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ChoiceProjects

African Development Bank

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Preamble

1 Mali: Education Project III

2 Morocco: Railway Rehabilitation Project Sidi Kacem-Meknes Section

3 Sierra Leone: Health Services Rehabilitation Project

4 Madagascar: Communicable Diseases (HIV/AIDS, STI, Tuberculosis) Control Support Project

5 Tunisia: The Classified Roads Network Development Project (Phase II)

6 Tanzania: Agricultural Produce Marketing Sector Development Program (APMSDP)

7 Uganda: Lakes Modernization Program

8 Rwanda: The Gitarama Official Technical School (Technical Secondary -ETO)

9 Burkina Faso: Decentralized and Participatory Rural DevelopmentProject (PDRDP/BK) Bazega and Kadiogo Provinces

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The African DevelopmentBank (ADB) Group’s opera-tions are driven by majorobjectives that focus on pro-moting sustainable econom-ic growth and poverty reduc-tion in its regional membercountries (RMCs).

To this end, since 1967, theBank Group has financed, often in collaboration with other multilateral institutions orbilateral donors, close to 3,100 development projects and programs totaling approxi-mately US$ 56 billion.

In its project financing, the ADB has increasingly focused on regional economic cooper-ation and integration, and, in particular, the promotion of regional infrastructure. In 2006,the institution celebrated a major milestone. It signed its largest loan agreement ever –US$ 500 million to help Egypt’s efforts to reform its financial sector.

The nine projects presented in this brochure are nei-ther a representative sample nor a definitive list ofour best projects. Rather, Choice Projects is a snap-shot of what the African Development Bank does toenhance the collective drive to build a more prosper-ous Africa. It was produced by a team of ADBExternal Relations and Communications staff led byEric Chinje and including Mansour Ndir, MagatteWade, Felix Njoku, Lotfi Madani, Joachim Arrey, SalaPatterson, Laetitia Yattien-Amiguet and IsmaelIbrahim, with contributions from Task Managers andstaff in several field offices.

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Preamble

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Why choose this project?

The Mali Education Project III is held up as an example ofdevelopment success by the Malian Ministry of NationalEducation and is generating much interest among Malian

youth. Furthermore, the project complements the interventions of other developmentpartners, on account of the originality of the activities undertaken within the projectframework.

Project outputs include:

• construction and equipment of two Teacher Training Institutes (IFM) at Gao andSevare; rehabilitation and equipment of the Dire IFM; construction and equip-ment of 11 Pedagogical Training Centers in these three areas;

• construction of 3 Vocational Training Centers (CFP) in Gao, Mopti and Segou;

• construction and equipment of 9 women's Apprenticeship Centers (CAFÉ) estab-lished in Nioro, Koro, Rharaus, Bourem regions, commune 5 of Bamako, Bla,Nara, Kidal and Koutiala; and,

• rehabilitation and equipment of 4 offices of the National Girl's Enrolment Unit(CNSF).

In addition, the Ministry of National Education has benefited from numerous trainingcourses that contribute to the enhancement of the government's capacities in the sector.

Financing

The Mali Education Project III was approvedon 20 November 1997 and signed on 17December 1997. The UA 10 million* loanbecame effective on 12 April 1999, for an ini-tial period of five years. The final disburse-ment date was extended to 31 December2006. All loan conditions have been fulfilled,and the physical implementation rate isapproximately 99.5%. Total project cost isUA 11.11 million, of which 10% (UA 1.11 mil-lion) represents the contribution of theGovernment of Mali. The disbursement rateis approximately 95%.

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Mali: Education Project III

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Reasons for Success

The project addressed issues such as the quality ofteaching and capacity building in the education sys-tem. This is a part of efforts to strengthen pastachievements (e.g., extending education coveragethrough the construction of educational infrastruc-tures) and to improve the implementation of currentand future activities (capacity building in planningand management).

Challenges and Constraints

The principal constraint was the limited resources in the face of extensive need. Strikinga balance between quality (which requires the availability of facilities and learning mate-rials) and quantity (accessibility) constitutes a challenge which the government muststrive to meet.

Project Specificities

Through the construction of 3 IFPs (Vocational training institutes), the project enabled thedevelopment of vocational technical education, a strategic innovation as regards pover-ty reduction. After undergoing quality vocational training and obtaining a certificate,young people are prepared for practicing trades. Furthermore, the project built a numberof CAFÉ (women's apprenticeship centers) where female school drop-outs and illiteratewomen learn trades. This activity, which contributes to women's development, wasrequested by the communes that did not receive any CAFÉ.

Added Value

The project's added value lies in the decentralization of high level vocational trainingopportunities, which helps build skills among young people.

Stakeholder Reactions

The Academy directors say that they are“Proud to be the first to have an IFP in theirregion.” Parents bringing children from morethan 1,000 km away for enrolment do so, “forour children to benefit from the vocationaltraining." The Project Officer said: "The projectis a great success; the benefits can be seenwith the naked eye." As for the Malian Ministerof National Education, Mr. Mamadou LamineTaore, he noted that, “To-date, the perform-ance of the Education III-ADF project in thedevelopment of our education system speaksfor itself."

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Project Prospects

The project forms an integral part of the govern-ment's ten-year Education Plan (PRODEC). Assuch, continuity (the consolidation of gains) willbe achieved through joint actions, in particularthe implementation of the teacher and systemmanagement personnel training plan, promotionof the education of girls and women, etc.Sustainability is guaranteed through the objec-tives currently being pursued at the sector level.

