Document of The World Bank FOR OFFICIAL USE ONLY Report No: 22473 IMPLEMENTATION COMPLETION REPORT (TF-28304) ON A GRANT IN THE AMOUNT OF SDR 1.6 MILLION (US$2.5 MILLION EQUIVALENT) TO THE REPUBLIC OF MALI FOR A HOUSEHOLD ENERGY PROJECT 07/17/2001 AFTEG Africa Region This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. CURRENCY EQUIVALENTS (Exchange Rate Effective June 2001) Currency Unit = CFAF FCFA 100 = US$ 0.13 US$ 1.00 = CFAF 760 FISCAL YEAR January 1 December 31 ABBREVIATIONS AND ACRONYMS AGETIP Executing Agency for Public Works (Agence d'Ex6cution des Travaux d'Interet Public) CAS Country Assistance Strategy CED Household Energy Cell (Cellule Energie Domestique) CCL Woodfuels Cell (Cellule des Combustibles Ligneux) CFD Caisse Fran9aise de Developpement CSER Center for Solar Energy Research DGIS Dutch General Directorate for Development Cooperation EDM Electricit6 du Mali ESMAP Energy Sector Management Assistance Program FAC Fonds d'Aide et de Coop6ration (France) GEF Global Environment Facility GTZ German Organization for Technical Cooperation IEC Information, Education and Communication MMEH Ministry of Mines, Energy and Hydraulics MRD Ministry of Rural Development NDSA National Departnent for Social Affairs NEHD National Energy and Hydraulics Department NEAP National Environmental Action Program NGO Non-Governmental Organization NPPD National Plan to Prevent Desertification NWFD National Waterways and Forests Departnent PIRL Project to Inventory Wood Resources in Mali RM Rural Market SAR Staff Appraisal Report SEL Solar Energy Laboratory SED Strategie Energie Domestique SOE Statement of Expenditures SEP Special Energy Program UNFM Mali National Women's Union (Union des Femmes Maliennes) UPS Project Coordination Unit (Unite de Pilotage de la Strategie) Vice President: Callisto E. Madavo Country Manager/Director: David Craig Sector Manager/Director: Ananda Covindassamy Task Team Leader/Task Manager: Willem Floor FOR OFFICIAL USE ONLY MALI HOUSEHOLD ENERGY PROJECT CONTENTS Page No. 1. Project Data 1 2. Principal Performance Ratings 1 3. Assessment of Development Objective and Design, and of Quality at Entry 1 4. Achievement of Objective and Outputs 4 5. Major Factors Affecting Implementation and Outcome 6 6. Sustainability 7 7. Bank and Borrower Performance 8 8. Lessons Learned 9 9. Partner Comments 10 10. Additional Information 10 Annex 1. Key Performance Indicators/Log Frame Matrix 11 Annex 2. Project Costs and Financing 12 Annex 3. Economic Costs and Benefits 14 Annex 4. Bank Inputs 15 Annex 5. Ratings for Achievement of Objectives/Outputs of Components 16 Annex 6. Ratings of Bank and Borrower Performance 17 Annex 7. List of Supporting Documents 18 Annex 8. Implementation Unit Completion Report 19 This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. Project ID: P00 1682 Project Name: MALI HOUSEHOLD ENERGY PROJECT Team Leader: Willem M. Floor TL Unit: AFTEG ICR Type: Core ICR Report Date: July 18, 2001 1. Project Data Name: MALI HOUSEHOLD ENERGY PROJECT LIC/TFNumber. TF-28304 CountryIDepartment: MALI Region: Africa Regional Office Sector/subsector: VM - Natural Resources Management KEY DATES Original Revised/Actual PCD: 04/15/92 Effective: 12/31/95 10/27/95 Appraisal: 05/08/95 MTR: 12/01/97 12/01/97 Approval: 06/22/95 Closing: 12/31/99 12/31/2000 Borrower/lmplementing Agency: GOVT OF MALI/MIN ENERGY & DNEF Other Partners: Netherlands (Cofinancier) STAFF Current At Appraisal Vice President: Callisto E. Madavo Willem Floor Country Manager: David Craig Nadjib Sefta Sector Manager: Ananda Covindassamy Magaye Gaye Team Leader at ICR: Willem Floor ICR Primary Author: Willem Floor 2. Principal Performance Ratings (HS=EEghly Satisfactory, S=Satisfactory, U=Unsatisfactory, HL=Highly Likely, L=Likely, UN=Unlikely, HUN=Highly Unlikely, HU-=Highly Unsatisfactory, H=High, SU=Substantial, M=Modest, N=Negligible) Outcome: S Sustainability: L Institutional Development Impact: SU Bank Performance: S Borrower Performance: S QAG (if available) ICR Quality at Entry: S S Project at Risk at Any Time: No 3. Assessment of Development Objective and Design, and of Quality at Entry 3.1 Original Objective: Two types of project objectives were identified in the original SAR; (a) long-term development objectives, and (b) specific project objectives. (a)Long-term development objectives: of the project included reduction of C02 emissions, abatement of forest resources degradation, increased private sector participation in management of household energy, and the promotion of the rational use of household energy resources. The specific objectives of the project were as follows: (i) create an enabling regulatory and policy environment for project implementation; and (ii) provide technical assistance and training to peasants, charcoal makers, producers and sellers of stoves and urban consumers to efficiently harvest and carbonize fuelwood, to manage the natural forest in a sustainable manner, and to effectively market and use improved kilns, biomass and kerosene stoves. The basic principle