINGS AND ACTION PLAN

Budgeting; the annual work plan and budget for FY 13/14 are under discussion and review by the technical

team, this process is part of this mission, the outcome of which will determine the inputs for the final budget to

be approved by the steering committee. The annual expenditure performance by IDA category for LWH is

38.05% and 19% for RSSP3

Accounting; the accounting system for the SPIU remains adequate, the information system Tompro adequately

records and produces financial reports sufficient for the project requirements. There is still a need to train the

accountants that have not been trained within the SPIU so that there is continuity should the need arise,

especially given the market trend of staff turnover.

Internal Controls.

The internal control system for the SPIU is adequate however there were weaknesses observed by the external

auditor during the audit of RSSP 2/3. Since the SPIU is one, we deem that these affect both projects. Some of the

weaknesses found during the RSSP 2 audit included the following weaknesses; Non-compliance with assets

management and stock management procedures, Weaknesses in IT internal controls, Physical verification;

irregularities were noted on works under phase II, 17% of the previous year audit recommendations were not

fully implemented, hence weaknesses not addressed

Internal audit; internal audit for the SPIU is active, produces reports, and time bound action plans and follows

up on audit recommendations. Most recent report is for LWH (July 2012 – March 2013), carried out to ascertain

whether all payments were properly authorized and sufficiently supported by relevant documents, assess the

adequacy of internal controls, to ensure the adherence to procedures and accounting policies, ascertain the

economy, efficiency and effectiveness on all payments made, whether tenders were awarded in transparency,

compliance to World Bank and RPPA procedures were followed in tendering process e.t.c. The audit report also

highlighted a number of weaknesses but one recurrent concern is the delay by districts to account for transfers.

Our recommendation overall is to strengthen the internal control system and follow up with the accountability

issue so that it does not reoccur.

Funds Flow:

RSSP3 has since project commencement disbursed 26.66% on IDA 50640. There is a marked improvement

in the disbursement compared to the 12.51% in January 2013.

23

RSSP3 – IDA50640

Category Category Description

Allocated Disbursed Undisbursed

Historical

Category

Disbursed

USD USD USD USD

Total 78,885,684.00 21,034,467.15 57,851,216.85

1

gds,wks,non

cs,cs,train,,oc,pt1cd 70,800,657.00 12,276,122.89 58,524,534.11 12,221,098.42

2

gds,wks,serv fin by subgrants

pt 1c 4,987,026.00 1,529,424.25 3,457,601.75 1,521,907.29

3 PPF REFINANCING 1,133,415.00 442,106.69 691,308.31 442,879.02

4 UNALLOCATED 1,964,586.00 0.00 1,964,586.00 0.00

DA-A Designated Account 0.00 7,492.01 -7,492.01

DA-B Designated Account 0.00 6,779,321.31 -6,779,321.31

LWH has since project commencement disbursed 56.60% on IDA 46740 and 51.45% on TF 99108

including initial advance. The project still has 2 years of implementation however there’s a need to scale up on

disbursement. On the other hand the project has 2 trust funds that is, TF 10953 and TF 11435 with a total

allocation of USD 12,990,000 with no disbursement to date. The project is in the process of obtaining signatory

approvals from both MINAGRI and MINECOFIN there is however an urgent need to speed up the process and

start using these funds since both trust funds will close on May 14, 2014. The new revised plan for disbursement

is as below and in accordance to this plan the project is below the forecasted disbursement targets.

