Document of The World Bank FOR OFFICIAL USE ONLY Report No: ICR00005275 IMPLEMENTATION COMPLETION AND RESULTS REPORT ON A GRANT (IDA-H7270) IN THE AMOUNT OF SDR71 MILLION (US$115 MILLION EQUIVALENT) AND ON AN ADDITIONAL FINANCING CREDIT (IDA-61840) IN THE AMOUNT OF EURO 41.8 MILLION (US$50 MILLION EQUIVALENT) TO BURKINA FASO Ministry of Economy, Finance and Development FOR A BAGRÉ GROWTH POLE PROJECT June 22, 2021 Finance, Competitiveness And Innovation Global Practice Africa West Region Confidential CURRENCY EQUIVALENTS Exchange Rate Effective March 8, 2021 Currency Unit = CFAF CFAF 552.96 = US$1 US$1.4257 = SDR 1 FISCAL YEAR July 1 - June 30 Regional Vice President: Ousmane Diagana Country Director: Soukeyna Kane Regional Director: Abebe Adugna Practice Manager: Consolate K. Rusagara Task Team Leader(s): Mahaman Sani, Michael Weber ICR Task Team Leader: Louis Akakpo ICR Main Contributor: Richard J. Carroll Confidential ABBREVIATIONS AND ACRONYMS AAA Analytic and Advisory Activities ACBP Administrative Capacity Building Project ADMP Agricultural Diversification and Market Development Project AfDB African Development Bank AFR Africa Region, World Bank APFSP Agricultural Productivity and Food Security Project API-BF Burkina Faso Investment Promotion Agency (Agence de Promotion des Investissements du Burkina Faso) BDA Bagre Development Association (Maitrise d’Ouvrage de Bagré) BDS Business Development Services CAADP Comprehensive African Agricultural Development Program CAS Country Assistance Strategy CBRD Community-Based Rural Development CEDP Competitiveness and Enterprise Development Project CEM Country Economic Memorandum CFAF CFA Franc CGAB General Budget Support Organizational Framework (Cadre General d’Organisation des Appuis Budgétaires) CPI Investment Presidential Council (Conseil Présidentiel pour l’Investissement) CPIA Country Policy and Institutional Assessment DIPAC Pilot Private Irrigation Development Project DPL Development Policy Lending EA Environmental Assessment ECOWAS Economic Community of West African States EMP Environmental Management Plan EPP Emergency Preparedness Plan ERR Economic Rate of Return ESIA Environmental and Social Impact Assessment ESW FO Economic and Sector Work Farmers’ Organizations (Associations des Organisations Paysannes – AOPs) FASBagre Bagré Services Support Fund (Fonds d'Appui aux Services à Bagré) FDI Foreign Direct Investment FIAS Foreign Investment Advisory Service FPD Financial and Private Sector Development FSR Financial Sector Review FY Fiscal Year GAC Governance and Anti-Corruption GDP Gross Domestic Product GR Grievance Redress GTZ German Company for International (Deutsche Gesellschaft für Internationale Zusammenarbeit) HDI Human Development Index ICB International Competitive Bidding ICR Implementation Completion and Results Report ICT Information and Communication Technology IDA International Development Association IEG Independent Evaluation Group IFC International Finance Corporation IFR Interim Financial Report ISP Implementation Support Plan ISR Implementation Status and Results Report KfW German Reconstruction Credit Institute (Kreditanstalt Für Wiederaufbau) KPI Key Performance Indicator M&E Monitoring and Evaluation MDG Millennium Development Goal MEBF Burkina Faso Business Association – BFBA (Maison de l’Entreprise du Burkina Faso) MIGA Multilateral Investment Guarantee Agency MOB Bagre Development Authority – BDA (Maitrise d’Ouvrage de Bagré) MOU Memorandum of Understanding NCB National Competitive Bidding NEC National Electricity Company (Société Nationale d’Électricité du Burkina Faso) NPV Net Present Value O&M Operation and Maintenance PACDE Competitiveness and Enterprise Development Project (Projet d’Appui à la Compétitivité et le Développement des Entreprises) PAD Project Appraisal Document PAFASP Agricultural Value Chain Support Project PAP Project Affected People PDO Project Development Objectives PEFA Performance Measurement Framework PFM Public Financial Management PMP Pest Management Plan PPA Project Preparation Advance PPP Public Private Partnership PRSP Poverty Reduction Strategy Paper RAP Resettlement Action Plan RPF Resettlement Policy Framework SCADD Strategy for Accelerated Growth and Sustainable Development (Stratégie pour la Croissance Accélérée et le Développement Durable) SME Small and Medium Size Enterprise SONABEL National Electricity Company – NEC (Société Nationale d’Electricité du Burkina Faso TTL Task Team Leader UNDP United Nations Development Program WAEMU West African Economic and Monetary Union WAPP West African Power Pool WFP World Food Program WUA Water Users Association TABLE OF CONTENTS DATA SHEET .......................................................................................................................... 1 I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES ....................................................... 7 A. CONTEXT AT APPRAISAL .........................................................................................................7 B. SIGNIFICANT CHANGES DURING IMPLEMENTATION (IF APPLICABLE) ..................................... 13 II. OUTCOME .................................................................................................................... 17 A. RELEVANCE OF PDOs ............................................................................................................ 17 B. ACHIEVEMENT OF PDOs (EFFICACY) ...................................................................................... 18 C. EFFICIENCY ........................................................................................................................... 23 D. JUSTIFICATION OF OVERALL OUTCOME RATING .................................................................... 24 E. OTHER OUTCOMES AND IMPACTS (IF ANY)............................................................................ 24 III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME ................................ 26 A. KEY FACTORS DURING PREPARATION ................................................................................... 26 B. KEY FACTORS DURING IMPLEMENTATION ............................................................................. 27 IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME .. 29 A. QUALITY OF MONITORING AND EVALUATION (M&E) ............................................................ 29 B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE ..................................................... 30 C. BANK PERFORMANCE ........................................................................................................... 32 D. RISK TO DEVELOPMENT OUTCOME ....................................................................................... 34 V. LESSONS AND RECOMMENDATIONS ............................................................................. 35 ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS ........................................................... 38 ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION ......................... 49 ANNEX 3. PROJECT COST BY COMPONENT ........................................................................... 51 ANNEX 4. EFFICIENCY ANALYSIS ........................................................................................... 52 ANNEX 5. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS ... 55 ANNEX 6. SUPPORTING DOCUMENTS (IF ANY) ..................................................................... 68 ANNEX 7: SUMMARY OF RESTRUCTURINGS AND COMPONENT REALLOCATIONS ................. 69 ANNEX 8: DETAILS OF SAFEGUARDS AND FIDUCIARY ASPECTS OF BAGREPOLE ..................... 71 ANNEX 9: MAP OF BAGREPOLE ............................................................................................ 75 ANNEX 10: SUMMARY OF MAJOR ASSETS BUILT BY THE BAGREPOLE PROJECT ..................... 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) DATA SHEET BASIC INFORMATION Product Information Project ID Project Name P119662 Burkina Faso - Bagre Growth Pole Project Country Financing Instrument Burkina Faso Investment Project Financing Original EA Category Revised EA Category Full Assessment (A) Full Assessment (A) Organizations Borrower Implementing Agency Ministry of Economy, Finance and Development BagrePole, Maison d'Entreprise du Burkina Faso Project Development Objective (PDO) Original PDO The Project Development Objective (PDO) is to contribute to increased economic activity in the Project Area, resulting in an increase in private investment, employment generation, and agricultural production. Revised PDO To increase private investment, employment generation and agricultural production in the Project Area. The assumption is that increased economic activity will be a result of both improved infrastructure for irrigation contributing to more successful agriculture (financed mainly under the original project) and increased private investments in the Bagré region incentivized by rehabilitated feeder roads, access to electricity and water supply, and increased opportunities for SMEs and targeted investment promotion activities. All of the above are covered by project activities. A further assumption is that increased economic activity in the Bagré regionwill lead to increased job creation in the area and that the labor intensity of the supported agribusiness activities is relativelyhigh. Page 1 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) FINANCING Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$) World Bank Financing 115,000,000 115,000,000 101,410,763 IDA-H7270 2,300,239 0 0 IDA-Q9350 50,000,000 27,483,727 25,311,269 IDA-61840 Total 167,300,239 142,483,727 126,722,032 Non-World Bank Financing 0 0 0 Borrower/Recipient 8,700,000 0 0 Local Sources of Borrowing 10,000,000 0 0 Country Total 18,700,000 0 0 Total Project Cost 186,000,239 142,483,727 126,722,032 KEY DATES FIN_TABLE_DAT Approval Effectiveness MTR Review Original Closing Actual Closing 21-Jun-2011 01-Nov-2011 09-Nov-2015 30-Sep-2017 30-Nov-2020 Page 2 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) RESTRUCTURING AND/OR ADDITIONAL FINANCING Date(s) Amount Disbursed (US$M) Key Revisions 31-May-2016 43.00 Change in Results Framework Change in Components and Cost Change in Loan Closing Date(s) Reallocation between Disbursement Categories 18-Jan-2018 81.03 Change in Results Framework Change in Legal Covenants 26-Apr-2019 101.01 Change in Loan Closing Date(s) 22-Jul-2020 110.04 Change in Results Framework Change in Components and Cost Cancellation of Financing Reallocation between Disbursement Categories Change in Disbursements Arrangements Change in Implementation Schedule KEY RATINGS Outcome Bank Performance M&E Quality Moderately Satisfactory Moderately Satisfactory Substantial RATINGS OF PROJECT PERFORMANCE IN ISRs Actual No. Date ISR Archived DO Rating IP Rating Disbursements (US$M) 01 08-Oct-2011 Satisfactory Satisfactory .74 02 09-Jul-2012 Satisfactory Satisfactory 1.78 03 31-Dec-2012 Moderately Satisfactory Moderately Satisfactory 5.84 04 28-Jun-2013 Moderately Satisfactory Moderately Satisfactory 8.07 05 20-Dec-2013 Moderately Satisfactory Moderately Unsatisfactory 8.55 06 24-Jun-2014 Moderately Satisfactory Moderately Satisfactory 23.11 07 13-Jan-2015 Moderately Satisfactory Moderately Satisfactory 25.29 08 06-Aug-2015 Moderately Satisfactory Moderately Satisfactory 32.54 Page 3 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Moderately 09 13-Feb-2016 Moderately Unsatisfactory 39.34 Unsatisfactory 10 20-Jul-2016 Moderately Satisfactory Moderately Satisfactory 46.51 11 23-Dec-2016 Moderately Satisfactory Moderately Satisfactory 50.48 12 11-Jun-2017 Moderately Satisfactory Moderately Satisfactory 63.45 13 21-Dec-2017 Moderately Satisfactory Moderately Satisfactory 78.17 14 15-Jun-2018 Moderately Satisfactory Moderately Satisfactory 92.41 15 16-Jan-2019 Moderately Satisfactory Moderately Satisfactory 98.44 16 04-Aug-2019 Moderately Satisfactory Moderately Satisfactory 103.90 17 18-Feb-2020 Moderately Satisfactory Moderately Satisfactory 105.85 18 02-Oct-2020 Moderately Satisfactory Moderately Satisfactory 115.31 SECTORS AND THEMES Sectors Major Sector/Sector (%) Agriculture, Fishing and Forestry 34 Other Agriculture, Fishing and Forestry 34 Financial Sector 11 Banking Institutions 8 Other Non-bank Financial Institutions 3 Industry, Trade and Services 55 Agricultural markets, commercialization and agri- 15 business Public Administration - Industry, Trade and Services 15 Other Industry, Trade and Services 25 Themes Major Theme/ Theme (Level 2)/ Theme (Level 3) (%) Page 4 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Private Sector Development 38 Business Enabling Environment 15 Investment and Business Climate 15 Jobs 7 Job Creation 7 Public Private Partnerships 10 Enterprise Development 6 MSME Development 6 Finance 6 Financial Infrastructure and Access 6 MSME Finance 6 Urban and Rural Development 64 Urban Development 7 Urban Infrastructure and Service Delivery 7 Rural Development 57 Rural Infrastructure and service delivery 57 Environment and Natural Resource Management 3 Environmental policies and institutions 3 ADM STAFF Role At Approval At ICR Regional Vice President: Obiageli Katryn Ezekwesili Ousmane Diagana Country Director: Madani M. Tall Soukeyna Kane Director: Marilou Jane D. Uy Abebe Adugna Dadi Practice Manager: Paul Noumba Um Consolate K. Rusagara Task Team Leader(s): Djibrilla Adamou Issa Mahaman Sani, Michael Weber ICR Contributing Author: Richard J. Carroll Page 5 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Page 6 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES Brief Overview 1. The Bagre Growth Pole Project (Bagrepole, P119662) was approved on June 21, 2011, as an Investment Project Financing (IPF) in the amount of US$115 million and was effective on November 1, 2011. The project supported the Government of Burkina Faso (GoBF) to integrate infrastructure, services, and attract private sector investment to the southern region of the country and promote agribusiness. The project received an Additional Financing in May 2018, of US$50 million. The project closed on November 30, 2020. A. CONTEXT AT APPRAISAL Context 2. Burkina Faso is a resource rich, but poor West African country that needed to diversify its economy and attract private investment. The country traditionally benefited from strong mining revenues, which helped financed government spending. The economy remained dominated by agriculture (cotton), mining (gold) and informal commerce and trade. In the years before appraisal, particularly between 1994 and 2007, the country’s economy grew rapidly. Structural reforms, sound macroeconomic policies, and steady investment had enabled the country to sustain significant growth rates and maintain relative macro-economic stability. GDP growth increased from 2.9 percent in 2009 to 8.4 percent in 2010. The overall poverty rate decreased by 7.9 percent between 2003 and 2007. Despite these improvements, Burkina Faso still ranked 161 out of 169 countries in the United Nations Development Programme (UNDP) Human Development Index (HDI) in 2010. Cotton exports were key to Burkina Faso’s high gross domestic product (GDP) growth rates, which averaged about six percent during this period, significantly exceeding the West African Economic and Monetary Union (WAEMU) average. Inflation was kept under control, while external assistance, private flows, and transfers helped finance current account deficits. With the growth came a decrease in poverty. According to the 2014 Household Survey, poverty decreased from 46.7 percent in 2009 to 40.3 percent in 2014. In absolute terms, the number of poor remained approximately the same as in 2003, approximately seven million, because of rapid population growth, with total population reaching 19.8 million by 2018. Poverty continued to be overwhelmingly concentrated in rural areas, where 90 percent of poor households lived. Poverty persisted mainly because of the limited improvement in agricultural productivity and vulnerability to shocks, like climatic hazards, as well as price volatility and insecurity. Sectoral and Institutional Context Leading up to appraisal 3. Because of the narrow base of Burkina’s economy, economic diversification was paramount to reducing vulnerability, enhancing export performance, and ensuring sustainable growth . The country’s 9.6 percent exports to GDP ratio between 1998 and 2004 was the lowest of all WAEMU countries, and well below the average regional rate of 30.8 percent. Income levels also remained low. Limited export earnings were due in large part to failure to develop subsectors other than cotton. While diversification was not a new aspiration for Burkina Faso, leading up to appraisal, it was approached narrowly from an agricultural production perspective with limited focus on backward and forward Page 7 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) linkages, mainly inputs and market access, as well as processing and export promotion. Investments in other sectors had been sidelined by the focus on resurrecting the cotton subsector in the wake of the 2005 and 2008 cotton crises. As a result, the country achieved little progress in diversifying its economy. The Government was therefore committed to concentrating scarce public investment resources in a few geographical areas with large growth potential (growth poles), while still promoting cotton. The Bagrepole project was a high visibility effort to pursue this ‘integrated territorial approach’ to agricultural development focusing key infrastructure (electricity, irrigation and roads) on a defined geographic area. 4. Specifically, Burkina Faso’s growth strategy aimed at shifting from low-input/low-output subsistence farming to diversified and high income-enhancing agriculture. The strategy focused on growth poles and value chains. This strategy considered lessons learned from past reform attempts to diversify export revenue sources that had been spread too broadly. It was formalized in the Strategy for Accelerated Growth and Sustainable Development 2011–2015 (SCADD) and the National Plan for Economic and Social Development (2016-2020), which identified the most promising growth poles and value chains for the acceleration of growth and job creation through private investments and diversified high-value production. The value chain opportunities were in six geographic locations (one of which was Bagre). These opportunities were in agriculture, agro-processing, enabling business environment, critical infrastructure and the promotion of tourism and mining. Rationale for WBG Support 5. The Government of Burkina Faso requested World Bank assistance in preparing and financing the Project because of: (i) the World Bank’s knowledge and expertise in growth-oriented investment climate reforms; (ii) the World Bank-financed Agricultural Value Chain Support Project (PAFASP) lending operation, which focused on selecting high- value agropastoral supply chains, the Competitiveness and Enterprise Development Project (PACDE), which aimed to removing cross-cutting impediments to private investment, and an International Finance Corporation (IFC) Doing Business Better project; (iii) the World Bank’s ability to provide an array of global expertise in growth and competitiveness issues such as those related to public policy, investment financing, and reform experience; and (iv) the perception of the WBG as a credible broker able to facilitate efforts by the public and private sectors and to mobilize additional support from donors and other stakeholders. 6. The Project also contributed directly to the first strategic pillar of the World Bank’s new strategy for sub- Saharan Africa. The project design supported competitiveness and employment through the growth pole approach, which aimed at helping African countries to deploy a critical mass of reforms, infrastructure investments, and skill- building in the industries and locations of highest potential. The Bagre project was one of the four pilot projects (the others included Ghana, Senegal, and Malawi) within this strategy. The project also supported the Africa Region’s finance and private sector development (FPD) strategy, which was focused on spatial solutions through supporting growth poles, improving the investment climate, and providing support to SMEs, and the Africa Region’s Agriculture Roadmap in support to the African Union’s Comprehensive African Agricultural Development Program (CAADP), particularly its second pillar, which focused on markets and infrastructure. The project was also aligned with the 2010–2012 Country Assistance Strategy (CAS), whose primary objective was to help Burkina Faso make progress on promoting economic transformation and activating new drivers of growth that can be sustained over time. The main common strategies for Page 8 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) the CAS and the project were the focus on the diversification of the economy and the emphasis on growth poles as an organizing principle for sector investments. Coordination with Other Related Activities and Development Partners 7. The project was linked to other interventions, including those of other development partners . Irrigation development and assistance to promote private sector development in Burkina Faso had been supported by the WBG, the Arab Funds, the African Development Bank (AfDB), the German Reconstruction Credit Institute (Kreditanstalt Für Wiederaufbau, or KfW), the German Company for International Cooperation (Deutsche Gesellschaft für Internationale Zusammenarbeit-GTZ), and the Food and Agriculture Organization of the United Nations (FAO). Several of these donors directly funded the construction of the Bagre dam and its hydroelectric plant (completed in the early 1990s), which formed the basis for potential growth in the Bagre area. They also funded two irrigation canals originating from the Bagre dam in the early 2000s. These canals were successfully used to irrigate 3,380 ha of land, some of which was allocated to local agricultural businesses. It is important to understanding the context of Bagre, that while achieving this additional area under irrigation was a positive, it was still a modest achievement given that the dam had been functioning already for 20 years. With the Bagrepole project, the aim was to accelerate the increase in area irrigated from the dam. Other development partners were also involved. The U.S. Millennium Challenge Corporation (MCC) also helped Burkina Faso with the 2009 land tenure reform and funded its implementation. The MCC prepared a similar project to develop the Sourou Valley, one of the other identified growth poles in Burkina Faso. Theory of Change (Results Chain) 8. The Project Area was in the commune (or department) of Bagre (in the province of Boulgou), which was identified as one of Burkina’s regions with high potential for agribusiness, horticulture, livestock, fish farming, and staple crops production. The Bagre Development Zone was initiated in 1989 with the construction of a hydropower dam. This development zone covers about 500,000 hectares around a man-made lake that was created by the dam. Within this zone are 57,800 hectares of irrigable land downstream of the dam called the “zone de concentration” (ZC), in which the Project Area is contained. 