underpinning this project was that the Government would establish a conducive policy environment, but would leave commercial decisions to the private sector. Assessment of Objectives: The project objectives were sound, appropriate and in line with the country assistance strategy and IDA sector policy. Experience from the IDA-financed Forestry I and II Projects suggests that structural, institutional, and organizational changes needed to be adopted before engaging in other forest management projects in Mali. The project was designed taking into account lessons leamed from these two projects as well as from the household energy project in Niger, through the enactment of policy reforms related to forest resource pricing and fiscal policies, the reorganization of the forestry service, and a pro-active policy to promote local participation in the integrated management of forestry resources. The project's objectives were in line with the Bank's Country Assistance Strategy (CAS) (Report no. 13746-MLI) reviewed by the Board in January 1995, the completed Bank's CESP for Mali, and the National Envirom-nental Action Program (NEAP), all having similar goals. In fact, the project focus on, and integrate in its approach, three important elements of the CAS, environment, private sector involvement and popular participation, to bring about increased opportunity and poverty alleviation in rural areas. 3.2 Revised Objective: N/A 3.3 Original Components: The project focused on the rational use of woodfuel resources for household energy markets and consisted of two main components covering demand for and supply of woodfuel for household energy. On the demand side, the focus of the project was to enhance the role of the private sector in marketing a variety of fuel-efficient end-use appliances. To assist poor consumers to overcome market barriers to these energy products, subsidies were made available on a temporary basis and in a transparent manner. Reducing the market price of improved kerosene and charcoal stoves, both with little market penetration in Mali, was thought to help overcome consumer perception that the new product was beyond its reach and help expand the market, which in turn would reduce the cost of energy to the consumer. On the supply side, the main focus was to mobilize popular participation in the management of the natural forest, and restructure the fuelwood trade so that woodfuel traders would increasingly get their supplies from managed, rather than natural forests. - 2 - The project components are summarized below. Woodfuel Demand. This component consisted of identification, design and assistance to implementing a marketing program for the sale of improved biomass and kerosene stoves. 17,000 kerosene stoves were to be imported from a number of sources by commercial businessmen, who would in turn resell them. 65,000 charcoal and 60,000 fuelwood stoves, and a combined version, were to be manufactured locally through a training program for blacksmiths with a focus on using locally available materials. Woodfuel Supply. This component consisted of: (i) design of four woodfuel supply master plans for the main towns and determination of the maximum annual sustainable wood supply in the catchment areas of the towns concerned; (ii) preparation and assistance to implement village forest management plans in about 260 villages in five administrative regions of Mali; and (iii) identification, design and implementation of an improved carbonization program for 400 full-time charcoalers and assistance to interested local private entrepreneurs to carbonize and compress cotton stalks to replace charcoal. An active participation of impacted communities was considered essential to promote the objectives of this component. Energy Sector Institution Building. Provision of institutional support to: (i) central and local governmrents to help with project management; (ii) the private sector with the production and sale of improved stoves; and (iii) assist rural communities in implementing their forest management plans. This capacity was created via the project sponsored Household Energy Unit with the intent to raise awareness, implement the project within Direction Nationale de l'Energie and to use a decentralized approach via NGOs to implement the project. Additional regulatory and institutional support was sought within government to ensure full and active participation of both the government and affected groups. Information, Education and Communication (IEC) Program. This included two parts: (i) IEC and systematic consumer consultation, executed by private sector operators, focused on the importance of the rational use of energy through the proper use of improved stoves; and (ii) launching of a comprehensive training and client consultation program on forest management tailored to village communities and the creation of rural woodfuel markets. 