LWH – IDA 46740



Historical

Category

Disbursed

USD USD USD USD

Total 32,340,108.00 18,303,791.08 14,036,316.92

1 DISB - GOODS 3,022,440.00 2,589,508.04 432,931.96 2,632,204.79

2 DISB - CIVIL WORKS 13,147,614.00 9,740,952.16 3,406,661.84 9,842,758.58

3 DISB - CONSULTING 8,311,710.00 2,928,019.75 5,383,690.25 2,981,020.54

4 DISB - TRAINING 3,929,172.00 258,431.16 3,670,740.84 263,468.96

5 PPF REFINANCING 211,570.80 333,999.58 -122,428.78 323,976.63

6 UNALLOCATED 3,113,113.20 0.00 3,113,113.20 0.00

7 DISB - OPERATING COSTS 604,488.00 103,441.74 501,046.26 104,158.35

DA-A Designated Account 0.00 2,335,229.48 -2,335,229.48

DA-Q Designated Account 0.00 14,209.17 -14,209.17

24

LWH – TF 99108



Funds

Available

Historical

Category

Disbursed

USD USD USD USD USD

Total 50,000,000.00 25,723,716.04 24,276,283.96 24,276,283.96

1 TF99108 - GOODS 4,300,000.00 3,552,988.88 747,011.12 747,011.12 3,552,988.88

2

TF99108 - CIVIL

WORKS 22,100,000.00 14,661,949.45 7,438,050.55 7,438,050.55 14,661,949.45

3

TF99108 -

CONSULTING 13,800,000.00 2,897,141.01 10,902,858.99 10,902,858.99 2,897,141.01

4 TF99108 - TRAINING 6,800,000.00 294,081.01 6,505,918.99 6,505,918.99 294,081.01

5

TF99108 -

OPERATING COSTS 800,000.00 177,350.72 622,649.28 622,649.28 177,350.72

6 UNALLOCATED 2,200,000.00 0.00 2,200,000.00 2,200,000.00 0.00

DA-A Designated Account 0.00 4,140,204.97 -4,140,204.97 -4,140,204.97

Financial Reporting; IFRs are submitted timely with an acceptable quality. The 2nd

semi-annual IFR is

currently being prepared and is expected to be received within the due deadline.

External Audit. The final audit report for RSSP 2 was submitted to the bank on March 27 2013. The audit

opinion rendered by the auditor was unqualified (clean) opinion. However a number of weaknesses wear

noted in the management letter. Although these did not lead to a qualification however they’re issues that

still warrant follow up and implementation. An audit action plan was prepared and implementation of actions

in progress although the action plan was not timely shared with IDA. As recommendation going forward the

action plan should be time bound, the one shared does not include timeframes when recommendations such

as those in progress will be finalized.

Transactions (including SOE/interim report) Reviews. No transaction review undertaken given work of

Internal Audit and low risk allocated to the project.

GAC – Fraud and Corruption. No issues identified.

FM Action Plan - Status of previous Action Plan

Issues Agreed Actions By Whom By When Status

1. RSSP II outstanding

audit.

Audit on going- project team

to follow up to ensure audit is

finalized by February 2013

Project finance

team

February 28,

2013

Done

2. LWH audit findings Implement audit

recommendations

Project Finance

Team

February 28,

2013

3. AFR issue of

documentation

Follow up with disbursement

and the team leader

TTL/WB, Project

finance team

March 30, 2013 Done

4. CIDA/USAID Funds Activate the trust fund TTL WB March 30, 2013 Done

25

FM New Action Plan

Issues Agreed Actions By Whom By When

5. RSSP 2 Audit findings Follow up as per submitted

action plan

SPIU September 30,

2013

6. Disbursement Accelerate disbursement on the 2

TFs for LWH

SPIU September 30,

2013

7. Accounting Training for the accountants that

have not been trained

SPIU September 30,

2013

8. Internal control Follow up on audit

recommendations especially on

accountability of transfers to

district

SPIU September 30,

2013

9. Audit and IFR IFRs are due on August 15,

Close accounts for Audit of both

projects

SPIU September 30,

2013 (for Audit)

August 15,2013

(for IFR)

Appendix 1: Updated FM Risk Assessment

Updated FM Risk Assessment LWH/RSSP3 - SPIU

Type of Risk Residual Risk Rating Brief Explanation of Changes and any New

Mitigation Measures Previous Current

INHERENT RISK

Country Level M M

Entity Level M M

Program Level M M

OVERALL INHERENT RISK M M

CONTROL RISK

Budgeting L L

Accounting L L

Internal controls M M

Funds Flow M M

Financial Reporting L L

Auditing L L

OVERALL CONTROL RISK L L

TOTAL RISK L L

26

Annex 6: Communication

The mission noted that the communications team implemented most of the recommendations of the January