7,400 hectares of the ZC could be irrigated through gravity irrigation. At Project effectiveness, only 1,880 hectares were developed with external funding and another 1,500 hectares were funded by the Government, for a total of 3,380 hectares. The dam was generating 16 megawatts for the national grid. Other investments in the area included a fish-farming facility, an animal food production plant, and an ecotourism center. The development zone also included two pastoral development areas covering 7,000 hectares and one wildlife protection area of about 10,000 hectares. 9. The theory of change was based on the premise that private sector-led growth in commercial agriculture could be promoted in the project area by investing in mutually supportive interventions, particularly in infrastructure and capacity building. These interventions would be particularly effective because Bagrepole was viewed as an area with strong economic potential, existing production factors and comparative advantages (e.g., proximity to water and markets). The Bagrepole theory of change relied on expansion of the irrigation network, electricity supply for irrigation and other services, roads to facilitate access to markets and other complementary services for the communities in the Project Area. The approach also included: (i) strengthening support for technical and business management skills, so as to improve productivity at the firm level; (ii) improved overall zone management and business environment; and (iii) strengthening the linkages with the regional/global economy as well as promoting easier access to secure land, and Page 9 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) facilitating investment. Because the Bagre area had traditionally been an isolated area with poor access to markets and infrastructure, the construction of roads and electric power would address binding constraints and improve access to markets (intermediate outcome), which, in turn, would facilitate an increase in private investment (outcome) and ultimately lead to growth, job creation, and rising incomes (impacts). Figure 1: Bagrepole Theory of Change Diagram Notes: Irrigation of land refers specifically to construction of irrigation canals. A2F=Access to finance 10. With the multiple interventions of this integrated territorial approach, the project’s theory of change faced significant implementation challenges, particularly in the timing and sequencing of the interventions . For example, once infrastructure of irrigation was in place, electricity needed to be available to run pumps for the larger scale farms of private investors. Smallholder irrigation was to be gravity based. Roads then needed to be in place/rehabilitated to get production to market by the end of the first growing season, both domestically and across borders. At the same time as the project area was developed, services were needed to complement daily activities, such as gas stations, (grocery) stores and banks, which the project also supported. 11. The Project’s theory of change would also lead to several higher-level goals, in particular, the Government’s goals as spelled out in the Poverty Reduction Strategy Paper (PRSP) and the SCADD and the PNDES as shown in Figure 1 above: a) Accelerating growth: support to the development of one of the six identified economic growth poles aims at increasing private investment, thus diversifying the Burkinabe economy, and creating additional sources of growth that will translate into job creation opportunities. b) Reducing unemployment and poverty: support to enterprises and increasing skills of workers in the Bagre area to promote enterprises and smallholders, which was expected to increase formal employment and encourage better working conditions. c) Supporting communities: the communities around the Project area would benefit from the Project activities through access to technologies, markets, and job opportunities and through support to existing and resettled occupants of land in their efforts to obtain formal legal title to their land. Page 10 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) These three goals also would contribute to reduced economic disparity because they are targeted to a relatively poor area of the country. Project Development Objectives (PDOs) 12. The Project Development Objective (PDO) was to contribute to increased economic activity in the Project Area, resulting in an increase in private investment, employment generation and agricultural production . 13. The primary and ultimate beneficiaries of the Project were households living in and around the Project Area . These beneficiaries were to be helped to increase revenue from smallholders farming and from the job creation by agribusiness, SMEs, and related services. The Project focused on private operators and investors, producers and their organizations, SMEs, public institutions in charge of export and investment promotion, and overall agriculture and private sector development. Specifically, direct beneficiaries were estimated to be 20,000 people, of which 30 percent were expected to be women. Ten thousand persons belong to households with direct access to irrigated land and who would also have access to the matching grant fund. The additional 10,000 people in the project area would be employed as workers on the resultant economic and infrastructure activities on the irrigated land and/or would be able to establish microenterprises with Project support. In the latter group were also service providers who would benefit from the Project’s support of capacity reinforcement by providing technical, commercial, and management advice and by training producers, processors, and marketers. Indirect beneficiaries were estimated at 250,000, including: (i) 100,000 family members of the 20,000 direct beneficiary households (five family members per household); (ii) 30,000 people for whom jobs would be created; and (iii) 120,000 dependents derived from job creation (four dependents per job created). In addition, supply and value chain stakeholders would benefit from increased supplies of agricultural commodities and business opportunities generated by the irrigation schemes and supporting infrastructure. Consumers—particularly in urban areas—would benefit from improved supplies of agricultural products. Key Expected Outcomes and Outcome Indicators 14. The expected outcomes were: increased investment, employment, and agricultural production, as per the PDO. The original PDO indicators were: (i) number of direct beneficiaries of the Project (target =20,000 persons, of which 30 percent are women)-Increase in economic activity; (ii) value of investment flows (target = US$20 million)- Increase in private investment; (iii) number of jobs created (target 30,000 jobs)-Increase in employment generation; and (iv) volume of production in the Project Area (target for cereal and horticulture-450,000 tons, fish-1,250 tons, animal food-2,400 tons)-Increase in agricultural production. All targets were to be reached by project year six (2017). In retrospect, the employment and investment targets were significantly underestimated. A more detailed explanation is provided in section II B. Components 15. The project included three components: (1) Improvement of Institutional Capacity for Better Zone Management and Investment Climate in the Project Area; (2) Development of Critical Infrastructure; and (3) Page 11 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Development of Critical Services and Direct Support to Smallholders and Small and Medium-sized Enterprises (SMEs).1 2 16. Component I: Improvement of institutional capacity for better zone management and investment climate in the Project Area (US$20.5 million at Appraisal; US$27.65 at ICR). The objective of this component was to help improve the zone management and business environment and reduce the costs and risks of doing business in the Project Area. This was to be achieved by building the institutional capacity of the Government and the MOB ( Maîtrise d’Ouvrage de Bagré or MOB), which is the Government entity that has been managing Bagre for the previous 20 years. The MOB provided services to the private sector, addressed cross-cutting investment climate issues, as well as constraints blocking development of the Project Area. 17. Component II: Development of Critical Infrastructure (US$78.5 million at Appraisal; US$90.94 at ICR). The objective of this component was to complete public infrastructure in the Project Area and to promote agricultural development. The component intended to finance the additional infrastructure needed to complement investments already made in the Project Area by the Government, including: (i) design, construction and equipment of irrigation canals for the irrigation of up to 15,000 hectares; (ii) works and equipment for livestock in the herding areas; (iii) works and equipment for conservation and processing of fish; (iv) rehabilitation and construction of access roads to and within the irrigated area; (v) construction of a market, and a business center for critical services; (vi) construction, extension and upgrading of social infrastructure;3 and (vii) extension and expansion of the electricity and water supply networks in the Project Area. The design and implementation of a phased irrigation and transport infrastructure development plan and a site development plan funded by the Project Preparation Advance (PPA) would guide the sequencing of project activities under this component. 18. Component III: Development of Critical Services and direct support to smallholders and SMEs: Matching Grant (Fonds d’Appui aux Services à Bagré) (US$12.5 million at Appraisal; US$19.35 at ICR). The objectives of this component were to: (i) promote the provision of critical services to the Project Area by the private sector through partial financing of technical assistance and capacity building, which would help alleviate the cost to private providers of these critical services of operating in the Project Area; and (ii) stimulate the establishment of small-scale enterprises by helping small holders to improve their capacity to be able to respond to markets and increase their competitiveness. 19. These matching grants were provided to (i) service providers; and to (ii) SMEs and smallholders and their associations. The grants to service providers financed up to 80 percent (or $100,000) of the cost of subprojects carried out by service providers to develop critical services and establish business enterprises in the Project Area, such as: (a) technical assistance to filling stations; and (b) extension of existing electronic networks (Internet and telephone connection). The grants to SMEs and smallholders financed 80 percent ($100,000) of the cost of their subprojects to 1The actual ICR expenditures were significantly higher than appraisal for all 3 components because of Additional Financing provided in 2018. 2 Annex 10 provides a breakdown of infrastructure investments supported by the project. 3 Items v) and vi) were also designed as compensation for a category of project affected people (PAPs) who had been displaced during the original dam construction in the early 1990s (not a WBG project). The dam was the first project developed in the Bagre area by the Government. The construction of the dam displaced the small populations of Foungou and Yakala (province of Gomboussougou). The original 618 displaced persons could not be identified individually. Thus, the communities to which the original 618 were known to have been resettled were provided this social infrastructure and community upgrades as collective community compensation in lieu of individual compensation. This course of action involved upper management and intensive legal work. Page 12 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) improve their productive capacity, competitiveness and develop linkages with larger firms operating in the Project Area through the provision of business development services and training in such areas as development of business plans, financial statements, marketing, and product design. Applications were submitted to the Burkina Faso Business Association (Maison de l’Entreprise du Burkina Faso – MEBF) Management Unit and reviewed quarterly by its Review Committee. B. SIGNIFICANT CHANGES DURING IMPLEMENTATION (IF APPLICABLE) Revised PDOs and Outcome Targets 20. The PDO was not significantly revised. The original PDO was “to contribute to increased economic activity in the Project Area, resulting in an increase in private investment, employment generation and agricultural production.” The new formulation of the PDO (from the May 31, 2016 restructuring paper-RP-1) was: “To increase private investment, employment generation and agricultural production in the Project Area.” Thus, there was no significant change. 4 Moreover, the original, specific PDO indicators clearly reinforced the three PDO sub-objectives from the very beginning of the project in 2011 through to the end of the project. 21. However, there were significant revisions to outcome targets (Table 1) . The revisions to outcome targets and PDO indicators are summarized in table 1. The target for value of investment increased by 60 percent to $32 million, while the target for employment increased by 10 percent to 33,000. The target for cereal production was reduced by 58 percent, from 450,000 tons to 190,000 tons (by the fourth restructuring), while targets for fish and livestock feed were dropped entirely. Table 1: Revisions to Results Indicators and Targets Original PDO Indicator Revised 5/31/16 Revised 1/18/18 Revised 9/11/20 Number of direct beneficiaries of No change Deleted No Change the Project-20,000, >30% female Value of investment flows-US$20 No change Target increased to $32 No change million million Number of jobs created-30,000 No change Target increased to Slight change of wording 33,000, and breakdown to ‘Number of jobs added: of which % of created in the Project female-28%, and of which area’, targets unchanged % of youth-28% Volume of production in the Project Target reduced to 300,000 tons No change Target reduced to Area—cereal and horticulture- (cereal only).5 Fish and animal 190,000 tons (cereal 450,000 tons, fish-1,250 tons, food targets dropped to focus only) animal food-2,400 tons. more on agribusiness promotion Notes: Revisions to intermediate indicators are detailed in Annex 1. The restructuring on 4/26/19 is not represented in this table because it did not affect the results framework. See Annex 7, Table 1 for additional restructuring details. 4 The AF paper refers to this minor change as a PDO change warranting a Level 1 restructuring, though this was not the case. 5 Discrepancy with RP data sheet as ISRs continue to quote original target of 450,000 tons. Page 13 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 22. Thus, the scope of the project was increased with respect to targeted investment and employment but reduced with respect to cereal production (because less area would be irrigated) . The reasons for increased scope in two areas included the extension of the closing date and, with the AF, additional investment could be leveraged, and employment could also be increased. The cereal production target was reduced (reduction in scope) because of significant delays in building and the reduction of the scope of irrigation infrastructure. It was decided that the Project would focus on the 50,000 ha-geographical region called Concentration Zone (Zone de Concentration (ZC)), where Project activities were actually taking place, rather than the 500,000 ha-Zone of public use ( Zone d’Utilité Publique (ZUP). Furthermore, the development of the Northeastern channel (Chenal Nord et Est or “CNE”), which was to be the longest canal network (60- 70 km) was removed from the Project because of cost overruns in the Rive Gauche (see map of Bagrepole-Annex 9), thus reducing the overall area to be irrigated by Project end from the originally-programmed 15,000 ha (which included the 2,000 ha AfDB portion from parallel financing) to a little more than 3,380 ha. 6 23. The indicators for the “volume of fish production” and “volume of animal food production by the factory” were dropped because they were not feasible to be measured and were only loosely attributable to project activities (see Restructuring Paper 3-RP 3 and AF paper). Revised PDO Indicators 24. One PDO indicator was dropped and another was narrowed. As shown in Table 1, the indicator of Direct Project Beneficiaries was dropped. It was concluded during the first Restructuring (R1) that the indicator was not sufficiently meaningful in capturing the PDO, which could be better captured through a revised employment generation indicator, which was already part of the original results framework. The agricultural production PDO indicator was revised to include only cereal production and not fish or animal feed for the reasons stated above. 25. Key changes were also made to intermediate indicators to capture anticipated results from the AF . The intermediate indicators were added to measure results for the roads and electric power to be funded by the AF, as well as to add citizen engagement indicators: ‘Length of roads constructed (both paved and unpaved - km)’; ‘transmission lines constructed or rehabilitated under the project’; ‘number of feasibility studies/site assessments for the industrial park’; ‘beneficiaries satisfied with the quality of roads constructed in the Project Area’ (%)’; ‘changes to the matching grants / cash transfers activity as a result of consultations (Yes/No)’. With the closing date extension and additional resources, Intermediate Indicators’ project-end targets were increased for ‘number of agribusiness firms having signed an agreement committing to invest in an area of at least 5 ha’, ‘number of enterprises established’, ‘hectares of land allocated with land title or under a lease’, ‘number of proposals financed by the matching grants and cash grants fund’, and ‘number of private service providers operating in Bagre. Annex 1 provides a comprehensive accounting for original and revised intermediate indicators and their targets. Revised Components Overview 26. The Bagre Growth Pole Project was lagging in disbursements leading up to the mid-term review (MTR) in November 2015, however, disbursements accelerated after the MTR when the project was restructured for the first 6 Note that the incremental target for hectares of irrigation was actually 3,380 ha – 1,880 ha (the baseline) = 1,500 ha. Page 14 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) time (May 31, 2016). The first launch of the primary canal construction was in 2014, but works were suspended because of technical issues, as stated previously. This suspension translated into a disbursement rate of only 28 percent by October 2015. After the MTR, disbursement increased up to 45 percent in the next 10 months. Irrigation works were re- launched in late 2016/early 2017. The construction of the irrigation canals was necessary for the private sector to produce on irrigated lands. Disbursement reached 82 percent at the time of the AF (January 2018). The first water release into project-constructed canals was in November 2018. In addition, the Government released, after some delay, counterpart funding of US$4 million for compensation and resettlement of the project-affected people (PAPs) in May 2016. The project was also responsible for building a commercial center, a fish market for women entrepreneurs, a livestock market, a one-stop shop, and a rice conversion facility for a women’s cooperative. Box 1 A: A Brief Bagre Irrigation and Infrastructure Story – Part I7 The story of Bagrepole can be understood only with a map of the Bagre area and its irrigation plans (Annex 9). A dam, built in the early 1990s, is the source for irrigation in three main areas. The Bagrepole project originally aimed to build irrigation infrastructure in two of the three zones, A and C (covering about 13,000 ha), while the AfDB, under parallel financing would cover zone B (covering about 2,000 ha). The original plan was drastically scaled back during the 2016 MTR, when, because of severe cost underestimates and cost overruns for irrigation, that only 19 of the original 70 km of irrigation canals could be built, leaving none for zone C, and there were no funds remaining for the planned roads and electricity infrastructure. Without electricity it would not be possible to attract private investors who required pumps for irrigation. Box 1 B: A Brief Bagre Irrigation and Infrastructure Story – Part II The project continued on the basis of significantly reduced scope of irrigation until 2018 when $50 million in additional financing was made available with the objective of restoring at least some of the irrigation, electricity and roads infrastructure to the project needed to attract private investment. At the same time, robust matching grants and cash transfer activities programs were generating a lot of economic activity in the project area. Still, irrigation area was well below plan. Non-paved road activities moved very slowly forward and were completed only at the end of the project. 