3.4 Revised Components: 3.5 Quality at Entry: The quality at entry for the project was satisfactory. The project objectives were consistent with the CAS. The Government was committed to the objectives of poverty reduction which were to be achieved through investing in infrastructure and better management of natural resources. - 3 - 4. Achievement of Objective and Outputs 4.1 Outcome/achievement of objective: The overall achievement with respect to the project specific objectives was satisfactory. All of the long-term development objectives have been addressed. First, prior to the start of the project the Government put in place a new regulatory framework (laws and their implementation arrangements) that aims to restructure the fuelwood sector around the main urban centers so that the supply of fuelwood is managed rationally and the environment, protected. Further, to encourage conservation of woodfuel by promoting improved stoves and substitute fuels and by establishing economic pricing of fuelwood. As to the abatement of forest resources degradation woodfuel supply master plans for the five target towns were developed. These plans indicate, amongst other things, where and how much wood can be harvested, based on village forest management plans by rural communities, of which 200 were developed. The wood harvested under environmentally sustainable conditions were marketed through 200 rural markets, which were managed by the village communities themselves. The global objective of reducing C02 emissions was achieved through the introduction, sale and use of 150,000 improved woodfuel stoves and 85,000 improved charcoal stoves. Through the sale and use of improved stoves the rational use of household energy resources was promoted, which benefitted rural and urban areas. At the same time, the project addressed in this way the issue of poverty alleviation and gender concerns successfully. Woodcutters harvested wood in a sustainable manner and managed the forest so as to ensure regeneration. Charcoalers converted wood more efficiently into charcoal, while urban households used less fuelwood and charcoal. Because 65% of the actors involved in the woodfuel chain are women they also have benefited from the creation of the rural markets and the improved charcoaling techniques, resulting in increased income. In urban areas, women benefited directly through reduced energy expenditures, leaving more income to meet other households needs. This does not take into account the savings that were achieved through the better management of the natural forest, because these were only coming measurable towards the end of the project. However, despite the project's success, project implementation has experienced several delays that resulted in the project's extension by one year. During the mid-term review, the implementing agency noted the following principal reasons: (a) insufficient counterpart funds at project start; (b) delayed adoption of the fuelwood taxation decree; (c) delay in recruiting the technical assistance; and (d) the newly constructed project building was taken by the GoM without reason. It was vacated in early 2000. Despite these delays, the project achieved its objectives. 4.2 Outputs by components: Wood fuel Demand. This component was executed satisfactorily, and attained its goals which included identification, design and assistance to implement a marketing program for the sale of improved biomass and kerosene stoves. In total, over 100,000 units, well over the originally target 60,000, were sold directly through the initiatives sponsored by the project. In addition, many charcoal and fuelwood stoves were constructed by other non project stove-artisans though the number is unknown. The success of this component can be attributed to a number of factors -4 - including marketing, supporting initiatives and money making opportunities for artisans, and recognition by the population that the use of the stoves would save money by reducing woodfuel consumption. The success of improved stoves varied amongst models. The improved charcoal and fuelwood stoves, manufactured in Mali by local blacksmiths, were very successful in attaining a relatively high market penetration in the target areas. However, the 10,500 imported kerosene stoves, imported mainly from China, Niger and India, were not a commercial success because of the rising US$-CFAF exchange rate and consequently their price put them out of the reach of most consumers. This unexpected price hike was compounded by the increase in the price of petroleum products. Some of these imported kerosene stoves also experienced some technical problems (e.g. explosions, fire, etc.). Woodfuel Supply. This component was executed statisfactorily. The major achievements under this component consisted of the following: (1) design and effective completion of woodfuel supply master plans for the towns of Bamako, Mopti, Koutiala, Segou and Kayes; the results were used to determine the most appropriate household energy strategy for each town; (2) effective preparation and assistance for the implementation of village forest management plans in 200 villages (with an area of between 1,000 to 2,000 ha, 320,000 ha in