2013mission. The SPIU has created a database which houses and organizes pictures, videos and testimonies of

the beneficiaries and landscape transformation showcasing how RSSP and LWH projects have impacted both

landscapes and changes in beneficiaries’ livelihoods. The communication team has also developed a

documentary slideshow of the achievements and other realizations made during the last six months. Giving voice

to beneficiaries experiences by providing brief write-ups by mission members from the field visits was started

last mission and included as an annex in the aide memoire. The plan is to continue this practice in future aide

memoires. The mission has also noted that the SPIU was in process of upgrading its website which will cover

both LWH and RSSP activities and communications. The mission has recommended the following:

(1) The SPIU will work with CICA to explore the feasibility of the partnership in producing radio and

video/documentary programs to communicate Project activities and for the purpose of extension services

to targeted farmers, the SPIU to support the needed equipment to design and print extension materials

and communication documents. Both institutions will also explore how the postharvest facilities

constructed by the SPIU in different sites can also become innovation centers, where farmers can get

extension services and materials.

(2) Baseline and transformation capture – the Project to document for each site the baseline condition via

photos and videos as well as written document and from time to time how the sites and beneficiaries

where the Project operates are being transformed.

(3) To further enhance the 6 month mission preparation documentary, the SPIU might consider archiving

each month photos, videos, news articles, posting from the MINAGRI website and other

communications of interest into the communication database. Then for the 6 month documentary, the

team would just compile the previous 6 monthly archives.

27

Annex 7: M&E Plan for LWH

PDO: To increase the productivity and commercialization of hillside agriculture in target areas.

PDO Level Indicators

INDICATOR 1:Increased Productivity of targeted irrigated command area ($/ha)3

Baseline Targets

2009 2010 2011 2012 2013 2014 2015

492 - - - 1400

BR+200%

2000 BR+300%

2700 BR+450%

Variable definition: Total value($) of production in the project irrigated command area(ha)

Unit of Measure: USD per ha

Method of analysis/calculation: Total production ($) over total area cropped.

Critical Assumptions: Adoption of new technologies by beneficiary cooperatives leads to increased

production.

Method of data collection : Post season survey and cooperative reports. The calculation is based on

Season B and A (January), then season A and B of the previous season (July); a weighted average is

calculated on annual basis.

Frequency : Seasonal (Coop reports) , reported on annual basis

Responsibility : SPIU M&E Specialist, District M&E Assistants, Agri-business officer

INDICATOR 2: Increased Productivity of targeted non-irrigated hillsides ($/ha)

Baseline Targets

2009 2010 2011 2012 2013 2014 2015 469 - 1900

BR+283%

2100

BR+323%

2300

BR+364%

2350

BR+374%

2400

BR+384%

Variable definition: Total value($) of production over total cropped area

Unit of Measure: USD per ha

Method of analysis/calculation: Total production over total area cropped.

Critical Assumptions: Adoption of new technologies by beneficiary cooperatives leads to increased

production.

Method of data collection : Post season survey and cooperative reports ;The calculation is based on

Season B and A (January), then season A and B of the previous season (July), after which a weighted

average is calculated on annual basis.

Frequency : Seasonal (Coop reports) , reported on annual basis

Responsibility : SPIU M&E Specialist, District M&E Officers, Agri-business, and Agronomists

3 Exchange rate : 1USD=565 RFW as mentioned in LWH PAD Document

28

INDICATOR 3: Increased in share of commercialized products from target areas (%)

Baseline Targets

2009 2010 2011 2012 2013 2014 2015

35 45 50 60 65 70 70

Variable definition: Total production sold disaggregated by the rain fed and command area over the

total production

Unit of Measure: Percentage

Method of analysis/calculation: Sum of sold production($) of season B and A(July)or A and B(January)

over the total production for season of both season B and A (July) and A and B(January)

Critical Assumptions: The project induces higher production, thus increase in production marketed.