Project Team

Task manager: Ann Dao Sow, OSHD.1Task Manager: Makhete CisseDivision Manager: Etienne Judicael Porgo, OSHD.1Director: Alice Hamer, OSHDCountry Economist: Theophile Guezodje

*.UA 1= USD 1.48004= BIF 1 559.63 on 8 August 2006

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The project aims to improve rail-way infrastructure and facilitiesin Morocco through the rectifi-cation of the layout of the SidiKacem-Meknes section. Theproject has four components:renewal of the Casa-Meknès,Casa-Fez-Oujda and Rabat-SidiKacem sections; renewal, recti-fication and doubling of thetrack between Sidi Kacem andMeknes; renewal and reinforce-ment of the electric tractionfacilities and doubling of thetrack of the Kenitra-Sidi Slimane section; and, rehabilitation of therolling stock and modernization of the signalling and telecommuni-cation facilities.

The project was approved on 2 December 1996 and was signed on20 May 1997. Prior to any disbursement and following approval by the Bank's Board ofDirectors of the new financial products, the Moroccan Government submitted a requestto the Bank for the transformation of the initial rate into a floating rate and for the US dol-

lar to be the single currency This was the subject of anamendment to the loan and guarantee agreements, whichbecame effective on 30 August 1999.

Financing

Total project cost is UA 196.83 million, co-financed on aparallel basis by the ADB, EIB, BIRD, the France-Moroccobilateral agreement, the Morocco-Spain bilateral agreementand the National Railway Corporation (ONCF). The cost ofthe Bank-financed component is USD 81.5 million or UA60.41 million, representing 30.70% of the total project cost.

Reasons for success

In terms of physical implementation, the project is finished.At completion, the financial implementation rate was 86%,

showing a surplus of approximately UA 8 million on account of the savings made duringcontract negotiations.


The project comprised several complex works such as the Borj Moulay Omar Tunnel,whose construction largely accounted for the delay in delivering the completed proj-ect. The Borj Moulay Omar Tunnel witnessed work stoppage due to technical prob-

Morocco: Railway Rehabilitation Project

Sidi Kacem-Meknes Section 8

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lems caused by the unstable nature of the sub-surface which, in turn, led to a mas-sive landslide. This resulted in the cancellation of the initial contract and the revisionof the bidding documents taking into account a new, more suitable excavationmethod.

The new documents were approved by theBank and the invitation to bid was publishedin newspapers on 16 July 2002; instructionswere given to the contractor on 10 April 2003.Taking into account the 15-month executiontime-frame, project completion was envis-aged for the second half of 2004. The projectsuffered from another landslide over 500m atthe entry to the tunnel in addition to the needto finish the tunnel walls in order to open totraffic. To this end, ONCF accordinglyreviewed its implementation schedule andsubmitted a request for an extension of thefinal disbursement deadline to 30 June 2005.The request was approved by the Bank on thebasis of the technical justification of the delay.This extension made it possible to completethe project and meet the original objectives.


To set up the catenary, the project engaged two operators to install the superstruc-tures and the overhead wires. The respective sections, rectification and doubling ofthe track, were divided into eight points along the alignment. This required that, onthe one hand, the catenaries should be of the same type and, on the other, that thetwo contractors are present at the same time at each crossing point.

NCF feared for conflicts of interest and work schedule constraints that could haveadversely affected the implementation of the project. In light of the foregoing andgiven that the contracts had not yet started, the corporation issued a memorandumof understanding signed by the three parties for the work to be undertaken by thefirst group in place of the second. The provisions of the memorandum were approvedby the Bank subject to their inclusion in an amendment.

Beneficiary Reactions

Mr. Mohamed Rabie Khlie, General Manager of ONCF, explained that, “This projectfalls within the framework of the Moroccan railway network development strategy,designed to make the railroad a socio-economic development tool and a means oftransport for the future.

“It aims at improving and absorbing the increased passenger and goods traffic on theCasablanca-Fez strategic route and will enable the launching of regular services onthis itinerary which will take 3h15 min. It will also result in the improved safety and

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regularity of railway traffic, through the eliminationof level crossings at rail-road intersections andthe reduction of travel times between Sidi-Kacemand Mekenes.

“Also, the doubling of track that was commissionedon 30 June 2005 will generate savings in terms ofrailway infrastructure servicing and maintenancecosts.”

Mr. Chbihi Mustapha, a passenger at the Sidi KacemStation said: "I do the Sidi Kacem-Meknes trip twice aweek, it's much better now. Since the construction ofthe second track and the tunnel, the trains no longerstop several times for four to five minutes, it's a directtrip and we save a lot of time."

Driss, a coffee shop waiter at the Sidi Kacem Stationremarked: ''I've been here for five years and since thearrival of the second track, people are no longer com-plaining. Moreover, since the renovation of the station,there is more safety and comfort; customers are more atease and it's good for business."

Mr. Abdelaziz Hadjib, head of the railway freight centre at the Sidi Kacem Stationsaid: “There are three improvements. In terms of fluidity, half the time is being savedon the Sidi Kacem-Meknès section since the end of the nineties; hence, travel timeis 40 min. in 2004, compared to 1h20min. before, and 55 minutes compared to1h30min for the goods trains. In terms of traffic clearance, there is a 90% reductionin waiting time. Finally, thanks to the renovation of the station, passenger servicequality has improved considerably."