total). There was also the creation of an equivalent number of rural markets (RM) via sub-contracts with private businessmen for the sale of sustainably harvested woodfuel products from these villages. Although this figure is below the initial target of 260 villages, the sub-component was very successful in achieving the objective of improved forest management and promoting sustainable practices; instead of 720,000 ha only 320,000 ha were brought under management. This was mostly due to the fact that only 200 instead of 260 rural markets were created, partly because the design team had assumed an average size of a village forest of some 2,600 ha. In reality this figure was only 1,500 ha. Also, 200,000 tons of dead wood were supposed to have been harvested, which the project did not do. However, most of that wood has been cut spontaneously by villagers during the project's lifetime as a result of the project's IEC program and the creation of rural markets in the area concerned and (3) identification, design and implementation of an improved carbonization program for existing full-time charcoalers was completed. This program led to the conversion of more than 300 charcoalers to the improved Casamance kiln and installation of at least 100 kiln chimneys. In addition, tests of traditional kiln techniques used by informnal part-time female charcoalers were conducted. The Casamance kiln success can be attributed to the 20% higher charcoal yield, reduced production time, and improved product quality. However, a crucial part of this component, a control system for woodfuel trade, did not function well. The new system called for decentralization of control to the local level but was met with some resistance from central authorities. Thus, the control system for regulating the cutting, transporting and monitoring of harvested woodfuel did not function as well as planned. Energy Sector Institution Building. The project created or strenghtened capacity in the energy sector in the following areas: (i) project management, by central and local governments institutions; (ii) design and implementation of forest management plans, by the rural communities; - 5- and (iii) production and marketting of improved stoves, by the local private sector operators. Capacity was also created in the central unit responsible for overall implementation of the Household Energy Strategy (SED), with the objectives of continuing raising awareness at the national and local levels, disseminating the knowledge and the experience in particular within the Direction Nationale de l'Energie and of further decentralizing implementation via NGOs and private sector operators. In addition additional regulatory and institutional support was provided to governnent units to ensure full and continous participation of both the government and affected groups. Information, Education and Communication (IEC) Program. This component was very successful and was crucial to the success achieved in the demand and supply components. This comprehensive program, including a systematic consumer consultation and various activities and radio advertisements in local languages, was successfully executed by local NGOs and private sector operators. These activities raised awareness and educated users to the importance of demand and supply initiatives and how active participation in these areas would have a direct monetary impact on a household income and standard of living. 4.3 Net Present Value/Economic rate of return: Because of the innovative and learning character of the project it was decided during the appraisal decision meeting that no Economic Rate of Return would be calculated. 4.4 Financial rate of return. Because of the innovative and learning character of the project it was decided during the appraisal decision meeting that no Financial Rate of Return would be calculated. 4.5 Institutional development impact: The project helped establish a specific small, lean, and effective project coodination unit (UPS) responsible for assisting rural populations improve the management of energy resources by controlled harvesting and better carbonization and in promoting more efficiency stoves in urban areas. The project demonstrated to the GoM that private sector development and management of these activities is feasible. The project also created a critical mass of technical expertise that is now able to assist in the process of improved management of energy resources. The UPS trained relevant staff in areas such as GIS, word processing, cartography, carrying out of surveys, project monitoring and execution, procurement, and communication. The project's staff also showed ability in training private sector operators in the creation of rural markets, developing management plans, commercialization of improved stoves (including the setting up of an after-sales service) as well as in monitoring their execution of these activities. 