Method of data collection : Post survey Cooperative reports, District Agri-business report and post

seasonal survey twice a year

Frequency: Annually

Responsibility: SPIU M&E Specialist, Marketing Officer , M&E Assistants, Agri-business officer

INDICATOR 4: Project beneficiaries(individual )of which female ( beneficiaries)

Baseline Targets

2009 2010 2011 2012 2013 2014 2015 0 5000

(2250)

18000

(8100)

21000

(9450)

94000

(46000)

97000

(47000)

100000

(48000)

Variable definition: Total number of SHGs members and their HH members receiving support for

productivity and commercialization in the project intervention areas ( farmers in SHGs4 + family

members)

Unit of Measure: Number

Method of analysis/calculation: Total number of SHG members + family members + Any other farmer

doing any activity financed/supported by the project.

Critical Assumptions: Farmers in the project areas are grouped for common interest and receives income

and other benefits as a result of project activities.

Method of data collection : Census of beneficiary farmers

Frequency: Launch of site, seasonal census

Responsibility: Chain Formation Specialist, Capacity Building Specialist, Community District

Development Officer, District M&E Officers

4 SHG members are representatives of the HH in the project area with land or doing other activities supported by the

project whose income is as a result of project interventions;

29

Intermediate Result (Component One): Improved hillside land husbandry technologies and techniques,

strengthened value chains for agricultural products, and expanded access to rural finance.

INDICATOR 1: Number of Cooperatives which have increased their net revenues by 50% relative to the

baseline(Number)

Baseline Targets

2009 2010 2011 2012 2013 2014 2015

0 0 3 4 6 8 10

Variable definition: Net revenues of each coop relative to the Baseline. The baseline value is the net

revenue of the coop after one year existence

Unit of Measure: number

Method of analysis/calculation: Total revenue per year less Total Costs per year compared to the coop

net revenue at the first year existence.

Critical Assumptions: Cooperatives receiving technical support in agri-business

Method of data collection: Financial statements of cooperatives prepared annually & collected by

District Agri-business Officers and M&E assistants through Cooperative managers.

Frequency : Collected every season (A&B) & reported annually

INDICATOR 2: Cost recovery and maintenance of WUA in project area (%)

Baseline Targets

2010 2011 2012 2013 2014 2015

0 - - - 40 60 90

Variable definition: Cost recovery and maintenance of WUA in project area


Method of analysis/calculation: Total contribution of WUA / Total operational/running costs in the

Financial Year.

Critical Assumptions: WUAs formed and cover their share of running costs in the reporting period

Method of data collection : WUA reports , Contractor's/Operator financial reports,

Frequency: seasonal and reported Annually

Responsible: WUAs, Irrigation Engineers

INDICATOR 3: Proportion of farmer in project affected areas using improved farm methods (disaggregated

by gender)

Baseline Targets

2010 2011 2012 2013 2014 2015 M=30

F=25

50

50

60

60

70

70

75

75

80

80

90

90

Variable definition: Total number of farmers using improved farm methods / total number of farmers in

the project area disaggregated by gender)


Method of analysis/calculation: Total No of farmers using at least 3 improved farm methods / Total No

of farmers in the project area disaggregated by gender) these are: improved planting materials, IPM, soil

fertility management, conservation tillage, agro-forestry interventions, intercropping with plant cover

and green manuring, compost & mulching, liming

30

Critical Assumptions : Farmers adopt improved farming methods

Method of data collection : Post Seasonal Surveys ( twice a year) and reported annually

Frequency: Annually ;

Responsible: SPIU M&E Specialist, Senior Agronomist, District agronomists, M&E Officers

INDICATOR 4: Percentage of adult project beneficiaries in the project areas which have access to the

services of formal financial institutions(disaggregated by gender)

Baseline Targets

2009 2010 2011 2012 2013 2014 2015

M=22

F= 18

50

50

70

65

90

80

92

85 94

87

95

90

Variable definition: Total number of adult project beneficiaries having accounts in formal financial

Institutions / total number of beneficiaries in the project area disaggregated by gender)


Method of analysis/calculation: Number of adult beneficiaries having accounts in formal financial

institutions /total adult beneficiaries in the project targeted area ( disaggregated by gender)

Critical Assumptions : Financial institutions are decentralized and accessible to farmers adoption of

financial services

Method of data collection: Surveys twice a yr and reported on annual basis.