Mr. Saïd Abou Taleb, the Station Master at Meknes noted that, “Traffic has becomemore fluid and more regular, hence there are fewer complaints due to delays andwe're attracting habitual road users; there was a 14% rise in our revenue between2003 and 2004 and as much between 2004 and 2005. We plan to improve servicequality further by acquiring - this is now possible- double-deckers. In time, the wholeproject will reduce the Casa-Fez travel time by more than one-third to 3h15mininstead of 4h30min, and put in place speedy shuttles between Meknes and Fez just

like those of Casa-Kenitra."

Partner Reactions

Mr. Abdellah Chebraoui, a works control clerkwith ONCF Meknès, observed that, "Within theframework of the doubling of the track and theelimination of railroad intersections, we have, interms of structures, constructed 119 small units,26 big units and 3 tunnels. We are building on

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experience that will influence new projects in terms of research, programming andtime-frames. We hope that by the end of the project in Fez, we will increase train fre-quency from 20 to 62.”

Mr. Abdelhamid Zayed, Project manager, ONCF, Rabat said that, “Among the mostpositive points, it should be noted that in terms of renovation modern techniques, wehave learnt new methods of construction; for instance how to integrate a structure(tunnel, highway bridge and railway bridge) into the urban landscape (in this caseMeknès) with minimum disturbance of its activity. Another conclusive example: TheBordj Moulay Omar Tunnel is the second tunnel for tracks built since Morocco'sindependence in 1956."

Task Manager Viewpoint

Task Manager, Abdelkrim Bendjebbour noted, "The project was delivered to me aftera meticulous assessment such that the execution was carried out with absolute costcontrol. The delay incurred by the project due to soil conditions remains technicallyjustified. At the purely technical level, the project was a learning experience both forthe ONCF and the Bank, because of the constraints that appeared during the con-struction of the layout and reflections carried out jointly by the Bank and ONCF, in abid to resolve them. The technical efforts of the ONCF and the professional flexibili-ty of the Bank often led the two partners to reach agreement and find optimum solu-tions within very short time-frames”.

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Why choose

this project?

The social costs of the drawn-outcivil strife in Sierra Leone are partic-ularly high. Nearly 75% of the healthcare services -some 415 care facili-ties, including 15 hospitals and 150primary health care centres- are nolonger operative, their buildingshaving been destroyed, equipmentand supplies vandalized and per-sonnel lacking. Indeed, health caredelivery ceased in the rural areasand in most urban areas followingthe systematic and massive destruction of the social infrastructure in the country.

The Bank's strategy is to contribute to the re-establishment of social services. Inthe health sector, the idea is to restore and reinforce the existing system of healthcare services through the rehabilitation of existing facilities and the improvement ofhealth services management, in order to provide quality care to the majority of cit-izens.

This strategy takes into account the decisive measures taken to restore peace andconfidence in the rule of law; to revive the economydevastated by war, reduce poverty, and to rehabilitatethe economic, social and material infrastructure. Theintervention is also in keeping with the Bank GroupVision which takes into account post-conflict assis-tance policy guidelines. It also provides useful lessonson the implementation of Bank- financed projects in apost-conflict environment.

The project includes the following

components

i) personnel training in life-saving techniques, strengthening of the essentialdrugs program, and rehabilitation and re-equipment of three large referralhospitals (Connaught Hospital, Princess Children's Maternity Hospital(PCMH) and Children's Hospital) which provide tertiary and secondary care,and of 5 primary health care centres (Clinetown Clinic, Ross Road HealthCentre, Jenner Wright, Kissy and Regent Health Centres) in the westernregion;

ii) strengthening health services management; and,

Sierra Leone: Health Services

Rehabilitation Project12

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iii) strengthening the NationalEssential Drugs Programadhering to the CSP forSierra Leone (2000-2004)which proposes a medium-term operations strategy ofthe Bank Group whose prin-cipal objective is to providetargeted assistance desi-gned to revive the economy,create jobs and rebuild thecommunity and physicalinfrastructure.

Financing

To contribute to the re-establishmentof basic social services in SierraLeone, the Board of Directorsapproved an ADF grant of UA 10.5 million for the Health Services RehabilitationProject on 6 March 1997. The loan became effective on 16 December 1999, 17months after its signature, as a result of the civil war. The government was able tofulfil each of the seven additional conditions defined in the loan agreement, despitethe difficult context.

Reasons for Success

The project contributed to the achievement of the sector goal, namely improving thequality and availability of health services in Sierra Leone. It has achieved the goal ofimproving health care delivery systems despite the major challenges posed by anextensively damaged economy and seriously degraded social services. Indeed, qual-ity health care service delivery will enable the country to accelerate its progresstowards achieving the Millennium Development Goals, in particular those concerningthe health sector.


Although the project was approved in March 1997, its implementation only began inmid-2001 owing to the resumption of the civil war. The Sierra Leone Government hadsigned two service agreements with United Nations institutions. The first agreementwas signed with WHO in June 2000 (then amended in September 2001) for the devel-opment of a specialized training scheme and the strengthening of the NationalEssential Drugs Program implemented under the project. WHO provided a drug qual-ity control expert and an expert in the management of drugs and other medical sup-plies; organized the training of hospital administrators and personnel of the Ministryof Health in hospital and financial management; established links with the WestAfrican Health Organization; and, produced policy documents envisaged by the proj-ect that relate to the pharmaceutical and local drugs sub-sector in Sierra Leone.