5. Major Factors Affecting Implementation and Outcome 5.1 Factors outside the control of government or implementing agency: The project was new and innovative in Mali. It was expected to encounter technical and institutional obstacles though it was assumed that the structural policy and institutional reforms introduced by the Government would help reduce these obstacles. The major risks were: (a) - 6 - complex coordination and implementation arrangements; (b) uncertainty whether consumers would accept and buy the new kerosene and woodfuel stoves; (c) uncertainty whether the villages would participate in the management of the natural forest and the viability of decentralizing the responsibility for forestry management to the local population. 5.2 Factors generally subject to government control: Factors that the borrower could have controlled included speed of project implementation and the formation of a national coordination committee to coordinate the implementation of all activities in the household energy sector. The delays encountered here were not significant but could have been addressed in a more expeditious manner. A second factor that could have been better managed was the devolution of control to the local level. This process of decentralization was not well accepted by the Government, particularly by the Forestry Department which is responsible for fuelwood control and tax collection. This has resulted in significant implementation problems at the onset of the project. In addition, the process of decentralization received a wide attention, but there was no clear vision of how to implement such a process and what the goals were. In theory, decentralization and natural resource management fit well, but the current forestry laws only recognize municipality level rural markets (RMs) but not those at the village level, where most RMs are. 5.2b Factors not Controllable by the Borrower Factors beyond the control of the borrower was the importation and sale of kerosene stoves by private businessmen. These stoves were not a commercial success because the rising US$-CFAF exchange rate and their increased price put them out of the reach of most consumers. This unexpected price hike was compounded by the increase in the price of petroleum products. 5.3 Factors generally subject to implementing agency control: The implementing agency had problems in getting the project off the ground due to unfamiliarity with Bank procedures, in particular procurement rules. Training in procurement and discussions with the Bank team helped the implementing agency overcome these problems and thereafter it performed in a highly satisfactory manner. 5.4 Costs andfinancing. The cost estimate for the project was $5 million of which GEF contributed $2,5 million and the Government of the Netherlands the other $2,5 million. Overall financing was just enough. The project closed with a zero balance, but could have disbursed more, if additional funds would have been available. However, excellent project and financial planning by the executive agency made for a smooth ending of the project. The project was extended by one year so as to allow to make up for the slow start during the first year due to lengthy procurement procedures and other start-up problems. 6. Sustainability 6.1 Rationalefor sustainability rating. The project's sustainability is likely. However given the newness of the concepts introduced by the project and the infant nature of village woodfuels markets in Mali, additional time is necessary to frmly establish natural resource management and household fuel practices -7 - within the targeted communities and to ensure the commercial viability of the woodfuel markets and trade. The project results are considered to be sustainable because of the existence of a transparent and pro-active regulatory framework for the sector. This regulatory framework has led to (i) transfer of responsibility for control and management of the natural forests from the State to the village communities and the creation of rural woodfuel (RM) markets; (ii) creation of a transparent regulatory framework that penalizes the purchase of wood and charcoal that was obtained from unmanaged forest and cut in an inefficient manner, while promoting the management of natural village forests; (iii) gradual reduction of the Government's role and increased role of the private sector in the management of the household energy sector; and (iv) reduced energy expenditures by households through the purchase and proper use of improved biomass and kerosene stoves. The communication, education and information effort should however be continued to support the introduction of improved stoves and most importantly to complete the transfer of authority and management of fuelwood supply zones to the local level and the inclusion of the majority of villages in these zones. 