Frequency: Annually

INDICATOR 5: # of participating financial institutions (PFIs) in the project areas offering new products.

Baseline Targets

2009 2010 2011 2012 2013 2014 2015

0 - 3 6 12 18 24

Variable definition: Number of financial institutions offering new products

Unit of Measure: Number of PFIs

Method of analysis/calculation: Counting Participating Financial Institutions(PFIs)

Critical Assumptions: Financial institutions offer new products.

Method of data collection : LWH progress reports

Frequency: Bi-annual ( Jan and July every year)

INDICATOR 6: % of Coops and their SHGs ranked high and graded high (A&B)

Baseline Targets

2009 2010 2011 2012 2013 2014 2015 0

0

-

-

-

-

-

-

60

60

70

70

80

80

Variable definition: Total number SHGs fulfilling the criteria of being in category of A&B over Total

SHGs in the Project sites

Unit of Measure: percentage

Method of analysis/calculation: Total number SHGs fulfilling the criteria of being in category of A&B

after one year existence / Total SHGs in the Project sites: i.e grading of SHGs as per categorization

criteria

Critical Assumptions : SHGs are strengthened to become strong groups and fulfilling the criteria put in

place

Method of data collection: Use of guidelines established for grading in E each SHGs on regular basis.

Frequency: Annually

Responsible: Chain Formation Specialist , District CDOs

31

INDICATOR 7: % of Households with acceptable food consumption

Number of Kitchen gardens constructed5

Baseline Targets

2009 2010 2011 2012 2013 2014 2015 79

0

-

-

-

-

82

3975

83

6000

84

9500

85

15000

Variable definition:

Total number HH with acceptable food consumption ( as mentioned in the food ranges module of

nutrition) /Total HH in the Project sites

Constructed Kitchen gardens in the HH the project site /total HH in the project site

Unit of Measure:

Percentage

Number

Method of analysis/calculation

Total number HH with acceptable food consumption ( as mentioned in the food ranges module of

nutrition) /Total HH in the Project sites

Constructed Kitchen gardens in the HH the project site /total HH in the project site

Critical Assumptions: Farmers trained on nutrition and kitchen gardens constructed in all HH in the

project site.

Method of data collection: Post seasonal Surveys on food consumption and District report on

kitchen gardens ;

Frequency:Bi-annual

Responsible: Horticulture, Agronomist, M&E Assistants.

5

32

Intermediate Result (Component Two): Improved infrastructure for hillsides

INDICATOR 1: Proportion of land in the project protected against soil erosion in project areas

Baseline Targets

2009 2010 2011 2012 2013 2014 2015

266 43 60 75 80 85 90

Variable definition: Land Protected against erosion upon total land in the project area


Method of analysis/calculation: Land Protected against erosion upon total land in the project area

Critical Assumptions : Soil erosion protection measures are adequately implemented and sustainable

Method of data collection : District progress reports

Frequency: Bi-annual

Responsible: Watersheds, Agroforestry , M&E Officers

INDICATOR 2 : Area developed for Irrigation in the project (Ha)

Baseline Targets

2009 2010 2011 2012 2013 2014 2015

0 - - - 350 850 1868

Variable definition: Total area under irrigation

Unit of Measure: number of ha

Method of analysis/calculation: Total area under irrigation

Critical Assumptions Continuous supply of water

Method of data collection : District project reports

Frequency: Bi-annual

Responsible: Watershed Officers; Irrigation Officers, ,M&E Officers

INDICATOR 3 : Reduced sediment yield(volume or weight per unit area of catchment(T/ha/yr)in the

project area

Baseline Targets

2009 2010 2011 2012 2013 2014 2015

0 - - - -10 -30 -50

Variable definition: Amount of sediment yield in the project area.