27. Of the many revisions to components, the most important changes were necessitated by severe underestimates of/overruns for irrigation costs. In addition to the reduction in overall area to be irrigated mentioned above, these cost overruns necessitated major adjustments to the project including the elimination of the roads and electricity component from the project. Annex 7-Table 1 summarizes the main changes for each of the four restructurings, which were all Level II. The second project Level II restructuring was approved in January 2018 and made the following adjustments to the components: (i) adjust the size of area targeted under Component 2; and (ii) add cash grants to the project activities related to matching grants under Component 3. 28. A tightening of occupational safety and health practices was also necessitated by four fatal accidents in and around the irrigation construction areas over a two-year period from 2017 to 2019. As a result of these successive accidents, several detailed reviews were conducted of the occupational safety and health standards and practices at 7For timeline clarification, the key dates for the dam serving Bagrepole: October 17, 1989-Launch of dam building; July 10, 1992-First water release; January 13, 1994-Official inauguration of the dam. Page 15 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) both the World Bank and the AfDB construction sites. Improvements were made in both the documentation and the improved practices for occupational safety and health and safety signage in and around the canals greatly enhanced and no further fatalities were recorded. 29. The Project also provided direct support to 400 micro, small, and medium-sized enterprises (MSMEs) in the targeted sectors through a newly added innovative cash transfer approach, for an average amount of US$3,785 per SME. The cash transfer scheme, unlike matching grants did not require an own contribution by the firm, and were not restricted, but could be spent on any item related to the productive activity. Resources for an impact evaluation (IE) were provided by trust funds to examine the results from the two programs. The IE compares the two types of support to each other and to a control group, which did not receive support. 30. Two legal covenants also had to be modified to enhance project implementation. These included: (i) land rights review by addressing any lingering grievances through community projects rather than individual compensation and extending the deadline for compliance with the legal covenant (but not beyond the closing date of the actual project); and (ii) dam safety to extend the date for fulfilling this covenant and to allow Bagrepole, the implementing agency, to carry out certain activities originally assigned to National Electric Corporation of Burkina Faso, SONABEL ( Société Nationale d'Electricité du Burkina), the state-owned company in charge of electricity in Burkina Faso. The activities included carrying out a risk of inundation study, and an updated O&M plan for the dam. 31. The fourth restructuring paper provided a near final summary of project concerns after nearly 10 years of implementation, and several months before project closing . The main shortcomings were: (a) the complexity and ambitious scope of the original project, which would have been more appropriate for a series-of-projects (SOP) over a 10-15-year period (see lessons learned); and (b) the substantial delays in: (i) improving the connectivity of the Bagre area by upgrading the rural and paved roads to link to the key markets such as Ghana and Togo (estimated 24 months to complete this work); and (ii) extending the electric power network (16 months to complete). These critical activities could not be completed before the project’s closing date, and, thus, were cancelled (as stated in the WBG’s response to the Government request-April 20, 2020, for a project closing date extension). Other remaining project activities to be completed by the November 2020, project closure, were listed in the Project Implementation Unit (PIU) action plan, which was backed by a procurement plan and a disbursement forecast. Annex 7-Table 2 presents the Revised Budget Allocation by Components as a result of the fourth restructuring. Other Changes 32. US$27 million of the $50 million AF was disbursed. The reason for this under-disbursement was that the roads activities could not be completed by the end of the project (November 30, 2020) and the further extension requested by the government was not granted because it would have extended the total project life to beyond 10 years. The preferred option was to cancel the component and transfer the road upgrade activities to a new project (P175382 - Burkina Faso Emergency Local Development and Resilience Project). Page 16 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Rationale for Changes and Their Implication on the Original Theory of Change 33. The premise of the theory of change was that increased economic activity would be a result of improved infrastructure for irrigation and increased private investments in the Bagre region and did not change .8 The private investment was to be incentivized by rehabilitated feeder roads, access to electricity and water supply, which is what the AF intended to restore. The development outcomes were also to be achieved through a strengthened agricultural value chain through increased opportunities for SMEs and targeted investment promotion activities. A further premise was that that increased economic activity in the Bagrepole region would lead to increased job creation, and that the labor intensity of the supported agribusiness activities would be relatively high. 34. Even with the reduction of the planned infrastructure financed by the Project, some critical development outcomes were met. For example, although paved road construction did not materialize under the Project, the rehabilitation of the existing ordinary dirt roads and tracks infrastructure did allow reasonable access to major national and regional consumer markets in Ghana and Togo. Similarly, while the lack of electricity infrastructure under the project impeded private investment, investors found alternative avenues to overcome the energy challenge. Investors, such as those owning rice processing units, and other services operating in Bagré, invested in the supply of electricity through the existing network of SONABEL as well as their own dedicated solar installations. Specifically, all fifteen agro-investors installed solar irrigation systems and large capacity generators, which enabled them to develop their activities. Access to developed land, securing land tenure, and improving the business climate continue to be determining factors in job creation and private investment. The fact that results were achieved despite the shortcomings in the Project’s provision of infrastructure reflects the original premise for change that the Project was set up on the basis of the economic potential, existing production factors and the comparative advantages of the project area. In other words, because Bagrepole was correctly identified as a high potential zone, other parts of the program had a better chance of over- performing. Finally, the combination of additional electric power to be supported by another WBG-financed project, and the asphalt roads already being supported by the Burkina Faso Emergency Local Development and Resilience Project P175382 remains at the core of the theory of change. II. OUTCOME A. RELEVANCE OF PDOs Assessment of Relevance of PDOs and Rating: High 35. The PDO was “To increase private investment, employment generation and agricultural production in the Project Area,” which remained relevant in the context of the CPF at project close . Private investment remains an essential ingredient to accelerating growth and employment, which cannot be accomplished by high reliance on the public sector. Burkina’s growing population and weak agricultural yields and production, likewise, vault employment generation and higher yielding, irrigated agriculture to the forefront of their development strategy. 36. The PDOs remain relevant and continue to be aligned with the WBG strategy, most recently in the CPF for FY2018-23, which specifically mentions the Bagrepole project’s contribution to the goal of agricultural transformation . One of the CPF (dated June 5, 2018) focus areas is Focus Area 1: Accelerate sustainable private-sector led growth for job creation, which contains the policy objectives 1.1: Improve agriculture productivity and agribusiness value chains in 8The rationale for changes was explained in the previous sections as the guidelines require. This section focuses on how change was affected in light of the changes. Page 17 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) targeted areas and 1.4: Promote SMEs and access to inclusive finance, both of which are directly related to Bagrepole’s initiatives. The CPF’s specific reference to the Project is as follows: “The Bagre Growth Pole Project supported sustainable agriculture and associated nonfarm activities, with components to develop up to 5,500 ha of irrigated land and support livestock raising and fish processing, while improving the investment climate, and services for farmers, SMEs, and eventually large agricultural producers.” Additional funding was provided in FY18 intended for road infrastructure, electric power, cash transfers for women entrepreneurs, job creation for women, health care for poorest households, and diagnostics for an industrial park. IFC plans to explore direct financing to larger producers and to SMEs through credit lines in local banks. Thus, the relevance rating is high. B. ACHIEVEMENT OF PDOs (EFFICACY) 37. The PDO achievement is evaluated for each of its three objectives, increased private investment, increased employment and increased agricultural production and supplemented with a section on cross-cutting achievements that contribute to more than one of the three PDOs, and uses split ratings to assess overall ratings . With these three objectives being interrelated where project activities often contribute to more than one PDO at a time, the assessment using intermediate indicators is more aggregated in nature, i.e., not separated by PDO. In addition, because of the major changes to the project, the PDOs are assessed with a split rating. The weights for this split rating are based on a total disbursement for the entire project until close of US$138,216,452 (or 98.74 percent of total planned disbursement after the addition, and later partial cancellation of, AF funds). The amount of the disbursement up to the point of the first split is US$43.0 million (Period 1 from R1, May 31, 2016). This split is justified by a significant reduction in the PDO indicator target for agricultural production (450,000 to 300,000 and removal of fish and animal products from the indicator). It is also justified because of the dropping of major infrastructure, namely, the roads and electricity activities from the project. At the second split, the disbursement was US$81.03 million, and is justified because there was an AF of US$50 million along with restoration of some electricity and roads investments, as well as further changes to the results framework, including PDO targets (Period 2). Period 3 covers the remainder of the Project until close (November 30, 2020). Thus, the weights for periods 1, 2 and 3 are 31.1 percent and 27.5 percent and 41.3 percent, respectively. Intra-period ratings are based on measured progress toward the PDO, and are supplemented by an overall assessment of efficacy, efficiency, and relevance. Assessment of Achievement of Each Objective/Outcome PDO 1: Increased Private Investment 38. The PDO of increasing private investment in the project area was achieved. The revised upward target ($32 million from $20 million originally) for investment was met with the actual achieved of $33.66 million. This investment was achieved through agro-investors and the development of private entrepreneurship. Specific project activities that promoted this investment included: an investor conference, tax-customs incentives, promotional actions, land title for farms (which are needed for collateral for bank financing and provide confidence for private investors), and access to financing through the establishment of three financial institutions (including Coris Bank and Ecobank and an MFI). IProductive investments were made by SMEs, smallholders, Farmers’ Organizations – FO ( Associations des Organisations Paysannes – AOPs), critical services and agribusinesses. These investments include buildings by SMEs, agri-investors, storage stores, equipment and production equipment, complementary developments carried out by agro-investors, Page 18 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) rolling stock acquired for production, and intangible investments, financial investments. The investment from these sources exceeded expectations to the extent that it more than compensated for the shortfall in investment related to agricultural production. 39. Despite the shortfall, the 15 selected and newly settled agro-investors were able to exploit their land during the 2020 wet season. The main investments from these agro-investors included the acquisition of production equipment. Through the implementation of the project, hydro-agricultural developments, socio-economic projects, pastoral and fishery projects, the rehabilitation of murram roads and trails were all added to the public investments already made by the Government in the project area with the aim of mobilizing private investment. The lack of access to electricity due to the postponement of the extension of the electricity grid remains a constraint for the powering of pump irrigation systems (all allocated to agro-investors), though, as stated, some investors have partially compensated by independently securing electricity through SONABEL or through solar investments. However, investment levels would have been considerably higher with the completion of grid-based electricity to power the irrigation pumps, paved roads infrastructure, and the completion of the planned industrial park (which was not built), as well as other planned activities. Project- affected/displaced-persons who are small farmers were allocated land were able to be irrigated by gravity. 40. The main investments made by the selected agro-investors, including pilot projects, include technical studies, the construction of buildings, additional development works (secondary and tertiary canals, tracks, etc.) . Investment was also made in the form of production equipment (tractors, threshers, harvesters, etc.), processing equipment, acquisition and installation of energy production equipment (pumping station, electro-pump units, solar panels and accessories, electric power supply network for electro-pumps). Investments are valued at nearly 7.5 billion CFAF (US$13.6 million). Private investments were made by other private operators in other sectors (processing units, investments in animal production, fish production, beekeeping production investments made by critical services service stations, banks, schools, mechanical engineering, food, hotels, production and sale of mineral water, transport companies, etc.), small producers, other SMEs, and Associations des Organizations Paysannes (AOP)other than those who have benefited from project grants. These investors were also encouraged because, although severely delayed, they knew that the roads were contracted and in the process of being built under a new project (P175382). The originally envisioned electricity extension will be made through the new IDA- financed energy project in Burkina. Thus, the provision of this infrastructure is underway and should lead to further investments in the Project area. For this PDO (private investment), the efficacy ratings are substantial for all three periods (Table 2). Table 2: Sub-ratings for Efficacy by PDO based on Progress toward PDO Target for Each Period A. Progress toward PDO Targets by Split Period Period 1 Period 2 Period 3 PDO Target Actual Target Actual Target Actual Investment (US$ 20.0 22.7 20.0 24.85 32.0 33.66 Million) Job Creation (000 30.0 22.47 30.0 25.27 33.0 34.154 persons) Production (000 tons) 450 103.9 300 160.3 190 228.9 Page 19 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) B. Efficacy Ratings by PDO and Period Period/Dates PDO 1- PDO 2-Job PDO 3- Investment Creation Production 1. November 1, 2011—May 31, 2016 (Pre-restructuring) Substantial Substantial Negligible 2. May 31, 2016—January 18, 2018 (between 1st and 2nd Substantial Substantial restructurings) Modest 3. January 18, 2018—November 30, 2020 (post- Substantial Substantial restructuring) Substantial Average Rating Substantial Substantial Modest PDO 2: Increased Employment 41. The project achieved the objective of increasing employment, reaching the original and revised upward targets for jobs created. The project directly or indirectly created 34,154 jobs against a (revised upward) target of 33,000, a large part of which were created through the allocation of matching grants and cash transfers. About 20 percent of the jobs created could be considered temporary (Table 3). About two-thirds of the jobs, 20,050, are related to agricultural activity (production, processing, marketing,). This increase in agriculture-based employment derives from the development of 2,200 hectares of irrigated land put into production by the project and allocated to PAPs and agro- investors. This employment also includes employment gained from the creation of 114 service providers in Bagre (Bank and Financial Institutions, and micro finance institutions) gas stations, garages and mechanical workshops, ICT, Transport, private educational institutions, processing company, postal services, maintenance services, restaurant, hospitality, etc.). Employment was also gained from an additional 139 companies (thus, 253 total) created with project support, along with the development of SMEs and FOs that were supported through the cash transfer and matching grants for 1,738 micro-projects. AOPs and SMEs benefiting from the project's socio-economic and production support infrastructure have also been sources of job creation. Major hydro-farm development work on the 2,200 hectares and the construction of 119.57 km of dirt roads and trails are labor-intensive activities that have created both permanent and temporary jobs. 2,500 jobs were created (90 percent of which temporary) by companies that built other critical and socio-economic infrastructure (storage stores, hydro-water facilities, roads, weaving buildings, boreholes, shelters, drying areas, pastoral infrastructure, fish infrastructure, etc.). The efficacy rating based on progress toward PDO targets for employment creation was substantial for all three periods (Table 2.A and B.). The sub-ratings are consistent with the overall achievement of the PDO. Table 3: Types of Employment Attributable to Bagrepole Project Agriculture Services Other Enterprises Total Employment Gain Permanent 15,720 6,700 4,904 27,324 Temporary 4,330 1,980 520 6,830 Total 20,050 8,680 5,424 34,154 Page 20 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) PDO 3: Increased Agricultural Production 42. The revised agricultural production target was met, though it was well below the expectation at the time of the appraisal. The project supported the expansion of area under irrigation achieving 2,200 hectares under irrigation. The revised target for hectares under irrigation was 1,500. This target was well below the original target of 15,000 hectares expected at appraisal, or 13,900, net of the AfDB attributed portion. As a result, the cumulative production target had to be revised downward from 450,000 tons of cereals, first to 300,000 tons and ultimately to 190,000 tons, with the actual achieved of 228,863 tons. The efficacy rating based on progress toward PDO targets for employment creation was modest for Periods 1 and 2 because of slow progress toward the cereals production target, and substantial for Period 3 during with the project met the revised target. The sub-ratings are consistent with the overall achievement of the PDO of modest. Cross cutting project activities contributing to PDO achievement 43. The MEBF implemented the matching grant scheme from 2012, which was successful in catalyzing private investment (PDO 1), creating employment (PDO 2) and a generally more favorable environment for economic activity . Until December 2017, the program supported Small and Medium sized Enterprises (SMEs) and smallholders to access business development services (BDS) such as training, studies, technical assistance, study trip for benchmarking by subsidizing 80 percent of the cost of these services. The selection of beneficiaries was demand-driven, whereby applicants submitted their requests continuously over time. A selection committee selected the final beneficiaries at bi-weekly meetings. Overall, the MEBF assisted 918 SMEs, smallholders and businesses’ professional associations established or intervening in the Bagrepole area for a total amount of US$8.5 million through the matching grants. The beneficiaries were from nine municipalities of which two are outside the Bagrepole public utility zone. 44. The design of the grants selection criteria also created conditions for future growth and additional benefits beyond what is captured in the results framework, including improved access to credit . Because the grants were aimed at: (i) supporting capacity building, and business promotion; and (ii) providing financial support to SMEs in the targeted sectors, a strategic partnership between SMEs and service providers such as Banks and ICT companies could develop. This partnership facilitated the establishment of 95 service providers (banks, ICT Companies, other services providers, etc.), contributing to creation of an estimated 13,471 jobs in the Project area. In addition, the partnership with the newly created and established financial institutions (banks and microfinance institutions) raised US$18.4 million for loans to benefit companies supported by the Project. 