6.2 Transition arrangement to regular operations: Because of the Government's policy and its regulatory framework that has been put in place it is expected in the rural areas where village management plans have been developed and rural markets created that the villagers (woodcutter, charcoalers, managers of rural markets) will continue to operate as they have done during the project. The same holds for the producers of improved stoves. In fact, the sale of these improved stoves has continued after the project's closure by the private sector operators trained by the project and more than 15,000 have been sold since the project closure. The control system has remained in place, and although it is in need of restructuring it will continue its normal functions. Finally, all operational units which are part of the regular line ministries which have participated in the project will continue to operate as before. This is moreover all due to the fact that the approach taken in the project was a programmatic one nationwide rather than a project based one. With respect to future operations in the energy sector in Mali, the Government plans to support initiatives to improve forestry management through increasing local control and building capacity to develop woodfuel supply masterplans for key towns. Considerable opportunities exist to build upon the project's achievements to expand the prograrn to increase penetration in urban, peri-urban and rural areas. These opportunities also exist in a wide range of technical options such as solar energy. 7. Bank and Borrower Performance Bank 7.1 Lending: IDA performance in project identification and design was satisfactory. The project was the first of its kind in Mali and the implementation arrangements worked well. 7.2 Supervision: -8 - Project supervision was satisfactory and the Bank was responsive throughout the supervision phase of the project. Three main problems were identified by Bank supervision missions: (i) insufficient enforcement of woodfuels management and taxation; (ii) revision of Decree 95-422/P-RM goveming taxation rates for charcoal and fuelwood (originally scheduled to be enacted in December 1996). This decree was issued in October 1999 to support efforts to enforce control of woodfuel entering the cities of Bamnako, Segou, Mopti, Koutiala and Niono. Eighteen forestry contracts were issued to private operators. This resulted in an increase in revenue of 60% although the total collection of 120 million CFAF in 1998 was well below a total potential collection of 1 billion CFAF; and (iii) confiscation by the Government of the building that was to house the executing agency. The building was returned six months before the closing date of the project. Of these three problems, only the enforcement continue to be unsatisfactory. 7.3 Overall Bank performance: Overall Bank performance was satisfactory. There were several minor issues of concern raised by the implementing agency staff including complex and cumbersome Bank procedures, more training for project staff and increased communication between Bank management in Washington and project directors in-country. None of these issues was seen as a major obstacle to the successful completion of the project. Borrower 7.4 Preparation: The Borrower's performance in the project identification and design is satisfactory. 7.5 Government implementation performance: Borrower performance on project implementation was satisfactory but some problems were encountered including the failure to pass a decree on taxation of charcoal and fuelwood and failure to return promotion the project implementation agency's building. These problems found a satisfactory resolution but delayed project implementation. As part of this ICR, a detailed audit was undertaken and concluded there was no procurement problem and that all goods, works and services procured under this project were in compliance with IDA procurement procedures. 7.6 Implementing Agency: The implementing agency performed in a highly satisfactory manner with effectiveness, technical expertise and sound financial control. Monitoring, evaluation and reporting of the project's implementation were very sound as was the completion of technical studies. 7.7 Overall Borrower performance: Government performance was satisfactory even though the project at its inception suffered from implementation delays. As irnplementation progressed, the delays encountered were much lower. 8. Lessons Learned For the project to succeed it requires government support embodied in new, transparent regulations, review and approval of forest management plans, and provision of technical assistance. The government thus has to create an enabling environment, but commercial decisions -9- are to be left to private economic agents in the woodfuel market chain. Ownership of the project by the villagers is also essential for the project's success. This is achieved by involving local participants in most features of the project. Villagers are encouraged to take an active role in the sustained use of forested areas by being given exclusive user rights over the land. The project also has to provide basic training in management and accounting, and villagers should be left with the responsibility for settling any disputes concerning ownership rights to the forested areas. Villagers want to form rural markets only when it is clear that it is beneficial for them to do so. The project also requires appropriate level of taxes and fines and institutional capabilities for the enforcement of tax collection and penalties for avoidance. Further, that the collection of taxes should be subcontracted to the private sector and be done at the village level. Finally, that distortions and perverse incentives that may have crepts into the fiscal system should be removed immediately. Experience has shown that it is possible to have an effective woodfuel control system, if the system is managed by others than regular government agency, and that this should be left to the private sector. 