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The second service agreement was signedwith UNOPS in April 2001 for the manage-ment of the rehabilitation of three hospitalsand five health centres financed by the proj-ect. Under UNOPS management, the con-tracts relating to the five health centres weresigned on 9 September 2002 and these cen-tres were entirely rehabilitated and commis-sioned in August 2003. Work concerningthree hospitals (Connaught Hospital;Princess Christian Maternity Hospital(PCMH) and Children's Hospital) which wasstarted in September 2003 was completedand reopened in June 2006.

There were significant delays in the procurement and delivery of the medical equip-ment, especially for the three referral hospitals. These delays were due to slow trans-port and customs clearance procedures. All of the key activities defined in theappraisal report were implemented. Other project outputs concerning civil works inthe three hospitals exceeded the targets set at appraisal. This includes the con-struction of additional buildings such as administrative blocks, fences and externaltoilets for visitors. The training scheme envisaged at appraisal was also revised, totake into account current health sector needs such as training in the management oftraumas and other life-saving techniques.

Sustainability

The absence of human resource development programmes and an effective mainte-nance system, and the misuse of the rehabilitated facilities - especially the three hos-pitals- could affect sustainability. With assistance from the African DevelopmentBank, the World Bank and the European Union, the government is striving to rein-force the human resources intended for health sector development. Priority is beinggiven to effective management and sustainable maintenance of health facilities,especially those rehabilitated and re-equiped under the project.

Added Value

The project supported policies likely to consolidate peace and restore quality healthcare delivery under the government's national recovery program. It also aims torevive the basic social services and restore health sector credibility by supportingmechanisms capable of providing quality health care and extending access to suchservices in an equitable, transparent and responsible manner. The project has con-tributed to peace building, increased democracy dividends, contributed to the dropin morbidity and mortality rates, and helped lift nearly 1.7 million people out of pover-ty. Women and children now have better access to quality health care, with prioritybeing given to information and reproductive health services.

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Reasons for Success

Good project performance over a five-year period, despite the difficult context of apost-conflict country, reflects the firm determination of the authorities to ensure thatexecuting agencies implemented the project activities within the prescribed time-frames.

Sierra Leone has a long-standing tradition of participation and consultation and thedecentralization of services is under way. Joint action was undertaken to incorporateappropriate aspects in the project design. They include the representation of benefi-ciaries in hospital and health services management boards; the independence of thehealth services management; close cooperation with the senior officials of relevantministries and civil society during the project preparation and appraisal phases; and,capacity building of the Ministry of Health and Sanitation (MOH&S) to direct andmanage development projects likely to foster ownership by local populations.

Moreover, all of the project activities were undertaken in close cooperation with theMinistries of Health and Finance and project area communities. With the assistanceof development partners- the African Development Bank, the World Bank, theEuropean Union and WHO, the government is working to strengthen humanresources so as to ensure complete quality health care delivery through the EssentialDrugs Program, the Finance Division of the Ministry of Health and Sanitation, theManagement Boards of the Hospitals and Health Services and the managementteams of the district health services.

Although the envisaged, supervision missions were suspended because of the spo-radic outbreak of civil conflict, the implementation of the project was remarkable.Despite the difficult context of a post-conflict country, the deterioration of the econ-omy, the weak public institutions and variable peace, among others issues, the proj-ect was evaluated at least twice per year during the five year-period.

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Project Team

Coordinator of Project Activities: Pap J. Williams Country Economist: J. Ndenzako Disbursement Officer: J. Gandhi Environmentalist: Eugene Shannon Division Manager: Mohamed Youssouf Department Director: Zeinab El-Bakri

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The objective of the project is to make bloodtransfusion safe and improve the population'saccess to preventive and curative careagainst communicable diseases, notablyHIV/AIDS, sexually transmitted infections andtuberculosis.

The project consists of: putting in place anoperational blood transfusion network;improving public access to preventive servic-es, diagnosis and treatment of communicablediseases (HIV/AIDS/STI, tuberculosis andhepatitis) through voluntary and free screen-

ing centres; biological follow-up of people living with the virus; the diagnosis and man-agement of tuberculosis; and, the building of national capacities in epidemiological sur-veillance and alert.

The expected outcomes of the project are: reduction of the incidence of diseases trans-mitted by blood; strengthening the prevention of and the fight against HIV/AIDS, sexual-ly transmitted infections and tuberculosis; and, sensitization and behaviour changeamong the population that is conducive to breaking the chain of transmission.

Financing

Total project financing stands at UA 11.60 million, of which UA 6 million is an ADF con-tribution.

Reasons for Success

Assessment indicators of success for 2007-2010 are an increase in the rate of condomuse; an increase in the proportion of the populationwith access to free and anonymous screening from50 to 100% in urban areas and from 0 to 50% in ruralareas; and, safe blood and blood products were dis-tributed in 100% of establishments.

Verifiable indication of success will be a halved inci-dence of AIDS and STI and a reduced incidence oftuberculosis from 117 to 90 cases per 100,000inhabitants, by 2015.