Method of analysis/calculation: Amount of sediment in the project area T/ha/yr)

Critical Assumptions : Soil loss is controlled through land management

Method of data collection : rain gauges, sediment loads equipment installed in the downstream of the

watershed

Frequency: Annual

6 : The baseline was established based on the weighted average of 7 sites ranged as follows: Karongi-12 (14 %); Karongi-

13(13%), Nyanza-23(12.5%);Gatsibo-8(19.6%), Rwamagana-34 (56%) , Rwamagana-35 (39.3%); Kayonza-4(24.9%).

33

Annex 8 : Summary of Component A.1 : Strengthening Farmer Organizations

The main objective of this subcomponent is to build and strengthen farmer organizations, cooperatives and

Water User Associations (WUAs). The sub-component has made good progress during the last six months, and

is rated satisfactory. The field visit interactions with the beneficiaries revealed a very high degree of community

enthusiasm and understanding of the project; and a strong willingness and commitment to participate and

contribute to their watershed development. In most communities visited, the mission heard several testimonials

from the beneficiaries about increased benefits from the group formation, new techniques of land improvement,

better marketing facilities, and improved access to knowledge, financial resources, etc. The key achievements

during the last six months have been: (i) adopting of a harmonized capacity building plan; (ii) fine-tuning of the

structure of the farmer/community organizations to ensure clarity on roles and responsibilities of various levels

of community organization and continuity of leadership; (iii) refining of the monitoring system and initiating a

comprehensive database of beneficiaries to monitor and track results; and (iv) introducing community level

reporting and information system. The project has also recruited the local service providers, and launched the

capacity building program (training, refreshers, exposure visits, etc).

The implementation progress, key recommendations and priority actions are summarized below, and details are

included in the Technical Annex on Sub-Component A.1. As of June 30, 2013, the project has succeeded in

formation of 1067 SHGs reaching out to 21,180 members in current seven sites, out of which 8571 (about

40%) are women. In addition, 77 Zonal organizations and five cooperatives have been formed and have started

functioning. Out of total SHG members, 4866 members have joined the five cooperatives. There is now better

clarity of roles and responsibilities at the zonal and cooperative level, and four cooperatives have started

generating revenues, which is an excellent sign towards financial sustainability. The project has also formed six

WUAs, which have started functioning. Phase 1A WUAs (in Nyanza 23 and Karonji 12 & 13) have received

training in administrative and financial management, and conflict resolution, and have benefited from exposure

visits to good practices. So far, three WUAs of Phase 1A have acquired district licences certificates which give

them recognition to operate in the district.

While the project has implemented most of the recommendations of the MTR mission, and laid a solid

foundation and structure for the community organizations, there are a few areas that would need attention going

forward. These are as follows: (i) adopting and mainstreaming of an improved reporting and monitoring format

to track progress of implementation targets and milestones including tracking of inclusion of the most vulnerable

including vulnerable women and youth; (ii) tracking performance of SHGs, WUAs and cooperatives on a regular

basis to ensure continuity of their performance, and motivation; (iii) further streamlining of capacity building

activities, and ensuring that key capacity building activities are carried out on a continuous basis and in a cost-

effective way, and as per agreed capacity building plan; (iv) ensuring that each level of community institutions –

SHGs, Zones and site committees, WUAs and Cooperatives perform their functions effectively – there is no

duplication of functions, and adequate technical assistance is provided to the higher level institutions

(cooperatives and WUAs) to perform their functions; (v) improved community level monitoring and learning

system (including reporting formats, database and learning and sharing forums); and (vi) developing an exit

strategy so that the institutions are sustainable in the long run.