45. The remaining intermediate indicators tell a mixed, but overall positive story of PDO achievement . The project achieved 1,034 hectares leased exceeding the revised target of 300. This achievement meant that private investors were able to gain access to land at a rate greater than had been expected, which is essential for enhancing private sector investment. As stated, the number of service providers established reached 114 against a target of 110, while other enterprises created reached 139 against a target of 90. These achievements led to greater employment and private sector investment, thus helping achieve two of the three PDOs. The target for dirt road construction of 102 km was exceeded, with 119.57 km of roads built. This indicator was not part of the original results matrix, and so, the scaling back of road construction is not reflected. Nevertheless, the project did build a significant number of new roads that helped encourage private investment in agricultural production. Two satisfaction surveys were also conducted, one for matching grants and cash transfers and one for satisfaction with constructed roads. The target satisfaction rate of 80 percent for roads was achieved with 81.2 percent of respondents stating that they were satisfied with the roads. The beneficiaries of the Page 21 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) matching grants and cash transfers programs reported a 95.8 percent satisfaction rate against a target of 80 percent, showing the high popularity of these project interventions. 46. There were also a few shortfalls as measured by the intermediate indicators . The main shortfall, as stated, was the reduction in scope of the irrigation canals to a target of 1,500 ha, with an achievement of 2,200 ha, only about one- sixth of the original plan. This translated into lower cereal production. Another shortcoming was that the industrial park was not built nor were the two planned feasibility studies carried out, which negatively affected private participation. In addition, the WUAs were not officially established. However, five are planned, but they require sign-offs from three ministries, Water, Agriculture and Finance. With the substantial delays in building irrigation infrastructure, the WUAs were also delayed. On the positive side, they are in progress and awaiting ministerial approvals. These WUAs will be important to managing the irrigation infrastructure and sustaining the investment. Annex 10 provides additional details on infrastructure development supported by the project. Justification of Overall Efficacy Rating 47. The efficacy ratings are summarized in Table 2-B and support a substantial rating overall . PDOs 1 and 2 are rated substantial for all three periods. PDO 3 is rated negligible for the first period, modest for the second period and substantial for the third period, leading to a modest rating for PDO 3. 48. Table 4 provides further support for an overall substantial rating for efficacy. Table 4. Summary of Revised Results Target Achievement PDO/Intermediate Indicator Exceeded Achieved Mostly Partially Not Total Achieved Achieved Achieved PDO 1: Increase private investment PDO 0 1 0 0 0 1 PDO 2: Increase employment generation PDO 1 2 0 0 0 3 PDO 3: Increase agricultural production PDO 1 0 0 0 0 1 Total PDO 2 3 0 0 0 5 Intermediate 1 7 0 0 0 8 Note: Exceeded means 20 percent or more above target. In addition, for the PDO for jobs created, the targeted share of jobs was reached for women and exceeded for youth. 49. Efficiency, as well as effectiveness, is determined both by Bagrepole’s value as a project, but also its future transformational potential. As a stand-alone project, the metrics are not only about jobs and investment but also about creating capacity for development of agricultural value chains in the southern part of the country where little had previously existed. This includes providing the means for new agribusiness firms to be established, especially private service providers, through the matching grants and cash grants activities. Establishing a land titling mechanism for the private sector, a process, which began early in the project and expanded under the AF, is needed to attract private companies, SMEs at first. Approximately seventy new SMEs will be able to locate in the Bagre project area once the Rive Gauche (WBG support) and the Rive Droite (under the AfDB) have been irrigated. Integrating these into the value chain, Page 22 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) providing a strong land titling mechanism for the Bagre region, diversifying the production base and dependence away from rice and toward other products such as onions, soy, sesame, corn, bananas, papaya, sunflowers and other products, and the construction of a much larger electric power and road network will positively impact the entire southern region of the country with Bagre as its hub. Bagrepole has significant future transformational potential for the entire country, especially as it is the first and most advanced growth pole to be developed, paving the way and providing a model for the remaining 14 growth poles that Burkina Faso has prioritized as major engines of economic growth. C. EFFICIENCY Assessment of Efficiency and Rating Rating: Modest 50. With the major changes in the project value chain, it is neither possible, nor relevant to replicate the analysis from the PAD. The 2011 PAD estimated an economic rate of return (ERR) of both project and private investments at 20 percent and a net present value (NPV) of the net economic cash flow generated by the Project estimated at US$263 million discounted at 12 percent. The analysis was developed for three agricultural areas: (i) those newly developed by the Project in lowlands; (ii) downstream irrigated land; and (iii) pumped irrigation land above the canals by private investors. Because the design and scope of the project changed drastically, the ICR must assess efficiency based on a different approach and set of parameters. 51. Though data was also not available to the ICR to replicate farm profitability, nor annualized production and job value benefits, an aggregated ERR is calculated from overall project costs and valuation of benefits . The benefits are derived from both agricultural and non-agricultural employment, as well as the incremental production of cereals attributable to the project. Specifically, the ERR is evaluated on the basis of the project’s total costs of US$138 million disbursed over the life of the project to achieve the following quantifiable benefits: Jobs created (34,154), cumulative, incremental production (228,863 tons from 2,200 hectares of newly irrigated land under production), made possible also by the attraction of private investment (US$33.6 million). The ERR is calculated at 13.28 percent with an NPV at 12 percent of $5,572,942. These benefits do not include the less quantifiable benefits of laying the groundwork for future irrigation development, building capacity for SMEs and service providers, and other enabling investments. 52. The project efficiency rating is also based on the timeliness of project implementation . The project implementation was hampered by major delays relating largely to irrigation cost overruns that required multiple extensions totaling three years and two months. These delays and the reduced scope of the project support a rating of modest for efficiency. 53. Additionally, the fact that the expected results targets were met, does not necessarily indicate that the project was substantially efficient. On the contrary, the fact that the results targets were met without much of the planned infrastructure provided is more indicative of the fact that the targets may have been too low; it was possible to achieve employment and investment targets, in large part, through a much smaller component 3 (matching grants and cash transfers to promote small businesses). It can be said that the results from component 3 exceeded expectations and could be considered efficient and a good overall value for money, but not the project. Finally, unit costs for irrigation infrastructure were extremely high relative to that in neighboring countries also contributing to an efficiency rating of modest. Page 23 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Overall efficiency rating is modest. D. JUSTIFICATION OF OVERALL OUTCOME RATING 54. Table 5 shows the calculation of weighted outcome ratings . The ICR weights each of the three PDOs equally. The period up to the first split is MU (3.3) and disbursement-weighted at 31.1 percent. The second period is rated MS (4.0) and weighted at 27.5 percent, and the third period is rated S (4.67) and weighted at 43.3 percent for a total score of 4.07. Combined with a high rating for relevance and a modest rating for efficiency overall, the outcome rating is moderately satisfactory. As further support for this rating, it has to be considered that Bagrépole has built a platform of economic activities of production, processing, marketing and various profitable services that contribute to the structural transformation of Burkina Faso's economy, while promoting private investment through a public-private partnerships. Table 5: Disbursement Weighted Splits for Ratings. Period/Dates Disbursement to Incr. Disbursement Ratings Outcome Rating date (US$ million) (US$ million) Weight Ratings by (1-6) Period/PDO 1. November 1, 2011— 43.00 43.00 S, MS, U MU=3.33 May 31, 2016 31.1% 2. May 31, 2016— 81.03 38.03 S, MS, MU MS=4.00 January 18, 2018 27.5% 3. January 18, 2018— 138.22 57.19 S, S, MS S=4.67 November 30, 2020 43.3% Total 138.22 138.22 100% MS=4.10 E. OTHER OUTCOMES AND IMPACTS (IF ANY) Gender 55. The project incorporated gender focus in its design . For example, an outcome target was to ensure that women comprised at least 28 percent of new jobs created and overall project beneficiaries. Other aspects included women’s rights of access to land and resources and specific financial support in the fields of agri-processing, weaving-dyeing, etc. In general, vulnerable people were positively impacted through: (i) improved revenues through subsidies for the acquisition of modern work tools that have helped to reach markets and increase sales volumes and turnover; and (ii) improved food security through the acquisition of modern production equipment in agriculture and livestock that have significantly improved yields. 56. Under the matching grant and cash transfer proponents, women benefited significantly, and most entrepreneurs reported that female entrepreneurs produce and sell more than male entrepreneurs . The impact evaluation of the component revealed also that many respondents perceive women as demonstrating better Page 24 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) entrepreneurial traits, such as perseverance, strong engagement, trustworthiness, and saving and marketing abilities, which would enable them to grow their businesses. At the same time, certain activities are only suited to men while others are only suited to women given local norms and customs. In addition, it was often said that female entrepreneurs can grow their firm above a certain size only with family and husband support. Institutional Strengthening 57. Institutional strengthening was evident in several areas, including the MOB and MEBF, which strengthened its capacity in managing projects in rural areas. It also developed as an organization and supported professional organizations in this area and in agriculture. For example, the MEBF: (i) strengthened its capacity to implement subsidy programs and support operations for beneficiaries; (ii) diversified its skills by experimenting with a new business promotion approach with Cash Transfers; and (iii) set up a group of experts capable of supporting its efforts in the implementation of similar projects (more than 100 trained and accompanied experts). The institution has also improved its ability to implement projects involving the private sector, manage projects with grant components, implement agro- business projects, and train entrepreneurs. The project’s support to businesses, along with improved skills of workers in the Bagré area have helped to promote businesses, professional associations and organizations and smallholders. One example is that the WBG provided the project with experts in the field of Warehouse Receipt, a skill area that did not exist in the country, but which has since been developed. Another key example of institutional development was in building the project management’s (MOB and MEBF) capacity in dealing with the issue that prior to the project, many individuals and companies wanted to develop agribusiness, but had neither land, nor facilities. The project, by providing developed land and incentives, has catalyzed strong interest from investors. While the project did not meet full expectations, it is clear that the needs expressed by the agro-investors show the need for an institution that can provide these incentives (land and facilities), which is the core of the Bagre model. Mobilizing Private Sector Financing 58. A major thrust of the project theory of change was to stimulate private investment by providing enabling services and infrastructure. This thrust was represented in the design of the project and was measured by one of the three PDOs, increase in private investment. Private investment generated by the project reached US$33.66 million. An additional US$18 million was achieved in private credits from institutions established with project support. 59. Cash and matching grant beneficiaries increased business management knowledge helping them to innovate and to diversify their product offerings, to improve product quality, and savings on costs for more reinvestments in the firm. Cash grant beneficiaries in particular increased investments in physical capital (equipment, infrastructure), inventory, and production inputs. They were also more likely to be formalized and own a financial account. Even firms in the control group reported some improvements in business management practices following the basic training that all sampled firms had to follow. These entrepreneurs especially hailed their improved knowledge in financial management, marketing, and customer relationships. However, several beneficiary entrepreneurs found the selection and disbursement procedures lengthy and disruptive for their production plans. Many entrepreneurs said that they are not yet fully using their equipment and would need to hire more staff but are unable to pay the wages. Overall, beneficiaries of cash and matching grants expect a major positive change in their production processes because of the training and financial support received. The study participants reported more generally that the activities of the Bagre Growth Pole Page 25 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) project created opportunities and incentives, which motivated them to grow their existing businesses or to engage in entrepreneurship. The provision of irrigated land, inputs for livestock production, and business development services, has helped to develop markets for products that are locally consumed and exported to neighboring countries. Poverty Reduction and Shared Prosperity 60. The entire premise of the project was to stimulate growth and shared prosperity in a poor, but high potential area in the country. Most of the beneficiaries were small holders and SMEs who benefited from expanded irrigation infrastructure and grants and transfers to start and expand business and services to the rural community. The increase in employment, both permanent and temporary, also mainly benefited typical households in the area, which tended to be economically poor. Other Unintended Outcomes and Impacts 61. One unexpected positive outcome was that the project met its employment creation and investment targets despite not having supplied the intended electricity and roads infrastructure to support irrigation . These targets were reached in large measure because of the activities promoted by matching grants and cash transfers, whose multiplier effect was much larger than had been anticipated. They were also reached because of the resourcefulness of private investors who made necessary investments to secure electricity for pump irrigation. III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME A. KEY FACTORS DURING PREPARATION 62. Preparation for the Bagrepole project was strong in some areas but lacking in others, caused, in part by time pressures relating to the authorizing environment. As an institution, the WBG was committed to testing out the growth pole approach as shown in pursuing this strategy in several country pilots, including Ghana, Malawi, and Mozambique. The theory of change was logical and was worth attempting given how past efforts to accelerate growth and stimulate private investment had failed. 63. Several factors at the preparation/design stage greatly disadvantaged the project:  The overall complexity and ambitious scope of the project combined with limited implementation capacity: With major components in irrigation construction, electric power construction, road construction, private sector development, and agricultural development – any one of which would have been a typical stand-alone WBG project – the original design went far beyond the scope of a feasible 6-year project and was more appropriate for a series-of-projects (SOP) over a 10-15 year period (indeed the project ended up taking 10 years, even without the electric power and roads components).  The reliance on inadequate technical studies: Not only was the success of the project dependent on topographic studies that were seven years old and had been conducted under a previous project, but the topographic studies proved to be replete with technical errors and underestimates of irrigation costs. Not only did these errors directly lead to 10 months’ worth of unforeseen penalty payments to the companies constructing the irrigation network (they had already mobilized all the equipment and the personnel to the construction sites from abroad when it was discovered that the topographic studies were inaccurate), but also Page 26 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) these errors had severe cascading effects where the cost overruns for the irrigation network crowded out funding for the electricity and roads components, which were essential to the project’s theory of change.  Preparation time was too compressed to deal with some of the project’s challenges . Preparation time was limited to about nine months for the project. This short timeframe made it more difficult to address the issues above. For example, there was not sufficient time to ensure that the technical studies were accurate and to carry out new ones if they were not. More time could also have been used to prepare project management to deal more effectively and provide better follow up to selected investors.  BB budget was insufficient to manage the Project: With the need to mobilize to the field various experts from Washington on an on-going basis, such as the irrigation and electric power specialists, additional trust funds should have been contemplated from the onset and raised during the preparation phase. As a result, inadequate expertise was often present on the ground to monitor infrastructure construction and other project components. 64. Despite these major handicaps, as a pilot growth pole project, Bagrepole “worked out many of the kinks” in the growth pole concept and design, demonstrated to Burkina Faso the costs, timeframes, and sequencing involved in developing a growth pole. In general, it paved the way for much more effective growth pole development in the future. The Bagre area itself is now much better poised to make a significant impact on the economic and agricultural growth of the country. B. KEY FACTORS DURING IMPLEMENTATION 65. As stated, the poor technical studies for irrigation handicapped the project from fulfilling its original theory of change. In addition, the construction of unpaved rural roads did not begin until very late in the project. As a result, while investment and employment targets were achieved with major help in growth of non-irrigation activities, the expected agricultural production was less than half of the original target. 66. Implementation challenges were addressed with a highly proactive approach with respect to MTR recommendations, strengthening WBG in-country staff and the safety issues related to implementation of irrigation works. As a result, implementation and project disbursements were accelerated. The addition of a senior level staff in Ouaga helped ensure that key challenges related to lagging infrastructure and securing investors were addressed, as well as later making the case for additional financing. With respect to safety, the WBG response to the three fatal accidents made it clear that the WBG considered the three fatal accidents in and around the irrigation construction sites to be of major significance; and involved the highest levels of WBG Africa Region management in implementing a proactive communications campaign surrounding these incidents. The WBG immediately mobilized a review of occupational safety and health practices. Changes in safety practices, signage at the irrigation canals, and other steps were immediately implemented to improve the health and safety situation. The WBG considered itself to be vulnerable to the reputational risk, because of the weaker response from its partner organization. 