Added Value

The project will provide solutions to the currentsituation of high risk for HIV, hepatitis and syphiliscontamination by blood, while making availableand accessible blood and blood products in suf-

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Madagascar: Communicable Diseases

(HIV/AIDS, STI, Tuberculosis) Control

Support Project

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ficient quality and quantity to meet needs. Tothat end, the project will set up a decentral-ized national network of blood transfusioncentres. The project will promote voluntaryblood donation in communities, rational useof blood and blood products by health carepersonnel, and the observance of hospitalhygiene and injection safety.

For the prevention, control and fight againstAIDS/STI and tuberculosis, the project willbuild the existing capacities for prevention,biological and clinical diagnosis, patient mon-itoring and overall management and epidemi-ological monitoring of the diseases con-

cerned. It will be involved in the process of the decentral-ization of AIDS and tuberculosis control activities. The proj-ect will finance the expenses related to the organization ofnational media campaigns on AIDS/STI and tuberculosis.

The project will also be involved in promoting accessibilityto anti-retrovirals and specific antibiotics and the training ofreferral centre health personnel of both AIDS/STI and tuber-culosis. It will provide the resources necessary for the con-duct of nutritional activities for people living with HIV(PLWHIV). The technical departments involved in the fightagainst communicable diseases -DLMT, DREP, Directorate-General for AIDS Control and the Department ofLaboratories and Pharmacies- will be also reinforced.

Constraints and Challenges

Past ADB operations in Madagascar reveal possibilities of multiple risks. In 2001,the overall performance of the Bank Group portfolio showed that over 50% wereat-risk projects. This overall poor performance is due to delays incurred in satisfy-ing the loan conditions, insufficient mastery of Bank rules on goods and servicesprocurement, low loan repayment rates and slow disbursement of counterpartfunds.

The risk of delays in structural reforms could constitute a major obstacle to thesmooth implementation and success of the project. Absolute priority must be givento the institutional reforms envisaged and to thereinforcement of the executing agencies withdecentralized services which have the means tocarry out their tasks.

The lack of anticipation and adaptation of the budget-ary allocations of the State to the development of theinfrastructures and human resources constitutes

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another risk. This risk will be reducedif the trend to increase the health sec-tor budget increases. However, asHIV/AIDS control is considered a pri-ority in Madagascar, this risk will bereduced.

Finally, a net reduction in the pur-chasing power of households couldaffect their effective contribution tohealth expenditure financing withinthe framework of the implementa-tion of the health services anddrugs cost recovery policy.

Project Prospects

The public awareness campaigns conducted under the project should contribute toenlist the support of beneficiaries to finance part of their health expenditure andthus perpetuate project activities.

Project Team

Task Manager: Moussa Coulibaly Country Economist: Ferdinand Bakoup Disbursement Officer: Noel Orbe Environment Officer: Eugene Himie Shannon Division Manager OSHD3: Tshinko, Bongo Ilunga Director OSHD: Alice Hamer

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The classified roads network developmentproject in Tunisia (Phase II) representsexemplary Bank project implementation.Within the framework of the annual BestPerformance Award, it was selected by theindependent Operations EvaluationDepartment (OPEV) as having the highestrating for the year 2006. Indeed, it presentsexceptional characteristics in terms ofdesign and implementation, and is anexcellent example of development effec-tiveness in the continent. The project

obtained high ratings in all categories of the independent evaluation of OPEV,in particular relevance, efficacy, efficiency, viability, and, impact (in terms ofinstitutional development and monitoring and evaluation).

The project consisted of the development of 981 km of road to the benefit ofthe population of 21 districts in Tunisia. Executed by the Tunisian Ministry ofEquipment and Housing, the project took place over 36 months.

Financing

The African Development Bank granted a loan to the Tunisian Ministry ofDevelopment and Co-operation for UA 85.3 million (approximately US$ 130million) on 6 September 1999. The project, co-financed by the government ofTunisia, was completed on 31 December 2003.

Reasons for Success

All the project objectives were achieved, with981 km of road upgraded in the targetedareas, ahead of schedule. The Bank's contri-bution was appropriately timed and directlymet the needs of the Tunisian population.

The success of the project is due partly to thehigh institutional capacity of the Tunisian gov-ernment and the high level of commitment ofthe executing agency. Monitoring and evalua-tion activities were conducted regularly,including the preparation of the project com-pletion report. Project design and implemen-tation benefited from experience gained dur-ing the preceding phase of the program. Theproject also received an annual budget appro-priation for road maintenance.

Tunisia: The Classified Roads Network

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Success is due also to the regulari-ty of Bank supervision missionsand rapid feedback from the insti-tution on problems identified in thecourse of implementation.

Added Value

The project has contributed to jobcreation and private sector expan-sion by facilitating the marketing ofagricultural produce in the areaswhere new roads were built. (Theeconomic rate of return of the vari-ous road sections ranges from 14%to 121%.)The project also led to the

creation of temporary jobs during the implementation period and providedadditional sources of income to project beneficiaries.

The project has also facilitated the revitalization of the tourism industry andaccess to the country's rural areas. It has given women better access to thecanning and textile industries In remote areas that are now linked up, the proj-ect has reduced transport costs and travel times.


The extension of the present networks and connecting to neighbouring coun-tries remain a challenge.

Project Prospects

As this project has been a remarkable suc-cess story, a monitoring project, Phase III, isunderway involving 1,025 km of road and aloan of approximately US$ 150 million; and,Phase IV, which involves 1,256 km and aloan of USD 200 million, has already beenlaunched.