The following actions have been agreed with the project team: (i) mainstream and use an improved planning and

reporting format (as part of AWPB) to capture, track and report progress of key process steps and milestones on

community institutional development by Sept.30, 2013; (ii) complete grading of SHGs. Zones/Cooperatives and

WUAs (which have completed one year) by December 31, 2013; (iii) update and finalize the remaining training

modules (including July 2013 South to south training) and train Service providers and TOTs in those training

modules by Oct. 31, 2013; and (iv) complete legal registration of remaining WUAs and set-up remaining

Irrigation District Committees etc.

34

Annex 9: Technical annex for sub-components B2 and B3: Water harvesting and hillside irrigation

The mission visited a total of nine sites (Nyanza-23, Karongi-12, Karongi-13, Rwamagana-34, Nyamukana,

Muyanza, Base, Rugabano, Mwange), had walk-throughs in potential reservoir and command areas and engaged

in discussions with WUA members and inhabitants of the respective areas.

A breakdown of the implementation progress by site and activity is given in the table below.

Table: Summary of implementation progress

Activities Sites Total Area

(ha)

Ongoing works Nyanza-23 (471ha); Karongi-12 (128 ha);

Karongi-13 (95 ha) 694

Sites being readied for

tendering

Rwamagana-34 (267 ha); Kayonza-4 (420 ha),

Gatsibo-8 (45 ha), 732

Ongoing studies Muyanza (442 ha) and three other fast-track

sites (1500 ha) 442

Total 1868

At Nyanza-23, the mission noted that the silt trap zone has not yet been established. These land husbandry works

should commence soonest as they are critical to control siltation of the reservoir and are expected to reach their

full effectiveness only after one or two seasons.

Also at Nyanza-23, the contract for the construction supervision firm (Artelia/Someah) should be amended from

the current nine months to twelve months, in order to cover the entire construction period through to December

2013.

The mission reviewed phase 1B sites feasibility studies and is pleased to find that efficient storage sites have

been identified, especially at Kayonza-4 and other cost saving features (alternative lining method, cropping plan)

are being proposed. The reports show economic viability of the water harvesting and irrigation infrastructure at

both Kay-4 and Rwa-5. Using a 100 year return period for spillway sizing is considered the absolute minimum,

and it is recommended to rather use 200 years routed flood instead. While the cost increases of such a change are

considered minor, the hydrological risk during the 50 year design life of the dam is reduced from 39 % to 22 %.

The project should also determine the return period for a zero freeboard, i.e. water level at dam crest. Prior to

tendering, the project should submit detailed designs for Bank concurrence. The mission discussed and agreed on

tender structure for both sites and discussed ways to increase tender outreach and encourage more competition

(e-mail alerts to existing long-list of construction firms, notifications of embassies in Kigali, encouragement of

joint ventures).

The mission acknowledges the significant challenges experienced by LWH and RSSP projects in retaining

contractors for dam construction - only two national firms with relevant prior experience and very limited

interest from foreign firms so far. Hiring road construction firms without prior experience in dam construction

would be conditioned on them partnering up (joint venture or sub-contractor) with firms experienced and well

documented references in this field as well as daily earthworks commensurate with the specifications of each

site.

The mission reviewed all available data for phase 1-C fast-track sites of Base, Muyanza, Nyamukana and

Nyarubogo. Based on the information provided, Muyanza and Nyarubogo appear to be the most promising and

with least constraints or possible conflicts. However, it is recommended to (i) check and re-calculate

embankment volume at Muyanza site as it appears to be too high for a 12-14 m dam (ii) keep both dam locations

at Nyamukana in parallel through the feasibility stage, as embankment volume and command area for site 33a do

look promising while the new dam site in a narrow valley section 2 km downstream has some interesting

features as well, (iii) decelerate Nyarubogo site from fast-track to part B because of apparent water quantity

issues (extremely low baseflow) and possible competition with an existing RSSP scheme downstream, all of

which merits more careful investigation, (iv) decelerate Base site from fast-track to part B because of apparent

35

flooding issues which need to be studied carefully by the consultant and the possible impact on the downstream

hydropower project (Base 1 and Base 2) needs to be fully quantified. It was also agreed to bring the Rugabano

site to feasibility study.