67. A strong collaboration between the WB team and the IFC team, as well as other development partners on the ground, brought additional strength and responsiveness to the Project . IFC colleagues, located in the same WBG building in Ouagadougou, were involved in the management of the project from the beginning and were able to bring specific and agile IFC responses to the project at key moments, especially with regard to investment climate reforms Page 27 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) and improvements, and coordinating investment promotion efforts for the Project area. IFC’s excellent relations with the Burkina Faso Investment Promotion Agency (Agence de Promotion des Investissements du Burkina Faso (API-BF)) were instrumental in coordinating investment promotion activities between the API-BF and the Bagrepole office. In addition, the African Development Bank (AfDB) continued to finance the construction of the Rive Droite project area under a parallel financing of US$35 million. During implementation, the difference in approach and philosophy to several issues between the WBG and the AfDB arose, made implementation challenging. 68. Another useful tool that was developed during implementation was the practice of south-south learning (in particular, Mali). The Project brought communities for which resettlement was planned with those that had already successfully been resettled. This practice made it possible to pass along lessons learned from previous resettlement experiences, provide confidence and comfort in the process to those communities that were still reluctant or had concerns, and in general increase transparency to the entire process. These encounters took place through field trips organized by the PIU. 69. Other accomplishments included: the establishment of an effective investment promotion and facilitation system, a communication strategy for investment promotion agency and updated the Bagrepole communication plan, including the use of Radio Bagre, strengthening the capacity of the Burkina Faso Investment Promotion Agency (API- BF), updating the WEB sites of the Investment Promotion Agency (ABI) and Bagrepole to allow investors to have access to information on the incentive measures (tax and customs), measures to simplify procedures and mechanisms for allocating and managing land, designing and operationalizing the investor and investment project monitoring system and developing the Bagrepole strategic plan. Safeguard and fiduciary aspects during preparation and implementation are discussed below. Box 2. Additional Implementation Factors: Political and Security Contexts for the Bagrepole Project The project was implemented in a context of significant political change. Fortunately, the project benefited political commitment at the highest level, as well as the essential financial and institutional support, that helped deal with these changes. Political changes faced by the project included:  Legislative elections of December 2012  Popular uprising of October 2014  Political transition (2014-2015)  Combined presidential and legislative elections November 2015  Combined presidential and legislative elections of November 2020 From 2012 to 2014, the political commitment was remarkable with the institution of the growth pole approach and the deployment of the necessary support to get the project underway. During the transition period, this commitment was maintained. From 2016 to the present day, the growth poles remained a government priority both through their inclusion in development policies (PNDES 2016-2020) and through the Government’s genuine commitments. To enhance security the Gendarmerie Surveillance and Intervention Platoon (PSIG) was established at the beginning of the project to ensure the safety of people and property in the project area. This platoon has worked in close collaboration throughout the project life with the other defense and security forces (FDS) present in the project area (Territorial Gendarmerie Brigade, Republican Security Company, National Police, National Army). The PSIG created a sense of security so that project activities could proceed with minimum interference. Page 28 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME A. QUALITY OF MONITORING AND EVALUATION (M&E) M&E Design 70. The original M&E design was reasonably well-aligned with the PDO and the activities of the project, though it required additional information to substantiate attribution. The key components of employment, private investment and production were measured. It did require a further investigation to ensure that what was measured was attributable to the project, as well as its significance in measuring results. For example, employment could be counted in several forms, both temporary and permanent, as well as agriculture-related or services- and SME-related. The type of employment was important to PDO assessment because the attribution of the employment gains need to be substantiated; are they attributable to the project, or other, non-project activities and how much employment did each activity generate? With respect to employment, it was possible to attribute the quoted employment gains to the Project, though about 20 percent of the jobs created were temporary in nature. With respect to private investment, since the target level was achieved without the project providing either electricity to run pumps or paved roads to reach markets, as originally planned, the question arises as to the relevance of the results targets. Clearly, the link between greater private investment and project activities played out differently from what was originally envisioned, because the targeted increases in private investment and jobs were attained, to a significant degree, through other channels, namely, the creation of SMEs and service providers. With respect to agricultural production, the project originally targeted several types of outputs including fish, horticultural, and cereal products, but both the target and composition had to be radically reduced during project restructurings. The revisions of the results framework for both PDO and intermediate indicators did improve the relevance of the design of the framework as the realities of the project’s implementation evolved. 71. Thus, the original PDO targets were likely too low, given that they were achieved without most of the key infrastructure. Both job creation and investment targets were met and even exceeded somewhat after being revised upwards. This result would not be expected given that the project did not provide essential electricity and roads infrastructure on which the targets were based. Thus, even though the results outcome targets were met, including the revised downward production target, the project warranted a moderately, rather than a fully satisfactory rating for achievement of objectives. 72. The project also provided for significant resources to conduct a rigorous Impact Evaluation (IE) of Component 3-Matching Grants and Cash Grants. The IE, now (at the date of this ICR) completing the second of three phases, used the randomized controlled trial (RCT), is being done in order to assess the impacts of the matching grants activity with the original Component 3 activity of the project vs. direct cash transfer support to the SMEs in the Project area, which was incorporated into the project in 2017. A baseline survey was conducted in 2018-2019 on a sample of 1,300 MSMEs (400 matching grants beneficiaries, 400 cash transfer beneficiaries and 100 additional firms). The phases include a report on the baseline data, and at least two follow-up surveys to complete the IE, especially on job creation, productivity (including revenue and profit), innovation, and investment. Data collection is ongoing to evaluate the cost effectiveness of the two interventions (cash grants and matching grants). The final IE report will be completed by end-December 2021. Two Page 29 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) dissemination workshops are planned to build capacity of supported MSMEs and share lessons from the IE with the stakeholders. M&E Implementation 73. The Implementation of the M&E was consistent and thorough for the most part . The PIU kept up monitoring throughout the project, especially from the 2016 MTR onward. The PIU reliably provided updates on the achievements vis-à-vis the results framework on a monthly basis to the WBG team. Successive restructurings kept the relevance of the implementation of the M&E system and results framework current with the changes in the project. At the time of the ICR all results indicators were available and were understood by the PIU as evidenced by their detailed explanations of the indicators. The PIU also produced detailed, end-of-project reports summarizing results and record of implementation. M&E Utilization 74. The M&E system was key to decisions affecting project management including allocations between components, the case for additional financing, revisions of the results framework and extensions of the project closing date. Decisions in each of these areas were based on project monitoring data. One of the most important examples was the monitoring of the cost of irrigation infrastructure, which had been badly underestimated. The new cost data led to informed decisions to cut out the electricity and roads activities, at least until additional financing could be secured. Thus, active monitoring led to making the case for the AF, which, at the time, envisioned the restoration of the electricity and roads infrastructure in the project. Justification of Overall Rating of Quality of M&E All three elements of the M&E quality were sound, thus justifying a substantial rating. B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE Environmental 75. The Project was classified as a Category A operation, mainly because of key investments in large-scale irrigation, which triggered several safeguard policies. The investments had significant environmental impacts on water resources and required the resettlement of some local communities. The Environmental Assessment Policy was triggered because of direct potential impacts associated with irrigated agriculture development such as soil and water pollution during construction, construction waste disposal issues, burrowing and impoundment of water, and significant changes to the environment. The Government prepared an Environment and Social Management Framework (ESMF) to address the potential environmental and social adverse impacts of the Project. In addition, the Natural Habitats Policy was triggered because unmitigated irrigation development could have had an impact on natural habitats, mostly downstream of the command area with potential deforestation and land clearing activities. The Project financed the implementation of an environmental and biodiversity action plan under Component I. The Pest Management Policy was triggered due to potential expansion and intensification of agricultural activities. A Pest Management Plan (PMP) was reviewed by the World Bank and resources for its implementation included in the Project. The Physical Cultural Resources Policy was triggered because Burkina Faso is viewed as a rich cultural heritage area. Chance finds were addressed under the ESMF. Additional details of environmental safeguards compliance are found in Annex 8. Page 30 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Table 6: Environmental and Social Safeguard Policies Triggered by the Project Safeguard policies triggered. Environmental Assessment (OP/BP 4.01)  Yes ○ No Natural Habitats (OP/BP 4.04)  Yes ○ No Forests (OP/BP 4.36) ○ Yes  No Pest Management (OP 4.09)  Yes ○ No Physical Cultural Resources (OP/BP 4.11)  Yes ○ No Indigenous Peoples (OP/BP 4.10) ○ Yes  No Involuntary Resettlement (OP/BP 4.12)  Yes ○ No Safety of Dams (OP/BP 4.37)  Yes ○ No Projects on International Waterways (OP/BP 7.50)  Yes ○ No Projects in Disputed Areas (OP/BP 7.60) ○ Yes  No Social 76. In response to two fatal accidents of workers at the irrigation sites on April 6 and June 3, 2017, the Project team conducted a worker safety and health audit in July and August of 2017 . After completion of the study, the Project team worked with the PIE to ensure that the recommendations of the audit were carried out to avoid further accidents. A summary of recommendations to enhance health and safety measures was been prepared and was made legally binding on the government by cross reference in the legal agreement. The review of existing systems was also instrumental in responding to a third accident in 2018 and preventing future accidents. 77. The Involuntary Resettlement Policy was triggered. The irrigation network, land development and possible land consolidation by the Project, construction and rehabilitation of paved and feeder roads, and the development of collective infrastructure such as business centers, collective storage facilities, and collective areas for SMEs and industries all had potential major resettlement impacts and a Resettlement Policy Framework, was prepared. Additional details on social safeguards including resettlement actions and dam safety are presented in Annex 8. Fiduciary Procurement 78. Despite the complexity of the project, the MEBF had no significant difficulties in implementing its contracting component at the central level. The AOCs were received in a timely fashion and there was a cooperative arrangement put in place to support the contracting officer. At the recipient level, there were some difficulties related to the lack of familiarity with procedures (complicated sometimes by a weak level of literacy). In some remote areas it was difficult to find competing offers especially in some remote areas. While the procurement systems were effective, beneficiaries in regions sometimes encountered difficulties, especially for remote areas. The keys to successful contracting under the Bagre project included: Detailed and validated Terms of Reference (TORs); for micro-projects implemented by beneficiaries, allow the use of business practices for certain categories of expenditure, including direct purchases not exceeding a threshold (US$5,000 or US$10,000). This solution saved time and efficiency. Additional lessons include: Page 31 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662)  Take consultants to assist the beneficiaries in the contracting at the level of their micro-projects.  Define the technical characteristics/specifications, as well as the ToRs, to fit with the real needs.  Put in place a rigorous system for evaluating supplier offers, involving all technical skills, to avoid being confronted with offers that later fail.  Put in place a good system of receipt of goods that will work rigorously, to receive only quality equipment and which is in accordance with the technical characteristics.  Put in place a rigorous system of validation of reports transmitted by consultants, to ensure the quality of the work rendered in line with the ToRs validated by IDA. Financial 79. FM was challenging with activities such as matching grants, which MEBF oversaw, but was conducted smoothly overall. This can be attributed to:  Flexibility in disbursement at the disbursement service level, which agreed to continue to approve Funds Disbursement Requests (Demandes de Remboursement des Fonds – DRF) during the grace period, after the project provided information on disbursement forecasts.  WBG proactiveness in relation to the solicitation messages sent by MEBF.  The strong involvement of the various TTLs and Financial Management Specialists to help solve the financial management problems posed.  Flexibility in reallocation requests at the TTL level. Additional details of financial management are provided in Annex 8. C. BANK PERFORMANCE Quality at Entry 80. The WBG’s support for preparation was adequate in some areas, but weak in others. The preparation of the Zone Development Plan was initiated during Project preparation and served as a framework for MOB and the investors. The Project supported MOB with the recruitment of key staff and provision of needed TA to implement the Project during the first year of implementation. Most of the investment promotion for the Bagre Project was dependent on a series of events over a period of several months early, in the Project; however, follow up of the identified investors on the part of the PIU was lax. 81. The original expectations for the Bagre project were overly optimistic with respect to the time it would take to complete multiple infrastructure investments that were necessary to reach original expectations for project scope . The cost overruns on the irrigation canals took away virtually all the funds for electric power and roads. The reason for the cost overruns with the irrigation canals related to an estimate of costs in the preparation phase, which was not realistic. Had the diagnostics for the irrigation canals been conducted before going to Board, or if new diagnostics could have been funded with PPA support, then these overruns could have been avoided. Performing diagnostics before the Board date is Page 32 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) not always practical given time constraints and pressures to deliver both internally and from government clients. As stated previously, this result was at least partially a function of the authorizing environment which allowed only nine months for preparation. However, the Project team still should have realized that the Project risked underestimating costs, thus delaying certain Project components, and reducing project scope. Quality of Supervision 82. With disbursements behind schedule and large cost overruns, the WBG worked well with the government to restructure the project during the 2016 MTR (the first of four restructurings) as well as with subsequent restructurings . As stated in section III, the WBG improved support to the project by allocating a senior level staff to be based in Burkina to closely supervise the project. One specific area to address was the flagging private investment due to lack of promised infrastructure. From more than 700 companies that participated in investor promotion events, only 108 were ultimately chosen to eligible to receive land allocations, of which 15 investors were ultimately, competitively selected to be allocated land. As project delays occurred, the follow-up given to these companies was infrequent and inadequate. The Project team from the WBG began working with the PIU to reconnect with all the target companies on a regular basis. The WBG Project team emphasized to the PIU that even if the news was unfavorable or concerned delays, this information was valuable to companies to help them plan accordingly. Given that the PIU was unaccustomed to keeping track of their contacts with investors, the Project team also helped them to establish a simple tracking system. 83. The Project team was able to help the PIU connect effectively with the country’s investment promotion agency, API-BF. IFC colleagues with their excellent relations with the API-BF were able to facilitate this process and enhanced coordination between the PIU and API-BF. Thus, the Project’s investment promotion efforts could be plugged into the overall investment promotion strategy of the country. In addition, the investment promotion agency was included in the additional financing to strengthen its capacity. Lack of capacity in the investment promotion agency was one of the reasons why this coordination had not taken place earlier. 84. The WBG responded with an additional financing to fund roads and electric power and adjustments to the results framework. The reasoning was that until this infrastructure is provided, large-scale business operations originally targeted were unlikely to come to the Project region. The AF was based on projections on renewed and rigorous analysis and included extensive consultations with the private sector. Even with the activities programmed, the private sector was not expected to begin to respond until the mid-point of the AF, almost seven to eight years from original project effectiveness. At the same time, the WBG worked with the government to adjust the results framework to the pace of implementation of the project. 85. A communications strategy is essential in projects that involve multiple interventions, especially if there is infrastructure construction involved. Communication was key to maintaining public trust and the Project issued an e- newsletter once a month to help. Communications were very important on, for example, interim milestones, such as the completion of a certain tract of irrigation canal, a water test connecting the two canals being constructed, the completion of important studies, even breaking ground on a new construction site – to let stakeholders know that the Project was progressing. This communication is particularly important for large, expensive projects, which tend receive greater scrutiny, particularly to avoid the perception of no progress, which may happen if management does not provide news Page 33 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) for an extended period. It is also important to recognize that communication needed both internally within the WBG, especially management, and externally, with the client. 