Reactions of Beneficiaries

Mr. Abdeljellil Jatlaoui, Director of Studies atthe D.G. of Civil Works, Tunisian Ministry ofEquipment said: “Several monitoring andevaluation missions were carried out jointlyto ensure that the project was squarely inline with the objectives. It is a good exampleof total collaboration between the Bank andthe Tunisian government.”

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A taxi driver on the road comment-ed that, “This road was so bad thatvehicle maintenance costs wereenormous, in addition to the poorsafety conditions including in badweather. Thanks to the lighting,even night-time now looks like day-time!"

Citizens in the Dar Faddal District, inthe Ariana governorate, near Tunisobserved: “The dual carriagewaywhich links the major urban centreshas revitalized economic activity, trade, industry... Everything has changed!Before, it took one hour to reach Tunis. It now takes just about ten minutes!"

Task Manager Viewpoint

Juste Rwamabuga: "Thanks to this project,Tunisian road construction companies havestrengthened their competitiveness, which hasenabled some of them to win international con-tracts.”

Abdou Salam Ba: "The success of this project isdue mainly to its design, preparation andappraisal carried out within the framework ofclose cooperation between two partners, name-ly the Bank and the Directorate-General for CivilWorks of the Ministry of Equipment of theRepublic of Tunisia."

Modibo Sangare: “Beyond itsgood design, throughout theimplementation of the project,we were always listening to the'client' by adopting a proactiveattitude in the resolution of theproblems encountered (worksite management, disburse-ments, etc.). Of course, oneshould not forget the major roleplayed by the executing agency,the Directorate-General for CivilWorks (DGPC) at the Ministry ofEquipment, which displayedgreat competence and masteryin the management of the 47project sites."

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Project team

Disbursement Officer: Mr. Christian Diguimbaye, FFC03Civil Engineer: Mr. Abdel Karim Ben Djebbour, ONIN3Task Manager/Economist: Mr. Abdou Salam Ba, OINF2Task Manager/Transport Engineer: Mr. Modibo Sangare, OINF2Division Manager: Mr. Juste Rwamabuga, OINF2Director, African Water Facility: Mr. Kordje Bedoumra Director: Mr. Gilbert Mbesherubusa, OINF

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This program illustrates how the capacities oflocal communities can be built into the designand execution of civil works (service roads andmarkets) and the promotion of sustainableactivities. The program is designed to enableactive stakeholder participation and producetangible results that make a difference in thedaily lives of the population. Furthermore, theprogram has begun to contribute significantlyto poverty reduction in the area by improvingaccess to markets and the prices of agricultur-al produce-- household incomes haveincreased and health centres have becomemore accessible.

In the long term, the program aims at increasingthe incomes and food security of the poor living inrural areas in the commercial zones of the Northand the South of Tanzania (in 38 districts). In themedium term, the program aims to improve thestructure, management and performance of theagricultural produce marketing sector in order toprovide financial incentives to market actors andreduce transaction costs.

To achieve these objectives, the following meas-ures are envisaged:

(i) facilitate the establishment of suitable policies, laws and regulations,improve market information systems and institutionalize the monitoringand analysis of the impact of the policies at the national and local admi-nistration level;

(ii) make smallholder, small trader and manufacturer groupings autonomous;

(iii) facilitate access to credit for smallholdersfor the storage of their produce, and tosmall traders and manufacturers inten-ding to expand their activities and increa-se efficiency; and,

(iv) rehabilitate and maintain market infras-tructures, including service and accessroads to villages, strategic market places,and, warehouses for storage of produce(financed by the ADF).

Tanzania: Agricultural Produce

Marketing Sector Development Program

(APMSDP)

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The foregoing activities will be implemented through the following five programcomponents:

(i) development of an agricultural produce marketing policy (for activity i);

(ii) autonomy of producers and liaison with the market (for activity ii);

(iii) financial market support services (for activity iii);

(iv) marketing infrastructure in rural areas (for activity iv); and,

(v) program organization and coordination (to coordinate all the activities ofi to iv).

Principal outputs include the rehabilitation of 275km of rural access roads completed in eight dis-tricts; rehabilitation of 345.65 km of road in twelvedistricts; construction of two market places andthe finalization of six market places; constructionof four bridges; construction of a warehouse andrehabilitation of two others; training of 7 civil engi-neers construction, supervision and road mainte-nance; and, filing on the construction of 10 marketsbeing processed.

Financing

The APMSDP has a total program cost of US$49.26 million. It is financed by the AfricanDevelopment Fund (ADF), which extended a loan and a grant of US$ 24.36 mil-lion and US$ 1.53 million, respectively; an IFAD loan of US$ 16.34 million; a grantfrom the Irish government; and contributions from the Tanzanian government andbeneficiaries of about US$ 5.9 million.

Implementation of the fourth component is financed by the ADF The loan andgrant agreements signed by the Fund and the Tanzanian government came intoeffect on 15 December 2003. However, actual implementation started only in July2004. The final disbursement deadline was fixed at 31 December 2008.