If the project wishes to proceed with approx. 800 - 1000 ha per consultant team for part-A fast-track (designs

ready early next year), it might be advisable to retain one or two promising stream diversion sites. This carries

the advantage of being able to top up, at a relatively lower unit cost, whatever dam based command area will be

financed from the additional financing once the exact amount of available resources become known and actual

construction costs for upcoming tenders are locked up in contracts. It also allows to respond flexibly in case of

unexpected cost increases at Muyanza during feasibility and design studies.

Data collection (rainfall, runoff, sediment yield) is ongoing at a total of 10 sites. The data collected so far

provides important information needed for system design as well as for monitoring of soil erosion. The sediment

yield data presented to the mission is encouraging and it is recommended to continue the exercise in order to

establish a long-term trend. With the plan to establish data collection at ten additional sites, procurement of

equipment and construction should be expedited.

To date, WUAs have been established at six sites and 60 farmers have been trained on key WUA functions prior

to scheme commissioning, which is good practice. The Karongi District Irrigation Steering Committee has been

formed, N-23, K-12 and K-13 WUAs have been registered with their respective districts and registration with

RGB is ongoing. For WUAs in schemes currently under construction, more O&M training is needed according

to the O&M plans already developed.

Following a study of different management models for hillside irrigation, MINAGRIs concluded that in the

short-term, service provider O&M carries the least risk of failure at new hillside schemes. The project has

prepared ToRs for O&M services. While the TORs cover most relevant aspects of irrigation service provision,

the mission is concerned that bunching irrigation services under one contract with extension and marketing

services. This carries the risk of replicating the phased-out coop-model for irrigation O&M, which was found to

put most emphasis on marketing activities and lead to a neglect of irrigation infrastructure. After reviewing the

TORs, the O&M services should be tendered.

3 year work plan for sub-components B2 and B3 until end of project The overall work plan for sub-components B2 and B3 for the remainder of the project was updated during this

mission. It is important to track progress against this work plan, detect slippage and take remedial action if

necessary.

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Follow-up on recommendations from the January 2013 MTR

MTR recommendation No. 1

Project should decide on the re-allocation amount to component B, by 15 February 2013.

Mission follow-up Re-allocation has been formalized in the restructuring paper.


Based on results of pre-feasibility study for Phase-2 sites, select remaining irrigation sites needed to achieve end

of project target on area developed for irrigation by May 2013.

Mission follow-up Remaining site (Muyanza) pre-selected and confirmed during this mission.


Provide training of WUAs on their principal functions at all phase 1A sites, including O&M fees based on a

realistic costing of O&M plans, by June 2013.

Mission follow-up Project staff conducted extensive training of WUA members on organizational and financial management, roles

and responsibilities of WUA officials as well as conflict resolution. Training on water management and system

operation and maintenance still needs to be conducted.


Prepare terms of reference for O&M services at Nyanza-23 and Karongi-12 and Karongi-13 irrigation schemes,

by May 2013.

Mission follow-up Terms of reference have been prepared by June 2013 but require revision and updating.

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Complete studies and tender documents for Gatsibo-8, Rwamagana-34, Rwamagana-35 and Kayonza-4, by July

2013.

Mission follow-up Feasibility studies were completed in June, and detailed designs and tender documents are expected in

July/August 2013. This work is six months behind schedule due to delays during procurement and

implementation.

July 2012 recommendation No. 4

Finalize procurement of contractor and supervision firm for Karongi-12 and Karongi-13 by November and

commence construction by December 2012.

Mission follow-up The civil works contract was signed on 24 December 2012, and mobilization and site installation commenced on

7 January 2013. Works started only in April 2013 with the arrival of the construction supervision firm.

July 2012 recommendation No. 7

Recruit additional experienced irrigation engineer by October 2012.

Mission follow-up The selected candidate has reported for work in February 2013, and is currently posted at Karongi command area

construction site.

aide memoire implementation support mission rw, 15-26 … · a study tour of 167 extension lead...

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