86. Another example of the importance of communication occurred after a second worker death in a two-month period. The Project team informed management immediately and proposed an emergency trip to the Project area to investigate. Soon afterward, on the recommendations of the safeguards team members, a worker safety and health audit were proposed to management. This course of action enabled the Project to remain open while an investigation was mobilized. Other Projects with similar incidents are sometimes closed. 87. The Project used innovative approaches to communications, such as supporting the establishment of “Radio Bagrepole” as a government initiative for keeping stakeholders in the Project area informed. The radio station had a strong signal and offered culturally appropriate and interesting programming. Popular music and talk shows were interspersed with a steady flow of information on the progress being made by the Project and especially how local stakeholders can access the matching grants offered by the project. Radio Bagrepole continues to constantly innovate and will soon be experimenting with awareness-building around how the Project complies with social and environmental standards. Justification of Overall Rating of Bank Performance 88. Although preparation had significant flaws, the WBG during supervision was strong and remedied numerous issues and salvaged a reasonably successful project with achievements that can be leveraged with additional investments. Thus, the overall rating for WBG performance is moderately satisfactory. D. RISK TO DEVELOPMENT OUTCOME 89. The risk to development outcome can be viewed as moderate, partly because much was achieved even without the Project’s provision of some key outputs and because there are numerous follow-on activities that will build upon the assets created by the project. In addition to 20 km of primary irrigation canals lined with concrete and 2,200 hectares of developed land, the project has completed the master plan for the development of the area. The technical studies for the development of 8,200 hectares of the northern and eastern extensions have been carried out and updated by the project. The mobilization of financial resources will allow the launch of the works to significantly increase the irrigation areas and thus the agricultural production. The expansion of paved roads, and electricity, are in the process of being provided through other projects. Post-Bagrepole, the extension of the electricity grid from the dam, which was producing 16 megawatts, should allow agro-investors to set up their pumping systems and further increase agricultural production. Risk to development outcome will also be mitigated to some extent with the support of the Emergency Local Development and Resilience Project – P175382 (approved in December 2020, for US$350 million) whose PDO is to improve inclusive access of communities (including Internally Displaced Persons-IDP) to critical infrastructure and essential social services in selected areas. This project will reinforce gains from Bagrepole particularly in the area of paved roads. 90. Benefits are expected to be sustained in several other areas as well . For example, local professional associations were established and organized, skills gained through the training are being applied and producing results. However, to sustain these gains, the local support given by MEBF's advisers, specific support such as advice, assistance in the Page 34 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) development of business plans, support for negotiations with banks, needs to continue. Other inputs include the provision of a guarantee fund and support to businesses in the areas of organization of business plans and other business promotion activities. Finally, the growth pole model is supported by the country's highest authorities, as reaffirmed through the Presidential Programme implemented by the National Economic and Social Development Plan (PNDES). The government’s commitment to Bagrepole is best summed up by the conclusion of the PIU’s final report: Growth poles are… “part of a long-term integrated development process and Bagre’s growth center is a clear illustration of this that should be consolidated through the mobilization of financial resources to continue the construction of the Bagre growth pole and complete the work that is undertaken with the involvement of all stakeholders.” 9 V. LESSONS AND RECOMMENDATIONS 91. Lesson 1: For very complex projects such as Bagrepole, a Programmatic Approach (i.e., several sequential projects over a period of 10-15 years under a Program umbrella) may be more effective than a single, standalone operation. Such a programmatic approach could take the form of three or more large World Bank Projects, each lasting five years. The complexity of Bagrepole, which was essentially a combination of five projects – irrigation canal construction, electric power infrastructure, roads, investment promotion and capacity building, and a traditional agriculture / agribusiness intervention – made it nearly impossible to accomplish within the original 6-year timeframe. This reality, within low-capacity, Burkina context, was evidenced by the fact that only 28 percent of Project funds were disbursed after more than four years of implementation. The complexity and scope of the project made it difficult to manage both for the WBG Project team as well as the Project team in the PIU. With so many simultaneously moving parts competing for attention, it was difficult to make steady progress, and prioritizing became difficult. These difficulties were compounded, not only by low implementation capacity, but also the lack of adequate studies for irrigation works. 92. Lessons 2: Large, complex projects require proper sequencing both at the project design and at implementation phases. For example, the construction companies for the irrigation canals were mobilized months before the supervision company was on board. Hence, these companies proceeded with an outdated topographical study that a supervisory company would have caught early on. For projects with multiple infrastructure elements and a private sector investment attraction component, proper sequencing is critical to determine, (i) the critical path (e.g., irrigation technologies requiring pumping will need to have the electric power in place before commencing); and (ii) the critical elements needed by the private sector before they locate in a particular geographic region. 93. Lesson 3: The right combination of conditions (infrastructure, services, value chain, investment climate) must be in place before the private sector fully engages, and it is a long-term challenge . To establish the right combination of conditions requires networking with the private sector to validate plans. Econometric modeling to maximize outputs given a specific set of inputs can also be useful in this regard. There are usually several investment promotion institutions involved in a spatial project, and institutional overlaps must be dealt with and specific responsibilities assigned. In this regard, the project could have done a better job of following up with investors after the initial selection. Another important aspect to attracting the private sector is FCI’s value added, particularly in the area of new private investments and new jobs. With co-TTLs from the Transport, Agriculture and Energy GPs, the IFC was essential in bringing the private sector into the project as much as possible and pulling together seemingly disparate interventions to an integrated whole. 9 Projet Pole de Croissance de Bagre-Rapport d’Achevement, MEBG, November 2020. Page 35 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 94. Lesson 4: Good results can still be achieved if there are appropriate adjustments during implementation, including increased supervisory support from the WBG. The multiple restructurings made key adjustments to the original design which led to the project reaching employment an investment goals, even in the absence of key infrastructure inputs. Increasing resources through additional financing was also key to compensate for underestimated irrigation costs. The WBG also ensured a high degree of hands-on supervision, which led to accelerated implementation and disbursement. The in-country support also ensured that the WBG could assist in addressing problems as they occurred in real time. 95. Lesson 5: Credit schemes, such as Bagrepole’s matching grants program, may be effective for some businesses, even though some are constrained by their own contribution of 20 percent requirement . The matching grants scheme originally targeted existing firms along the agro-business value chain. While waiting for the larger investors to locate in the area, matching grants were having an important impact on the ability of SMEs to get access to finance. However, the original requirement for an own contribution of 20 percent for the matching grants was found to be unrealistic for many of the SMEs. As part of the AF, the parallel cash transfers program was implemented without a requirement for an own contribution. An impact evaluation is being conducted to assess the relative impact of the matching grants and the cash transfers program on job creation in the project area, the first stage results of which have been cited in this ICR. 96. Lesson 6: An impact evaluation is a good idea to reinforce project results especially in terms of its support to grow MSMEs and create jobs, as well as the contribution of the project to designing similar interventions in other Sub- Saharan African countries. The IE can provide evidence to support the ongoing policy dialogue on the relevance of introducing cash grants in private sector operations. This evidence will be valuable to Burkina Faso’s plans to develop a second agribusiness growth pole as well as small-scale agribusiness specialized zones. 97. Lesson 7: One very practical lesson from the project is to appreciate the importance of high-quality map generation throughout the life of a spatial project like Bagrepole . To fully understand a large, spatial project, there needs to be maps of many different types. Although this lesson was applied relatively late in the project, it greatly improved communications and planning such as for critical resettlement. Note that in addition to maps, specific cadaster studies providing accurate geodata are important to project design and implementation. Project maps included:  the overall Project master plan  migration flows of populations  where project-affected persons have been resettled from and to  irrigation canals and projected construction  electric power – construction and projected lines  roads construction and construction of social infrastructure 98. Lesson 8: In general, a comprehensive communications strategy is needed for a project like Bagrepole . Infrastructure takes time to construct, and if there is no news emerging from the Project before the construction is finalized, there is a communications vacuum. Developing a communications strategy for the project should be part of the design phase or first phases of implementation and the strategy should be revisited on an annual basis. The Bagre project did not have a coherent communications strategy until late in the project. With the many issues of implementation Page 36 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) progress, safety and so on, the Project team was eventually able to develop a communications plan, which allowed the Project to address public issues before they got worse. However, it would have been better to begin the project with a comprehensive communications strategy. 99. Lesson 9: A complex, multi-dimensional project requires additional preparation time and the authorizing environment at the WBG needs to accommodate that extra time. In the case of Bagrepole, the preparation time was about nine months, which in retrospect, was too tight to work out some of the preparation flaws. The design of a project like Bagrepole is heavily dependent on engineering rigor and there needed to be additional time to validate topographical studies, as well as to ensure the sequencing of electricity and roads infrastructure. . throu Page 37 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS A. RESULTS INDICATORS A.1 PDO Indicators Objective/Outcome: Attract private investment Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Value of investment flows Amount(USD) 0.00 20000000.00 32,000,000.00 33,660,000.00 27-May-2011 29-Sep-2017 30-Oct-2020 30-Nov-2020 Comments (achievements against targets): Achieved - 105% of revised target (168% of original target). Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of jobs created in Number 0.00 30000.00 33,000.00 33,154.00 the Project Area 27-May-2011 29-Sep-2017 30-Oct-2020 30-Nov-2020 Page 38 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) of which percentage of Percentage 0.00 0.00 28.00 29.00 female of which percentage of Percentage 0.00 0.00 28.00 40.00 youth Comments (achievements against targets): Achieved jobs target (100.5%), and female target, exceeded youth target (12 percentage points). Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Volume of cereal production Metric 157,867.00 450000.00 190,000.00 228,863.00 (cereal and cereal crops, tons/year vegetable cultures, bananas, in the concentration zone ) 27-May-2011 29-Sep-2017 30-Oct-2020 30-Nov-2020 Comments (achievements against targets): Achieved - 121% of revised production target (51% of original target). This is the production from 4080 Ha (the pre-existing 1880 ha + 2200 ha funded by the Bagre Pole project). Page 39 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) A.2 Intermediate Results Indicators Component: Improvement of Institutional Capacity for Better Zone Management and Investment Climate in the Project Area Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of agribusiness firms Number 0.00 5.00 20.00 20.00 having signed an agreement committing to invest in an 27-May-2011 29-Sep-2017 30-Oct-2020 30-Nov-2020 area of at least 5ha Comments (achievements against targets): Achieved - 100% of revised target. (400% of original target). Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of enterprises Number 3.00 40.00 200.00 253.00 established 27-May-2011 29-Sep-2017 30-Oct-2020 30-Nov-2020 Comments (achievements against targets): Exceeded - 127% of revised target (633% or original target). (This total includes the 114 service providers in the indicator below). Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Formally Revised Completion Page 40 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Target Hectares of land allocated Hectare(Ha) 0.00 15000.00 300.00 1,034.00 with land title or under a lease 27-May-2011 29-Sep-2017 29-Oct-2021 30-Nov-2020 Comments (achievements against targets): Exceeded - 345% of revised target (7% or original target). Note that 2,000 ha of the 15,000 ha were actually to be funded by AfDB, with parallel financing, so the actual original target was 13,000 ha. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of proposals Number 0.00 1600.00 1,600.00 1,738.00 financed by the matching grants and cash grants fund 27-May-2011 31-May-2016 30-Oct-2020 30-Nov-2020 Comments (achievements against targets): Achieved - 109% of revised target. This was a new indicator at restructuring, so it could also be considered as an original target, but not at appraisal. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of private service Number 0.00 15.00 110.00 114.00 providers operating in Bagre 27-May-2011 29-Sep-2017 30-Oct-2020 30-Nov-2020 Page 41 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Comments (achievements against targets): Achieved - 104% of revised target (760% of original target). Component: Infrastructure Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Operational water user Number 0.00 5.00 5.00 0.00 associations created and/or strengthened 23-Jun-2017 30-Oct-2020 30-Oct-2020 30-Nov-2020 Comments (achievements against targets): Not achieved. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Area provided with irrigation Hectare(Ha) 3,380.00 5574.00 5,574.00 5,580.00 and drainage services (ha) 31-May-2016 30-Oct-2020 30-Oct-2020 30-Nov-2020 Comments (achievements against targets): Achieved - 100% of revised target. Page 42 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Area of irrigated land in Hectare(Ha) 1,880.00 15000.00 3,380.00 4,080.00 production with Project support 31-May-2016 29-Sep-2017 30-Oct-2020 30-Nov-2020 Comments (achievements against targets): Achieved - 118% of revised target (27% of original target). Note that the baseline of 1,880 ha represents the pre-existing area under irrigation. The target of 3,380 ha represents a 1,500 ha increment by the Bagre Pole Project. The actual achieved was an increment of 2,200 ha. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Length of roads constructed Kilometers 0.00 102.00 102.00 119.57 (both paved and unpaved - km) 31-May-2016 30-Oct-2020 30-Oct-2020 30-Nov-2020 Comments (achievements against targets): Achieved - 117% of revised target. Note: these were unpaved roads and there was roads target at appraisal. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Page 43 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Transmission lines Kilometers 0.00 10.00 10.00 0.00 constructed or rehabilitated under the project 30-May-2016 31-May-2016 30-Oct-2020 30-Nov-2020 Comments (achievements against targets): Not reported. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of technical and Number 0.00 2.00 2.00 0.00 feasibility studies for the establishment of the 30-May-2016 30-Oct-2020 30-Oct-2020 30-Nov-2020 industrial park Comments (achievements against targets): Not achieved. Component: Services Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Beneficiaries satisfied with Percentage 0.00 0.00 80.00 95.80 the matching grants and cash 27-May-2011 31-May-2016 30-Oct-2020 30-Nov-2020 Page 44 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) grants program (%) Comments (achievements against targets): Exceeded - 120% of the revised target. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Changes to the matching Yes/No No Y Yes Yes grants / cash transfers activity as a result of 30-May-2018 29-Nov-2019 30-Oct-2020 30-Nov-2020 consultations Comments (achievements against targets): Achieved. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Beneficiaries satisfied with Percentage 0.00 80.00 80.00 81.20 the roads constructed in the Project Area (%) 30-May-2016 29-Nov-2019 30-Oct-2020 30-Nov-2020 Comments (achievements against targets): Achieved - 102% of revised target. Page 45 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Page 46 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) B. KEY OUTPUTS BY COMPONENT Objective/Outcome 1 Increase Private Investment 1. Increase in private investment Outcome Indicators 1. Amount of irrigated area (Originally 15,000 ha – totals from the WB project area of the Rive Gauche and the Chenal Nord et Est, as well as the Rive Droite, which was to be developed under parallel financing by Intermediate Results Indicators the AfDB accounting for 2,000 ha of the 15,000 ha total 2. Number of enterprises created (139 enterprises by 2020) 3. Number of service providers established in Bagre (114 service providers) 1. Total private investment realized US$33.66 million 2. 20 enterprises in agro industry signing an investment agreement for Key Outputs by Component land >5 ha. (linked to the achievement of the Objective/Outcome 1) 3. 1,034 ha leased 4. 114 private service providers created 5. 1,738 enterprises supported/created Objective/Outcome 2 Increase in employment generation 1. Increase in employment generation Outcome Indicators 1. Number of enterprises created (139 enterprises by 2020) 2. Number of service providers established in Bagre (114 service Intermediate Results Indicators providers) Key Outputs by Component 1. 114 private service providers created Page 47 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) (linked to the achievement of the Objective/Outcome 2) 2. 34,154 jobs created, of which 27,324 permanents 3. 1,738 enterprises supported/created (contributing much of the job creation) Objective/Outcome 3 Increase in cereal production Outcome Indicators 1. Increase in volume of cereal production 1. Amount of irrigated area (Originally 15,000 ha – totals from the WB project area of the Rive Gauche and the Chenal Nord et Est, as well as the Rive Droite. Intermediate Results Indicators 2. Number of strategic investors and partnerships developed (for example private management of the animal food processing facility and private management of the fish-farming center—does not appear in the results matrix). 1. 228,863 tons of cereal production from project Key Outputs by Component 2. 1,034 ha leased (linked to the achievement of the Objective/Outcome 2) 3. 