Added value

The establishment of rural infrastructure is part of the government's povertyreduction strategy aimed at reducing the proportion of people living below thenational poverty line from 48.4% to 24.4% by 2010. To that end, the new marketplace at Kikatiti now attracts over 2,000 small and average producers and tradersdaily, compared to 600 per week at the old open-air market. Warehouse usersalso benefited as, in the past, they were used to storing only a three-month sup-ply of produce such as paddy-rice and corn. Now they enjoy a 200 % price riseowing to the fact that at the time of harvest, the prices of these produce are low.

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The rehabilitation of a 17.2km section ofroad in the Hai District has reduced trav-el time from three hours to twenty min-utes. The new access road has alsohelped to raise producer prices as testi-fied to by Shaaban Mohamed, a small-scale orange trader in the MuhezaDistrict. He was heading towards theMuheza market, carrying a basket oforanges on his bicycle, when approachedby program staff on a field mission. Whenasked the price of one orange, heanswered, “Thirty shillings.” The teammembers found the price too high.Shaaban retorted: ”Well, you've madeoranges a scarce commodity, so their price has increased. Before the rehabilita-tion of this road, we sold oranges at one shilling each. Now that the road is good,trucks and vans transport large quantities of oranges to various markets. Onlysmall quantities are left for small traders like me whose principal means of trans-port is the bicycle. The few oranges still available sell at five shillings each. Thingswere different when the orange producing areas were accessible only by bicy-cle."

We asked him to reduce the price, but he refused saying,” It is the selling priceat Muheza market, so I will not reduce it. Take it or leave it."


A number of challenges and obstacleswere encountered during project imple-mentation, in particular, the delay in proj-ect completion owing to the poor per-formance of contractors, the lack ofequipment, and the lack of liquidity thatthe contractors faced. During the secondphase of rehabilitation, the programselected more qualified contractors toresolve this problem. So far, their serviceshave been satisfactory.

The loan agreement requires local com-munities to provide a contribution repre-senting 5% of the value of each civilworks contract. The districts have difficul-ty extracting these funds from their smallbudgets, and it is one of the main obsta-cles to paying contractors.

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Project Team

National Steering Committee Chair: Mr. V Mrisho, Permanent Secretary of thePrime Minister's Office

National Program Coordinator: Mr. Nathaniel Katinila

ADB Program Manager: Mr. A. Beileh, Division Manager, ONAR.1ADB Field Manager: Mr. S. Sesay, Resident Representative of TanzaniaADB Program Officer: Mrs. Phoebe Mtambo, Senior Agricultural EngineerADB Program Officer Assistant: Mrs. Grace Kyokunda, Agro-economistADB Program Officer Assistant: Evans Ntagwabira, Infrastructure Expert

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This project, launched in November 2003, consti-tutes an excellent example of how, throughaccess to good roads, the local economy andhousehold incomes can be improved. The projectis contributing significantly to poverty reduction inrural areas, by improving market accessibility, theprice of agricultural produce and householdincomes.

The specific objective of the program is toincrease household incomes in the program areathrough: agricultural produce marketing, infra-structure development, community mobilizationand a facilitation program. The ADF financed therehabilitation of the rural roads sub-component ofthe rural infrastructure development component.

Financing

The project benefited from an ADF loan ofUA 9.67 million, an IFAD loan of UA 9.6million and contributions from theUgandan government and beneficiaries ofUA 3.10 million, for a total financing of UA22.37 million.

Reasons for Success

The project has been largely responsiblefor facilitating the transport of productsfrom producing areas to markets andconsumers in zones which, otherwise, would be remote and inaccessible.Success may also be attributed to the fact that there was a single activity - therehabilitation of rural roads- thus avoiding the issue of project components withdissimilar implementation conditions.


One of the greatest challenges faced by the program was maintaining the initialimplementation schedule, given the 30-month loan effectiveness delay. In addi-tion, the program was constrained by constantly rising costs resulting from thehuge volumes of land works and the rise in fuel prices and machine parts.

Added Value

The new roads significantly open up areas which were formerly difficult toaccess. The local authorities and beneficiary communities are very satisfied with

Uganda: Lakes Modernization

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the project and they feel that the rehabilitated roads have positively impacted theeconomy of the communities. The positive impacts cited by the beneficiaries dur-ing Bank supervision missions include the reductionof vehicle operating costs, the reduction of transportcosts, increased production (of nearly 300%) andincreased access to markets.

This Program has also enabled the Ugandan govern-ment to achieve its agricultural produce marketinggoals as envisaged in the Agriculture ModernizationPlan and the Poverty Eradication Action Plan whichare the engines of the country's national policy.

Project Prospects

The ADF's rehabilitation of rural roads has proven thepositive impact that such improvements can have onagricultural marketing and the well-being of rural pop-ulations. Considering this program's success and thatof other rehabilitation and construction efforts financed by the ADF, the govern-ment intends to extend or duplicate the project in other areas in order to build onthe gains already made.

Project team

Bank Program Officer: Alex Mend, Principal Agro-economistBank Assistant Program Officer: Miss Phoebe Mtambo, Principal AgronomistNational Program Facilitator: Mr. Ben Kumumanya

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The Gitarama Official Technical School (Technical Secondary School- ETO) received its firststudents on 20 November 2002. In 2005, the School trained 106 graduates for theRwandan market who are continuing studies in advanced engineering or working in indus-try as technicians or sales managers. At present, the School has 432 students, including46 girls. It is a leading school in the country with modern buildings and pubic facilitiesmatching those of the best technical schools in the world.