2,200 ha of land under production through irrigation expansion Note N that some indicators and outputs correspond to/support multiple objectives. Page 48 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION A. TASK TEAM MEMBERS Name Role Preparation Supervision/ICR Mahaman Sani, Michael Weber Task Team Leader(s) Mathias Gogohounga, Bouraima Diaite Procurement Specialist(s) Sandrine Egoue Ngasseu Financial Management Specialist Souleymane Hussein Seye Environmental Specialist Gertrude Marie Mathilda Coulibaly Zombre Social Specialist Mutsa Cecelia Masiyandima Team Member Saba Nabeel M Gheshan Counsel Yoro Sidibe Procurement Team Cheick Omar Tidiane Diallo Team Member Nash Fiifi Eyison Team Member David Ivanovic Team Member Sidiki Soubeiga Team Member Maria Eileen Pagura Team Member Mohamadou S Hayatou Team Member Alpha Mamoudou Bah Procurement Team Irene Marguerite Nnomo Ayinda-Mah Team Member Inoussa Ouedraogo Team Member Taoufiq Bennouna Environmental Specialist Yolande Bougouma-Zagre Procurement Team Suzane Kabore Rayaisse Procurement Team Lionel F. Yaro Team Member Ganna Musakova Team Member Tatiana Segal Team Member Page 49 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Abdoul Wahabi Seini Social Specialist B. STAFF TIME AND COST Staff Time and Cost Stage of Project Cycle No. of staff weeks US$ (including travel and consultant costs) Preparation FY10 25.655 154,620.58 FY11 58.160 320,200.96 FY14 .297 2,389.69 FY17 0 129.26 Total 84.11 477,340.49 Supervision/ICR FY12 19.534 134,009.80 FY13 44.637 275,486.58 FY14 15.054 112,484.34 FY15 13.021 75,457.04 FY16 26.304 132,420.54 FY17 44.444 279,605.44 FY18 15.197 171,883.37 FY19 36.843 170,597.44 FY20 45.230 205,856.87 Total 260.26 1,557,801.42 Page 50 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) ANNEX 3. PROJECT COST BY COMPONENT Amount at Approval Actual at Project Percentage of Approval Components (US$M) Closing (US$M) (US$M) Improvement of Institutional Capacity for Better Zone 20.5 27.65 134.9% Management and Investment Climate in the Project Area Infrastructure 78.5 90.94 115.8% Services 12.5 19.35 154.8% Total 111.5 137.94 123.7% Page 51 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) ANNEX 4. EFFICIENCY ANALYSIS 1. With the major changes in the project value chain, it was not possible to replicate the analysis from the PAD. The 2011 PAD estimated an economic rate of return (ERR) of both project and private investments at 20 percent and a net present value (NPV) of the net economic cash flow generated by the Project estimated at US$263 million discounted at 12 percent. An analysis was developed for three agricultural areas: (i) those newly developed by the Project in lowlands; (ii) downstream irrigated land; and (iii) pumped irrigation land above the canals by private investors. Because the design and scope of the project changed drastically, the ICR should assess efficiency based on a different approach and set of parameters. 2. Data was also not available to the ICR to replicate farm profitability nor annualized production and job value benefits, however, an aggregated ERR is calculated from overall project costs and valuation of benefits. The benefits are derived from both agricultural and non-agricultural employment, as well as the incremental production of cereals attributable to the project. Specifically, the ERR is evaluated on the basis of the project’s total costs of US$138 million disbursed over the life of the project to achieve the following quantifiable benefits: Jobs created (34,154), incremental production (228,863 tons from 3,991 hectares of newly irrigated land under production), made possible also by the attraction of private investment (US$33.6 million). The ERR is calculated at 13.28 percent with an NPV at 12 percent of $5,572,942. These benefits do not include the less quantifiable benefits of laying the groundwork for future irrigation development, building capacity for SMEs and service providers, and other enabling investments. 3. The project efficiency rating is also based on the timeliness of project implementation timeliness. The project implementation was hampered by major delays relating largely to irrigation cost overruns that required multiple extensions totaling three years and two months. These delays and the reduced scope of the project support an efficiency rating of modest. 4. The fact that the expected results targets were met does not indicate that the project was substantially efficient. On the contrary, the fact that the results targets were met without much of the planned infrastructure provided is more indicative that targets were too low. It was possible to achieve employment and investment targets, in large part, through a much smaller component 3 (matching grants and cash transfers to promote small businesses). It can be said that the results from component 3 exceeded expectations and could be considered efficient and a good overall value for money, but not the project. Finally, unit costs for irrigation infrastructure were extremely high relative to that in neighboring countries also contributing to an efficiency rating of modest. 5. Details of parameters and cost – benefit streams are provided below. Page 52 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Annex 4 Table 1: Cost-Benefit Streams of Bagrepole Project Irrigation Agriculture Non-Agr. Total Net Total Project area Net Profit Total Crop Employment Employment Benefits from per ha Benefits Year Costs-US$ project (US$) (US$) Value Value 2011 326,407 0 3,318 0 0 0 -326,407 2012 5,101,941 0 3,318 0 0 600,000 -4,501,941 2013 2,644,615 0 3,318 0 0 1,000,000 -1,644,615 2014 14,946,890 0 3,318 0 0 2,000,000 -12,946,890 2015 10,414,177 0 3,318 0 0 2,500,000 -7,914,177 2016 16,716,187 0 3,318 0 0 3,500,000 -13,216,187 2017 32,520,271 0 3,318 0 0 4,500,000 -28,020,271 2018 20,902,949 2,500 3,318 8,295,292 141,509 5,500,000 -6,966,147 2019 12,384,547 3,000 3,318 9,954,351 169,811 7,000,000 4,739,616 2020 22,269,125 3,391 3,318 11,251,735 191,943 7,052,000 -3,773,447 2021 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2022 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2023 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2024 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2025 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2026 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2027 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2028 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2029 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2030 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2040 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2041 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2042 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2043 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2044 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2045 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2046 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2047 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2048 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2049 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 2050 0 3,391 3,318 11,251,735 191,943 7,052,000 18,495,678 Total $138,227,109 RoR 13.28% Page 53 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) NPV@12% $5,572,942 The main parameters for the analysis are in Annex 4 Table 2. These data were provided by the PIU. Non- agriculture labor remuneration was estimated. Annex 4 Table 2: Parameters for the Bagrepole ERR Calculation Parameters exchange rate 530 CFAF/US$ Total Project Costs 138,227,109 US$ Profit/hectare 1,758,602 CFAF Profit/hectare 3,318 US$ Average labor cost/ha 57 US$ Non-agricultural labor $500 US$ Jobs Created Permanent 20,050 Temporary 14,104 Total 34,154 Total Project Non-Agric. Costs-CFAF Employment 2011 172,995,885 0 2012 2,704,028,493 1,200 2013 1,401,646,085 2,000 2014 7,921,851,876 4,000 2015 5,519,513,913 5,000 2016 8,859,579,047 7,000 2017 17,235,743,528 9,000 2018 11,078,563,152 11,000 2019 3,383,809,662 14,000 2020 11,802,636,073 14,104 Page 54 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) ANNEX 5. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS The government is in fundamental agreement with the WBG ICR with no significant disagreements. The ICR has taken into account the comments from the government which are presented below. The few minor suggested additions have been incorporated into the ICR. The ICR is in agreement with the additional lesson offered by the government (below) on collaboration between donors, and the supplemental information safeguards and fiduciary aspects. During project implementation, the WBG collaborated with its partner, AfDB, which included joint meetings during supervision. We agree that future projects would benefit from closer cooperation for future growth pole projects in Burkina. MINISTERE DE L’ECONOMIE, DES FINANCES BURKINA FASO ET DU DEVELOPPEMENT =-=-=-=-=- -=-=-=-=-=- Unité-Progrès-Justice SECRETARIAT GENERAL -=-=-=-=-=- DIRECTION GENERALE DE L’ECONOMIE ET DE LA PLANIFICATION N° 2021____________MINEFID/SG/DGEP/DPEI/SSP PM Ouagadougou, le SOMMAIRE Nbre OBSERVATIONS de pièce Transmission de : Soumis à votre agrément et Projet de lettre à Monsieur le Directeur Général de 01 signature Bagrépôle VISA du Directeur de la Objet : observations sur le rapport de mise en œuvre Programmation et de du Projet Pôle de Croissance de Bagré. l’Évaluation des Investissements Publics Valentin Y. BOUDA Chevalier de l’ordre du mérite de l’Économie et des Finances Page 55 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) MINISTÈRE DE Burkina Faso L’ÉCONOMIE, DES Unité-Progrès- Justice FINANCES ET DU ---------- DÉVELOPPEMENT ------------------- SECRETARIAT GENERAL ------------------ DIRECTION GÉNÉRALE DE L’ÉCONOMIE ET LA PLANIFICATION ------------------ DIRECTION DE LA PROGRAMME ET DE L’ÉVALUATION DES INVESTISSEMENTS PUBLICS OBSERVATIONS SUR LE RAPPORT DE FIN D’EXÉCUTION ET DE RÉSULTATS DU PROJET PÔLE DE CROISSANCE DE BAGRÉ 1 OBSERVATIONS D’ORDRE GÉNÉRAL De manière globale le rapport contient un effort de description et d’analyse bien apprécié qui rend compte de l’état de mise en œuvre du projet dont la complexité a été reconnu par l’évaluation indépendante au regard de l’envergure des activités et des particularités liées aux arrangements organisationnels et institutionnels de mise en œuvre. Les difficultés constatées dès la conception et la formulation du projet, accentuées par l’insuffisance des études techniques ont eu pour conséquences des retards et des coûts suppplémentaires liés à l’exécution des activités. A cela s’ajoute l’insuffisance des ressources financières relevée dans le rapport, toute chose qui pourrait justifier la notation globale de « Moyennement Satisfaisant » Les leçons tirées sont en phase avec celles formulées, d’une part, par l’Unité de coordination du projet dans des notes antérieures à l’attention de la tutelle sur l’état d’avancement du projet et, d’autre part, par la partie nationale contenues dans le rapport d’achèvement qui sera transmis à la Banque mondiale. Elles devraient servir pour d’autres projets de manière générale et pour les autres pôles de croissance en préparation, en particulier. Le rapport ne ressort pas la situation de l’ensemble des indicateurs généralement examinés lors Page 56 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) des revues de portefeuille des projets financés par la Banque mondiale ou cofinancés par la Banque mondiale et le Gouvernement du Burkina Faso. Nous suggérons que le tableau ci- dessous soit renseigné et inséré au niveau de la fiche technique : Overall, the report contains a well-appreciated description and analysis of the project's implementation status, the complexity of which was recognized by the independent evaluation in view of the scope of the activities and the particularities related to the organizational and institutional arrangements for implementation. The difficulties noted from the design and formulation of the project, accentuated by the inadequacy of the technical studies, resulted in delays and additional costs related to the execution of the activities. In addition to this, the inadequacy of financial resources noted in the report could justify the overall rating of "Moderately Satisfactory". The lessons learned are in line with those formulated, on the one hand, by the Project Coordination Unit in previous notes to the attention of the supervisory authority on the status of the project and, on the other hand, by the national party contained in the completion report that will be transmitted to the World Bank. They should be used for other projects in general and for the other growth poles in preparation, in particular. The report does not show the situation of all the indicators generally examined during portfolio reviews of projects financed by the World Bank or co-financed by the World Bank and the Government of Burkina Faso. We suggest that the table below be completed and inserted at the level of the technical sheet: Page 57 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Taux de décaissement Taux d’absorption Taux d’exécution financière Composantes Taux Subvention Banque mondiale Prêt Banque mondiale Contrepartie de l’État du Burkina d’exécution Faso physique Composante 1 : amélioration de la capacité institutionnelle Composante 2 : développement d’infrastructures essentielles Composante 3 :développement des services essentiels et l’appui direct aux petits exploitants et aux PME TOTAL TOTAL GÉNÉRAL Taux de décaissement Taux d’absorption Taux d’exécution financière Composantes Taux Subvention Prêt Contrepartie Subvention Prêt Contrepar Subvention Prêt Contreparti d’exécution Banque Banque de l’État du Banque Banque tie de Banque Banque e de l’État physique mondiale mondial Burkina mondiale mondial l’État du mondiale mondia du Burkina e Faso e Burkina le Faso Faso Composante 1 : amélioration de la capacité institutionnelle Page 58 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Composante 2 : développement d’infrastructures essentielles Composante 3 :développement des services essentiels et l’appui direct aux petits exploitants et aux PME TOTAL TOTAL GÉNÉRAL 2 OBSERVATIONS DE FOND N° PAGE OBSERVATIONS COMMENTAIRES PROPOSITIONS DE PRISE EN CHARGE DES EFF OBSERVATIONS ECTUEÉS Page 2 Financement Le financement hors Banque Désagréger le financement hors Banque mondiale mondiale n’a pas été désagrégé en 3 sources :  Contrepartie nationale sous forme de subvention ;  Contrepartie nationale sous forme d’exonération de taxes et Douanes ;  Contribution des bénéficiaires. Break down financing outside the World Bank into 3 sources: • National counterpart in the form of a subsidy; Page 59 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 2 OBSERVATIONS DE FOND N° PAGE OBSERVATIONS COMMENTAIRES PROPOSITIONS DE PRISE EN CHARGE DES EFF OBSERVATIONS ECTUEÉS • National compensation in the form of exemption from taxes and customs; • Contribution of beneficiaries. Page 2 Financement Le mode de financement n’est pas Fractionner chacune des colonnes « Montant initial » précisé et « Montant révisé » et « montant réel décaissé » en deux pour indiquer le mode de financement de chaque source de financement : prêt ou subvention Split each of the columns “Initial amount” and “Revised amount” and “Actual amount disbursed” into two to indicate the mode of financing of each source of financing: loan or grant Page 3 Restructuration Le mode de financement n’est pas Fractionner la colonne « Montant déboursé » en deux et/ou financement précisé pour indiquer le mode de financement de chaque supplémentaire source de financement : prêt ou subvention Split the “Amount disbursed” column into two to indicate the funding method for each funding source: loan or grant Page 60 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 2 OBSERVATIONS DE FOND N° PAGE OBSERVATIONS COMMENTAIRES PROPOSITIONS DE PRISE EN CHARGE DES EFF OBSERVATIONS ECTUEÉS Page 3 Notations du Les critères qui permettent d’attribuer Préciser les critères qui permettent d’attribuer les rendement du les notes (satisfaisant, moyennement notes (satisfaisant, moyennement satisfaisant et projet dans l’ISR satisfaisant et moyennement moyennement insatisfaisant) avant de décliner le insatisfaisant) n’ont pas été indiqués tableau The criteria for assigning scores Specify the criteria for assigning scores (satisfactory, (satisfactory, moderately satisfactory and moderately satisfactory and moderately unsatisfactory) moderately unsatisfactory) have not been before declining the table indicated Page 3/75 Dates de l’archivage de l’ISR ( N° 02 : Corriger avec les bonnes dates 9 juillet 2020, N° 04 : 21 juin 201) Correct with the right dates Page 8 Paragraphe 4 Dans le découpage administratif du Il s’agit de la région du « Centre-est » et non Burkina Faso « Bagré » n’est pas une « Bagré » qui est une commune. Région Page 61 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 2 OBSERVATIONS DE FOND N° PAGE OBSERVATIONS COMMENTAIRES PROPOSITIONS DE PRISE EN CHARGE DES EFF OBSERVATIONS ECTUEÉS Page 8/75, Elle a été formalisée dans la Stratégie A compléter : Elle a été formalisée dans le cadre de la paragraphe de Croissance accélérée et de Stratégie de Croissance accélérée et de dévelopement 4n 2ème dévelopement durable (2011-2015) durable (2011-2015) et du Plan National de ligne Développement Economique et Social (2016-2020) To be completed: It has been formalized in the framework of the Strategy for Accelerated Growth and Sustainable Development (2011-2015) and the National Economic and Social Development Plan (2016-2020) Page 11/75, …..les objectifs du gouvernement A compléter : ………. la SCADD et le PNDES paragraphe formulés dans le plan stratégique de 11 réduction de la pauvreté (PSRP) et la To be completed: .......... SCADD and PNDES SCADD Page 15/75, Il a été décidé que le projet s’appuierait paragraphe sur une zone géographique de 50 000 22, 7ème hectares appelée zone de concentration ligne Page 62 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 2 OBSERVATIONS DE FOND N° PAGE OBSERVATIONS COMMENTAIRES PROPOSITIONS DE PRISE EN CHARGE DES EFF OBSERVATIONS ECTUEÉS Page 17 Paragraphe 28 Les révisions détaillées sur les Prévoir une annexe à l’image de l’annexe 7 pour standards de sécurité et de santé n’ont décliner toutes les révisions qui ont permis pas été déclinées. Ces révisions qui d’améliorer la sécurité et la santé sur le site après les sont en lien avec les aspects de quatre cas d’accident. sauvegarde sociale peuvent servir de référence pour les projets à venir Provide an annex like Annex 7 to include all the revisions that have improved safety and health on the site after the four accident cases page 28 tableau 5 Il manque les taux d’exécution Inséré une colonne après la 1ère colonne qui sera physique qui aurait pu renseigner le intitulé « taux d’exécution physique » pour faire lecteur du rapport sur les performance ressortir à titre d’information les taux d’exécution physique du projet. physique de chaque période Page 40/75 V. Leçons et recommandations Ajouter : Leçon 10 : un projet complexe et structurant nécessitant une meilleure coordination entre bailleurs par souci de cohérence et d’efficacité. Dans le cadre de la construction du Pôle de croissance de Bagré, outre l’appui de la Banque mondiale à travers le financement du projet pilote (PPCB), le Gouvernement du Burkina Faso a bénéficié d’un appui de la Banque Africaine de Développement (BAD) d’un montant de 20 281 000 000 FCFA à travers le Projet d’Appui au Pôle de Croissance de Bagré (PAPCB) qui a été lancé en février 2016 avec comme date de clôture initiale le 30 avril 2021. Page 63 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 2 OBSERVATIONS DE FOND N° PAGE OBSERVATIONS COMMENTAIRES PROPOSITIONS DE PRISE EN CHARGE DES EFF OBSERVATIONS ECTUEÉS Cette intervention des deux bailleurs dans la même zone globale, visant les mêmes bénéficiaires et ayant des problèmes en commun, s’apparente à une forme de cofinancement du pôle, qui malheureusement n’a fait l’objet d’aucun accord ou de convention entre les bailleurs. En l’absence d’un cadre conventionnel de cofinancement et de concertation formele pour la coordination et le séquençage harmonisé des interventions, les deux bailleurs se sont contentés d’échanges ponctuels entre responsables de projets au cours de quelques missions de supervision ou d’appui. L’expérience suggère pour de tels projets structurants de surcroit à vocation de pôle de croissance, de veiller en définitive à une meilleure coordination de l’approche multi-partenariale entre les bailleurs engagés dans le financement des interventions en raison des interdependances au niveau des acteurs et des résultats. Add: Lesson 10: A complex and structuring project requiring better coordination among donors for consistency and efficiency. As part of the construction of the Bagré Growth Pole, in addition to the support of the World Bank through the financing of the pilot project (PPCB), the Government of Burkina Faso received support from the African Development Bank (AfDB) in the amount of CFAF Page 64 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 2 OBSERVATIONS DE FOND N° PAGE OBSERVATIONS COMMENTAIRES PROPOSITIONS DE PRISE EN CHARGE DES EFF OBSERVATIONS ECTUEÉS 20,281,000,000 through the Bagré Growth Pole Support Project (PAPCB), which was launched in February 2016 with an initial closing date of 30 April 2021. This intervention by the two donors in the same overall area, targeting the same beneficiaries and having problems in common, is similar to a form of co-financing of the pole, which unfortunately has not been the subject of any agreement or convention between the donors. In the absence of a conventional co-financing and consultation framework for the coordination and harmonized sequencing of interventions, the two donors were content with occasional exchanges between project managers during a few supervision or support missions. Experience suggests that for such structuring projects, which are also growth poles, it is ultimately necessary to ensure better coordination of the multi-partnership approach between the donors involved in financing the interventions because of the interdependence of the actors and the results. Page 65 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 2 OBSERVATIONS DE FOND N° PAGE OBSERVATIONS COMMENTAIRES PROPOSITIONS DE PRISE EN CHARGE DES EFF OBSERVATIONS ECTUEÉS Page 64/75 Ajouter : Les réalisations décrites aux points 101 et et autres 102 ne concenent que la composante 3. Au titre des composantes 1 et 2 du projet il faut prendre en compte les informations ci-dessous : La mise en œuvre des sauvegardes environnementales au niveau des composantes 1 et 2 du projet a permis l’élaboration de 11 Rapports d’Etude d’Impact Environnemental et Social (EIES) et 2 Rapports de Notice d’Impact Environnemental et Social (NIES) de 13 sous-projets dont : 4 sous- projets d’aménagements hydroagricoles ; 3 sous-projets d’infrastructures routières ; 4 sous-projets d’infrastructures économiques ; 1 sous-projet d’infrastructures d’habitat et 1 sous-projet d’aménagement pastoral. Les berges du barrage de Bagré et du Nakanbé à l’aval ont été reboisées par le projet pour lutter contre les risques d’érosion et d’ensablement. Aussi, des bosquets et des forages ont été réalisés dans le cadre de la mise en œuvre des PGES des sous-projets Add: The achievements described in items 101 and 102 are only for component 3. Under components 1 and 2 of the project, the following information should be taken into account The implementation of environmental safeguards in components 1 and 2 of the project has allowed for the Page 66 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 2 OBSERVATIONS DE FOND N° PAGE OBSERVATIONS COMMENTAIRES PROPOSITIONS DE PRISE EN CHARGE DES EFF OBSERVATIONS ECTUEÉS preparation of 11 Environmental and Social Impact Assessment Reports (ESIA) and 2 Environmental and Social Impact Statement Reports (NIES) for 13 sub- projects, including: 4 hydro-agricultural development sub-projects; 3 road infrastructure sub-projects; 4 economic infrastructure sub-projects; 1 habitat infrastructure sub-project and 1 pastoral development sub-project. The banks of the Bagré dam and the Nakanbé downstream have been reforested by the project to combat the risks of erosion and silting. Also, groves and boreholes have been constructed as part of the implementation of the ESMPs of the sub- projects page 64 Annexe 8 Le paragraphe 100 est une reprise du Intégrer les paragraphe 101 ; 102 ; 105 ; 106 ; 107 ; paragraphe 75. 108 ; 111 et 112 au point « B. CONFORMITÉ Le paragraphe 103 est une reprise du ENVIRONNEMENTALE, SOCIALE ET paragraphe 76. FIDUCIAIRE » se passer de l’annexe 8 Le paragraphe 104 est une reprise du paragraphe 77. Incorporate paragraph 101; 102; 105; 106; 107; 108; Le paragraphe 109 est une reprise du 111 and 112 under "B. ENVIRONMENTAL, paragraphe 78. SOCIAL AND FIDUCIARY COMPLIANCE" do Le paragraphe 110 est une reprise du without Annex 8 paragraphe 79 Page 67 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) ANNEX 6. SUPPORTING DOCUMENTS (IF ANY) INTERNATIONAL DEVELOPMENT ASSOCIATION INTERNATIONAL FINANCE CORPORATION MULTILATERAL INVESTMENT GUARANTEE AGENCY COUNTRY PARTNERSHIP FRAMEWORK FOR BURKINA FASO FOR THE PERIOD FY18-FY23, June 5, 2018. Meeting Minutes Special Meeting on Bagrepole AF and the approach to Dam-Related PAPs, May 11, 2017. PROJECT APPRAISAL DOCUMENT ON A PROPOSED GRANT IN THE AMOUNT OF SDR 71 MILLION (US$115 MILLION EQUIVALENT) TO BURKINA FASO FOR A BAGRÉ GROWTH POLE PROJECT May 27, 2011. PROJECT PAPER ON A PROPOSED ADDITIONAL FINANCING CREDIT IN THE AMOUNT OF EURO 41.8 MILLION (US$50 MILLION EQUIVALENT) TO BURKINA FASO FOR THE BAGRÉ GROWTH POLE PROJECT MARCH 8, 2018. PROJECT APPRAISAL DOCUMENT ON A PROPOSED CREDIT IN THE AMOUNT OF EUR 150 MILLION (US$175 MILLION EQUIVALENT) AND A PROPOSED GRANT IN THE AMOUNT OF SDR 124 MILLION (US$175 MILLION EQUIVALENT) TO BURKINA FASO FOR THE EMERGENCY LOCAL DEVELOPMENT AND RESILIENCE PROJECT December 2, 2020. PROJET POLE DE CROISSANCE DE BAGRE-RAPPORT D’ACHEVEMENT, MEBF, November 2020. [First Level II Restructuring] RESTRUCTURING DATA SHEET-AFRICA Burkina Faso - Bagre Growth Pole Project (P119662) Burkina Faso Trade & Competitiveness Report No: RES21672 [Fourth Level II Restructuring] RESTRUCTURING PAPER ON A PROPOSED PROJECT RESTRUCTURING OF BURKINA FASO - BAGRE GROWTH POLE PROJECT APPROVED ON JUNE 21, 2011 TO MINISTRY OF ECONOMY, FINANCE AND DEVELOPMENT FINANCE, COMPETITIVENESS, AND INNOVATION AFRICA. P175382 - Burkina Faso Emergency Local Development and Resilience Project Other documents in the project file Page 68 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Annex 7: Summary of Restructurings and Component Reallocations Table 1: The Four Restructurings of the Bagrepole Project No./Date of Main Elements of the Restructurings Restructuring, Cumul. Disburse. 1. May 31, 2016- (a) eliminated the roads and electricity component from the project due to cost overruns with the Level II, US$43.00 construction of irrigation canals, resulting in a lack of funds for roads and electricity; (b) rationalized and million disbursed streamlined the Results Framework; (c) reallocated funds to cover the cost of the one-stop-shop building and other goods and works; and (d) extended the original closing date by 14 months from September 30, 2017 to November 30, 2018. 2. January 18, (a) adjusted the Results Framework; (b) applied the following changes to two components: (i) adjusted 2018-Level II. the size of area targeted under Component 2; and (ii) added cash grants to the project activities related US$81.03 million to matching grants under Component 3; and (c) modified two legal covenants: (i) land rights review by disbursed, US$50 addressing any lingering grievances through community projects rather than individual compensation million in AF and extending the deadline for compliance with the legal covenant (but not beyond the closing date of the actual project); and (ii) dam safety to extend the date for fulfilling this covenant and to allow Bagrepole, the implementing agency, to carry out certain activities originally assigned to SONABEL, the state-owned company in charge of electricity in Burkina Faso. Note: the roads and electricity activities were restored under the AF. 3. April 26, 2019- Extended the project closing date to November 30, 2020 Level II-US$101.01 disbursed 4. September 11, (a) cancellation of: (i) paved roads’ construction under the Sub-component 2.4 and associated funds in 2020-Level II- amount of US$20.04 million; and (ii) electric network upgrade under the Sub-component 2.5 and US$112.20 associated funds in amount of US$3.52 million; (b) support the capacity building of ABI in terms of disbursed staffing, management and organization and strategy to attract more investors (Public Private Partnership) in the project area; and (c) scale up activities to support direct beneficiaries to support the resettled population in developing knowledge on primary (agriculture) transformation, as a quick response to COVID-19 and continue supporting activities to promote SMEs and private sector attraction in the project area and focus construction of rural roads with a regular follow up. Table 2: Revised Allocation by Component, IDA Credit Revised Original Allocation Remarks Component Allocation (US$) Restructuring (US$) 1: Component 1: Improvement of Institutional Capacity for No change Better Zone Management and Investment Climate in the Project Area 1.1 Improved Institutional Capacity and Project Management 1,900,000 1,900,000 No change 1.2 Technical Assistance and Institutional Support for an No change Improved Investment Promotion and Investment Climate in Bagre 4,650,000 4,650,000 Page 69 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Revised Original Allocation Remarks Component Allocation (US$) Restructuring (US$) 1.3 Project Monitoring and Evaluation 600,000 600,000 No change Sub Total 1 7,150,000 7,150,000 No change 2: Component 2: Development of Critical Infrastructure 2.1 Development of Irrigation Infrastructure 400,000 400,000 No change 2.3 Development of Industrial Park Diagnostics 600,000 600,000 No change 2.4 Development of Project Roads** 31,100,000 11,054,730 Revised 2.5 Development of Project Electric Power 3,900,000 380,000 Revised Subtotal 2 (infrastructure) 36,000,000 12,434,730 Revised 3: Component 3: Development of Critical Services and Direct 6,850,000 No change Support to Smallholders and SMEs 6,850,000 Subtotal 3 (service) 6,850,000 6,850,000 No change Grand Total (Subtotal 1+2+3) 50,000,000 26,434,730 Revised ** US$31,100,000 is the total cost for paved roads (20,045,270) and the unpaved roads (11,054,730). By cancelling paved roads, the budget for roads became 11,054,730 (only for unpaved roads) Page 70 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Annex 8: Details of Safeguards and Fiduciary Aspects of Bagrepole 100. The Project was classified as a Category A operation, mainly because of key investments in large-scale irrigation, which triggered several safeguard policies . The investments had significant environmental impacts on water resources and required the resettlement of some local communities. The Environmental Assessment Policy was triggered because of direct potential impacts associated with irrigated agriculture development such as soil and water pollution during construction, construction waste disposal issues, burrowing and impoundment of water, and significant changes to the environment. The Government prepared an Environment and Social Management Framework (ESMF) to address the potential environmental and social adverse impacts of the Project. In addition, the Natural Habitats Policy was triggered because unmitigated irrigation development could have had an impact on natural habitats, mostly downstream of the command area with potential deforestation and land clearing activities. The Project financed the implementation of an environmental and biodiversity action plan under Component I. The Pest Management Policy was triggered due to potential expansion and intensification of agricultural activities. A Pest Management Plan (PMP) was reviewed by the World Bank and resources for its implementation included in the Project. The Physical Cultural Resources Policy was triggered because Burkina Faso is viewed as a rich cultural heritage area. Chance finds were addressed under the ESMF. Table 6: Environmental and Social Safeguard Policies Triggered by the Project Safeguard policies triggered. Environmental Assessment (OP/BP 4.01)  Yes ○ No Natural Habitats (OP/BP 4.04)  Yes ○ No Forests (OP/BP 4.36) ○ Yes  No Pest Management (OP 4.09)  Yes ○ No Physical Cultural Resources (OP/BP 4.11)  Yes ○ No Indigenous Peoples (OP/BP 4.10) ○ Yes  No Involuntary Resettlement (OP/BP 4.12)  Yes ○ No Safety of Dams (OP/BP 4.37)  Yes ○ No Projects on International Waterways (OP/BP 7.50)  Yes ○ No Projects in Disputed Areas (OP/BP 7.60) ○ Yes  No 101. Four sub-projects required an environmental assessment, including an Environmental and Social Impact Notice (NIES): (i) setting up a community radio station in Tenkodogo; (ii) treatment and recycling of plastic waste in Zabré; (iii) installing a 1,000 laying hen farm in Zabré; and (iv) building technical and material capacity over an area of 70 hectares of the Bittou Banana Growers' Union. The project did not require any other type of mitigation. The mitigation measures put in place were sufficient. The mitigation measures were applied to all levels of activity:  Construction providers were subject to the implementation of environmental and social site clause measures, after receiving an awareness session; and  At the sub-project level, following the environmental screening of each sub-project, environmental requirements containing risk mitigation and risk prevention measures were developed and made available to each proponent. The promoters were made aware of this and followed by the experts Page 71 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) accompanying the implementation. 102. The Project provided assistance to carry out environmental works . These works included solar drilling for fish farming, solar drilling for market gardening production, solar electrification of chicken coops, etc. Assistance was also provided to build knowledge through training on environmental themes (Hygiene-Health- Safety at Work, Household and Industrial Waste Management, Integrated Pest and Pesticide Management, Biodigester Technology for Biogas, Compost and Livestock Food Production, Environmental and Social Management in Plastic Waste Production, Above-Ground Agriculture, Safe Use of Synthetic Chemical Pesticides, Integrated Crop Pest Management and Production of Organic Repellents, etc.). Social (and other safeguards) 103. In response to two fatal accidents of workers at the irrigation sites on April 6 and June 3, 2017, the Project team conducted a worker safety and health audit in July and August of 2017 . After completion of the study, the Project team worked with the PIE to ensure that the recommendations of the audit were carried out to avoid further accidents. A summary of recommendations to enhance health and safety measures was been prepared and was made legally binding on the government by cross reference in the legal agreement. The review of existing systems was also instrumental in responding to a third accident in 2018 and preventing future accidents. 104. The Involuntary Resettlement Policy was triggered. The irrigation network, land development and possible land consolidation by the Project, construction and rehabilitation of paved and feeder roads, and the development of collective infrastructure such as business centers, collective storage facilities, and collective areas for SMEs and industries all had potential major resettlement impacts and a Resettlement Policy Framework, was prepared. 105. Implementation of the resettlement action plans for the Project affected population, which allowed the payment of compensation in the amount of US$12.2 million. The Project supported resettlement and benefited more than 5,380 people, as well as supported socio-economic infrastructure achievements. The Project compensated affected and displaced people (due to dam construction in the Project activities), including: (a) community-consulted resettlement; (b) provision of improved, brick-and-mortar housing; (c) construction of social infrastructure such as community schools, and clinics; and (d) improved livelihoods. The environmental screening of projects was also done for cash beneficiaries, including SMEs and Business Associations (BA). The scope of resettlement included the following:  Reallocated 1,279 project-affected people including 527 women to 2,582 hectares of land developed by the Project.  Completed the demarcation and registration work for the new 2,200 ha and the old 3,380 ha lands.  Constructed and rehabilitated the socio-economic infrastructure including: 770 parcels, 32 boreholes, 12 warehouses for storage, three health centers; 12 collective latrines. 106. The Cash Transfer and matching grants programs created no significant social issues. Therefore, there was no need to do a social impact assessment. Page 72 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 107. The Dam Safety Policy was triggered because the Project was closely associated with the proper functioning of the Bagre Dam, which is the second largest dam in Burkina Faso . In compliance with the triggered OP 4.37, a dam safety inspection, along with the review of existing Emergency Preparedness Plan (EPP), was carried out, reviewed, and cleared the World Bank. Resources to implement its recommendation were included in the Project under Component II. 108. The International Waterways Policy was triggered by the Project as the Nakanbé River, on which the dam is built, is shared by other countries. It was the World Bank’s assessment that the Project will not cause appreciable harm to the other riparian states and will not be appreciably harmed by the other riparian entities’ possible water use, given the small size of the Project and the planned development under its funding. The Government notified riparian states of the proposed Project activities and their impact on water use and obtained their no objection through the Volta Basin Authority (VBA), an authority established by treaty among the riparian countries, empowered to authorize the development of infrastructure and projects planned by its member countries that could have significant impact on the water resources of the basin. Fiduciary Procurement 109. Despite the complexity of the project, the MEBF had no significant difficulties in implementing its contracting component at the central level. The AOCs received quickly and the collegial arrangement put in place to support the contracting officer. At the recipient level, there were some difficulties related to the lack of familiarity with procedures (complicated sometimes by a weak level of literacy). In some remote areas it was difficult to find competing offers especially in some remote areas. While the procurement systems were effective, beneficiaries in regions sometimes encountered difficulties, especially for remote areas. The keys to successful contracting under the Bagre project included: Detailed and validated Terms of Reference (TORs); for micro- projects implemented by beneficiaries, allow the use of business practices for certain categories of expenditure, including direct purchases not exceeding a threshold (US$5,000 or US$10,000). This solution saved time and efficiency. Additional lessons include:  Take consultants to assist the beneficiaries in the contracting at the level of their micro-projects.  Define the technical characteristics/specifications, as well as the ToRs, to fit with the real needs.  Put in place a rigorous system for evaluating supplier offers, involving all technical skills, to avoid being confronted with offers that later fail.  Put in place a good system of receipt of goods that will work rigorously, to receive only quality equipment and which is in accordance with the technical characteristics.  Put in place a good rigorous system of validation of reports transmitted by consultants, to ensure the quality of the work rendered in line with the ToRs validated by IDA. Financial Page 73 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) 110. FM was challenging with activities such as matching grants, which MEBF oversaw but was conducted smoothly overall. This can be attributed to:  Flexibility in disbursement at the disbursement service level, which agreed to continue to approve Funds Disbursement Requests (Demandes de Remboursement des Fonds – DRF) during the grace period, after the project provided information on disbursement forecasts;  WBG proactiveness in relation to the solicitation messages sent by MEBF;  The strong involvement of the various TTLs and Financial Management Specialists to help solve the financial management problems posed; and  Flexibility in reallocation requests at the TTL level. 111. At the same time, there were some weaknesses that could be addressed going forward . For example, there were several suspensions of disbursements during the implementation of the project, which were detrimental to the FASbagre component. Though the suspensions were due among other reasons to a case of drowning recorded on February 28, 2019, and the blockage of disbursements on the additional financing because of the non-exhaustion of resources relating to category 2b of the initial financing, the lack of formal, clear and timely communication towards the client left him in the dark. In fact, the conditions for disbursing of the additional financing stipulate that the MEBF must exhaust the resources of category 2b) of the initial financing (H7270) before submitting reimbursement requests on the additional financing. But since the resources of the category 2b were suspended, all disbursements were consequently suspended. Besides, the terms for cash transfer agreed in 2018 were also called to question in 2019. 112. Another example was the review of the disbursement conditions already fulfilled, the agreements between the MEBF and the financial institutions, which had received IDA’s No Objection, and which were called into question almost 18 months later. The agreements with financial institutions were signed and sent to the World Bank during the first quarter of 2018. When disbursements were suspended in October 2019, after several reminders, the MEBF learned in 2020 that WBG Legal services reported that copies of agreements had not been sent to the Bank. The MEBF returned the convention to the Bank’s legal services and new observations were made on the same documents in April 2020. The conventions were revised to take into account new amendments. Page 74 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Annex 9: Map of Bagrepole Page 75 of 76 The World Bank Burkina Faso - Bagre Growth Pole Project (P119662) Annex 10: Summary of Major Assets Built by the Bagrepole Project Achievements Quantities Costs (F CFA) Costs (USD) CRITICAL INFRASTRUCTURE DEVELOPMENT 52,653,213,937 105,306,428 Irrigation infrastructure 41,048,005,300 82,096,011 Hydro-farm developments 2,200 ha 41,048,005,300 82,096,011 Socio-economic infrastructure 1,335,753,386 2,671,507 storage stores, drying areas, and latrines for 1,012,003,765 2,024,008 PAPs shelters and latrines for PAPs 185,128,505 370,257 drills equipped 20 89,403,611 178,807 human-motor drilling 12 49,217,505 98,435 Transportation and support infrastructure 8,204,967,104 16,409,934 dirt roads and trails 119.57 km 8,204,967,104 16,409,934 Fish infrastructure 198,158,433 396,317 fishponds 12 198,158,433 396,317 Support infrastructure 1,606,109,567 3,212,219 Headquarters of BAGREPOLESEM built 1 307,967,525 615,935 Fish market 1 92,611,148 185,222 Mini market built 1 157,216,153 314,432 Rehabilitated eco-tourism center 1 104,782,203 209,564 Bagrépôle premises in Bagré rehabilitated 83,719,698 167,439 extension of premises 99,493,846 198,988 administrative and commercial buildings built 67,113,379 134,227 Economical houses built 10 174,414,915 348,830 rehabilitated office building 1 76,354,756 152,710 built cattle market 1 148,544,594 297,089 Landscaped landings and restaurants built 78,198,140 156,396 Fence walls poultry farm and radio 65,054,728 130,109 buildings for electricity meters 2,929,987 5,860 IFODER premises rehabilitated 68,535,010 137,070 extension of Bagrepôle's headquarters in 79,173,485 158,347 Ouagadougou Livestock infrastructure 260,220,147 520,440 rehabilitated livestock infrastructure 104,292,963 208,586 bordering and registration of the pastoral area 155,927,184 311,854 NB: 1 USD = 500 F CFA Page 76 of 76