The project contributed to filling the shortage of qualified technicians in various fields ofspecialization, including motor mechanics, electricity, electronics, building and construc-tion.

Besides providing quality technical training to Rwandan girls and boys, the school alsoaffords opportunities to match employment and training. Similarly, partnerships are estab-lished through visits to industries, apprenticeship, student tutoring, teacher exchange pro-grammes and work-learn cycles.

Financing

The Gitarama Official Technical School in Rwanda wasfinanced by the ADB and the Government of Rwanda withinthe framework of the Strengthening of Technical andVocational Education Project II, which was completed in 2002.

Reasons for Success

By establishing successful partnerships with the private sec-tor and combining training with income-generating activities,the school has gradually created conditions for self-reliance,thus ensuring sustainable development for the benefit ofRwandan.

Added Value

Through training received at the School, students innovate and apply new technologies tosolve community development problems such as honey production and bee-hives; and,the construction of manure pits to transform human waste into methane, thus reducingwood consumption and easing pressure on the environment. Moreover, thanks to the com-puter room equipped with the latest communication and information technologies, stu-dents make intensive use of 3D technology to design components of the goods manufac-tured in their workshops.

Project Prospects

The Gitarama ETO is a powerful example of the potential contribution of a Bank operationto the Government of Rwanda's vision for technology-driven, national socio-economicdevelopment. It made possible the implementation of a policy of innovation and nationalscientific technology through technical training in August 2005.

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Official Technical School

(Technical Secondary -ETO)

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The PDRDP/BK Project became effective on 27 March2002. This project is considered successful by both thenational authorities and the Bank for pioneering the appli-cation of the decentralization guidelines and the imple-mentation modalities of the participatory approach. Inaddition, the implementation unit exhibited mastery of theBank procedures in this area. The areas of intervention ofthe project include the improvement of production sys-

tems, natural resource development and management, the improvement of living condi-tions, the building of local capacities, and project management.

An evaluation of the implementation to date shows:

• a net intensification of rain-fed agriculture through the development of 21 490 haof the 29,250 ha envisaged;

• an increase in the number of manure pits constructed (up to 21,490) as comparedto an initial target of 20,000;

• ownership of water and soil conservation methods; • up to 196 ha of market-gardening perimeters developed; • promotion of arboriculture on a surface area of 275 ha; • genetic improvement of animal species (cows, hens);• mainstreaming of natural forests management on a surface area of 732 ha;• promotion of bee-keeping activities through the training of 84 out of a total of 300

bee- keepers;• improvement of living conditions through the drilling of 60 new boreholes, rehabil-

itation of 15 large-diameter boreholes and wells and, in particular, through theestablishment of a manual pump maintenance system; and

• support of the local development process and capacity building for grassrootsstakeholders.

Financing

The ADF loan amount stands at UA 15 million and the national counterpart funds are UA5.24 million. The project is planned for a period of approximately 6 years. Its implementa-tion rate is currently at 54% and the disbursement rate is 52.11%.

Reasons for Success

Success of the project results from the popu-lation's mastery of intervention methodologyand mechanisms based on local project own-ership. This process will be further strength-ened with the advent of complete decentral-ization. Success is also due to improvedaccessibility to basic social services such aseducation, health and drinking water supply.

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Burkina Faso: Decentralized and

Participatory Rural Development Project

(PDRDP/BK) Bazega and Kadiogo Provinces

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Développer des activités économiques de base.


For the population and local communi-ties, challenges consist of ensuring thesustainability of project achievements,in particular the management of thenew infrastructure, poverty reductionthrough the promotion of income- gen-erating activities, and the developmentof local resources. The major con-straint concerns the capacities of thepopulations to manage their owndevelopment and mobilize local finan-cial resources.


The project has innovative characteristics both in terms of its decentralizationfeatures and its participatory approach, which calls for local project ownershipand leadership in shaping their own development.

Added Value

The decentralized and participatory rural development project of the provincesof Bazega and Kadiogo is an example of best practices in monitoring and eval-uation, and in mastering the Bank's management procedures.

Stakeholders Reactions

The local populations are reinforced by this newapproach which legitimizes their aspirations fordevelopment, while building their capacity to con-tact and negotiate with institutional actors. Thisproject serves as a strong example of local gover-nance.

Project Prospects

This intervention belongs to the generation of proj-ects that are in line with the national land man-agement and decentralized rural developmentprogram. It translates into reality the decentralizedrural development policy letter adopted by theGovernment of Burkina Faso in 2000. The policy

letter is characterized by the complete and effective empowerment of ruraldwellers; local project ownership; co-financing of development activities by thepopulation; and, basket funding as a financial mechanism unifying variousstakeholders.

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This project pre-empted the advent of decentral-ization and, thus, is in keeping with the local gov-ernance process established by the completecommunalization that followed the April 2006 localelections.

Project Team

Task Manager: Alphonse Gombé, OSAN.2 Division Manager: A. Abou Saaba Director: D. Abdirahman Beileh Country Economist: Sylvie Conde

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Alphabétisation de personnes démunies.

Annex

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AFRICAN DEVELOPMENT BANK

Angle de l’avenue du Ghana et des rues Pierre de Coubertin, Hedi NouiraBP 323 –1002 Tunis Belvédère (Tunisie); Tél. : +216 71 333 511 – Fax : +216 71 351 933E-mail : [email protected] – Internet : www.afdb.org

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