9. Partner Comments (a) Borrower/implementing agency: See attached report -Annex 8 - (b) Cofinanciers: The Netherlands carried an evaluation of the project in 1999 and concluded that the project was successful. (c) Other partners (NGOs/private sector): Most of the project implementation was carried out by NGO's and by Private Sector. 10. Additional Information N/A - 10- Annex 1. Key Performance Indicators/Log Frame Matrix Indicator | Project in SAR (1999) Actual/Latest Abated C02 ton/year 30,000 130,000 Reduced Firewood consumtion/tons/year 30,000 400,000 Output Indicator: Indicator Project in SAR (1999) Actual/Latest Sale of Improved Stoves: Wood 160,000 150,000 Charcoal 68,000 100,000 Kerosene 17,000 10,500 Rural Markets 260 (1) 200 Managed Forest (ha) 720,000 320,000 (2) Dead wood Recovery 200,000 tons Page 5 para 2 wood supply Improved Carbonization 400 efficient kilns 100 efficient kilns (4) (kilns Installed) 1. Based on assumed average village forest size of 2, 600 ha (page 5). 2. Reflects real average village forest size of 1.50 ha (page 5). 3. Dead wood was harvested, but not in the context of project implementation (page 5). 4. Reflects the fact that in Mali some kilns are shared by charcoalers. -1 1- Annex 2. Project Costs and Financing Project Cost by Component (in US$ million equivalent) Appraisal - ;Actual/Latslt Percentage of Project Cost ByiComponent US$ m 6illion US$ million ___A ________ A. Fuelwood Master Plans 0.88 0.95 108 B. Village Forest Management Plans 2.00 2.36 118 C. Carbonization Program 1.10 0.18 16 D. Kerosene and Charcoal Stoves Program 1.00 1.22 122 E. Institutional Support and Monitoring Program 1.44 0.61 103 F. Skills Development and Public Awareness 1.30 0.55 47 G. T.A., Consultancies, and Studies 1.77 2.36 133 Total Baseline Cost 9.49 8.23 Price Contingencies 1.01 Total Project Costs 10.50 8.23 Total Financing Required 10.50 8.23 Project Costs by Procurement Arrangements (Appraisal Estimate) (US$ million equivalent) Pr ourment Meithod Expenditue Category CB iNC B N.F. Total Cost 1. Works 0.00 0.30 0.00 0.80 1.10 (0.00) (0.00) (0.00) (0.00) (0.00) 2. Goods 0.60 1.20 0.20 2.80 4.80 (0.60) (1.20) (0.20) (0.00) (2.00) 3. Services 0.10 0.00 0.00 0.00 0.10 (0. 10 ) (0.00) (0.00) (0.00) (0. 1 0) 4. Consultants 0.00 0.00 1.80 0.80 2.60 (0.00) (0.00) (1.80) (0.00) (1.80) 5. Operating Cost 0.00 0.00 1.30 0.60 1.90 (0.00) (0.00) (1.30) (0.00) (1.30) Total 0.70 1.50 3.30 5.00 10.50 (0.70) (1.20) (3.30) (0.00) (5.20) Project Costs by Procurement Arrangements (Actual/Latest Estimate) (US$ million equivalent) Expenditure Category Pro 0 l l: N.B.F. Total Cost NCB Other 1. Works 0.00 0.22 0.00 0.00 0.22 (0.00) (0. 1 9) (0.00) (0.00) (0. 1 9) 2. Goods 0.40 0.36 0.00 0.00 0.76 (0.40) (0.32) (0.00) (0.00) (0.72) 3. Services 0.00 0.48 0.00 0.00 0.48 (0.00) (0.43) (0.00) (0.00) (0.43) - 12 - 4. Consultants 1.44 0.08 0.00 0.80 2.32 (1.44) (0.08) (0.00) (0.00) (1.52) 5. Operating Cost 0.00 0.00 2.99 1.40 4.39 (0.00) (0.00) (2.62) (0.00) (2.62) Total 1.84 1.14 2.99 2.20 8.17 (1.84) (1.02) (2.62) (0.00) (5.48) Figures in parenthesis are the amounts to be financed by the Bank Loan. All costs include contingencies. 21Includes civil works and goods to be procured through national shopping, consulting services, services of contracted staff of the project management office, training, technical assistance services, and incremental operating costs related to (i) managing the project, and (ii) re-lending project funds to local govemment units. Project Financing by Component (in US$ million equivalent) Percentage of Appraisal Component Appraisal Estimate Actual/Latest Estimate - - - Bank Govt. CoF. Bank Govt. CoF. Bank Govt. CoF. Scheme for Fuelwood 0.31 0.00 0.57 0.85 0.00 0.00 274.2 0.0 0.0 Supply Forestry Village Planing 1.00 0.00 1.00 0.68 0.00 1.60 68.0 0.0 160.0 Program of Carbonization 0.84 0.00 0.26 0.16 0.00 0.00 19.0 0.0 0.0 Diffusion of Plate warmer 0.66 0.00 0.34 1.08 0.00 0.00 163.6 0.0 0.0 Coal program and Fiber Program Institutional Support and 0.30 0.70 1.14 0.62 0.47 0.80 206.7 67.1 70.2 Follow up Program Awareness Campaign and 1.30 0.00 0.00 0.55 0.00 0.00 42.3 0.0 0.0 Training Technical Assistance 0.52 0.00 1.25 1.56 0.00 0.00 300.0 0.0 0.0 counsel and Project Studies - 13- Annex 3. Economic Costs and Benefits Economic Rate of Return not calculated (see Para 4.3 and Para 4.4) - 14 - Annex 4. Bank Inputs (a) Missions: Stage of Project Cycle No, of Persons and Specialty Performance Rating (e.g. 2 Economists, I FMS, etc.) Implementation Development Month/Year Count Specialty Progress Objective Identification/Preparation October 1993 3 Sr. Energy Planner, Sr. Energy S S Specialist, Financial Analyst Appraisal/Negotiation May 1994 3 Sr. Energy Planner, Sr. S S Energy Specialist, Financial Analyst May 1995 3 Sr. Energy Planner, Sr. Energy S S Specialist, Financial Analyst Supervision November 1995 2 Sr. Energy Specialist,Sr. S S Energy Planner May1996, June 3 Sr. Energy Planner, Sr. Energy S S 1996, December Specialist, Financial Analyst June 1997, Nov 3 Sr. Energy Planner, Sr. Energy S S 1997 Specialist, Financial Analyst November 1998, 3 Sr. Energy Planner, Sr. Energy S S April 1998 Specialist, Financial Analyst Feb 1999, 3 Sr. Energy Planner, Sr. Energy S S Specialist, Financial Analyst ICR October 200 2 Sr. Energy Planner (2x) S S I Consultant (b) Staff: Stage of Project Cycle Actual/Latest Estimate No. Staff weeks US$ ('000) Identification/Preparation 78.0 292.0 Appraisal/Negotiation 27.8 73.9 Supervision 135.5 584.1 ICR 8.0 35.3 Total 249.3 985.3 - 15- Annex 5. Ratings for Achievement of Objectives/Outputs of Components (H=High, SU=Substantial, M=Modest, N-Ncgligible, NA-Not Applicable) Rating FMacro policies O H OSUOM O N * NA OSector Policies OH *SUOM ON O NA O Physical O H OSUOM O N O NA O Financial O H *SUOM O N O NA F Institutional Development O H * SU O M O N 0 NA Z Environmental * H OSUOM O N O NA Social O Poverty Reduction O H *SUOM O N O NA ? Gender * H OSUOM O N O NA O Other (Please specif) OH OSUOM O N * NA F Private sector development 0 H O SU O M 0 N 0 NA O Public sector management 0 H O SU O M 0 N 0 NA O Other (Please specify) OH OSUOM ON * NA - 16 - Annex 6. Ratings of Bank and Borrower Performance (HS=Highly Satisfactory, S-Satisfactory, U-Unsatisfactory, HU-Highly Unsatisfwtory) 6.1 Bankperformance Rating Z Lending OHS *S Ou O HU • Supervision OHS OS OLU OHU Z Overall O HS Os OU O HU 6.2 Borrowerperformance Rating 3 Preparation OHS OS OU O HU • Government implementation performance 0 IfS O S 0 U 0 HU Z Implementation agency performance O HS O S 0 U 0 HU • Overall OHS * S O U O HU -17- Annex 7. List of Supporting Documents 1. Back to office reports and aide memoires 2. Project Status Reports (PSRs) 3. Mid-term review report - 18- Additional Annex 8. [Annex Title] Implementation Completion Report - 19 - REPUBLIQUE DU MALI MINISTERE DES MINES, DE L'ENERGIE ET DE L'EAU MINISTERE DE L'EQUIPEMENT, L'AMENAGEMENT DU TERRITOIRE, DE L'ENVIRONNEMENT ET DE L'URBANISME DIRECTION NATIONALE DE L'ENERGIE DIRECTION NATIONALE DE LA CONSERVATION DE LA NATURE STRATEGIE ENERGIE DOMESTIQUE 20 1.1.1. Introduction: Le present document fait une synthese du rapport d'achevement des activites du Projet pendant toute sa duree de vie, c'est A dire du ler janvier 1996 au 31 ddcembre 2000 conformement aux differents Programmes d'Activites adoptes par le Comite Directeur et les bailleurs de fonds. 1.1.2. Etat d'execution physique Conformement aux differents programmes d'activites, les actions ci-apres ont ete executees: a) Rapport d'avancement: Depuis le demarrage du Projet SED, en tout 10 (dix) rapports d'avancement semestriel ont e elabores. Le present constitue le demier, c'est A dire le rapport d'achevement de la phasel de la SED. b) Arrete d'exoneration des marches prevus dans le cadre de l'execution du Projet: C'est l'arrete n° 96-0483MFC-SG du 27 mars 1996 fixant le regime fiscal et douanier applicable aux marches du projet ; tous les marches, conventions et contrats de l'UPS ont e executes hors douanes et hors taxes dans le cadre dudit arrfte. c) Audit des comotes de l'UPS: Les comptes de l'UPS pour les exercices 1996, 1997, 1998 ,1999 et 2000 ont dtd certifies sans reserves par le Bureau SARECI/PANNEL KERR FORSTER. L' audit de cl6ture est en cours d'exdcution. d) Comite National de Coordination du Secteur de I'Energie Domesticlue (COSED): La creation d'un tel comite avait e prevue par l'Accord de Don GEF n° 28 304 MLI du 24juillet 1995. Le Decret de creation n° 96-047/PM -RM a ete signe le 14 fevrier 1996. L'Arrete n° 96/1086/MMEH-SG fixant la liste nominative des membres du COSED a ete signe le 10juillet 1996 par le Ministre des Mines, de l'Energie et de l'Hydraulique. Le COSED a tenu en tout six sessions statutaires au cours desquelles, il a procede A une analyse approfondie de la situation et a formule des recommandations qui ont l'objet de rapports soumis au Gouvernement. Le 31 mai 2000, le Conseil des Ministres a examine le rapport du COSED et sur la base des recommandations, a donne son accord pour la poursuite du projet dans une seconde phase. e) Assistance Technique Globale: L'approche A la fois energetique et forestiere que le Gouvernement du Mali a adoptde pour la gestion efficace du secteur de l'Energie Domestique, impose la mise en place d'une structure et des modes de fonctionnement assurant l'interdependance, la coordination et la pluridisciplinarite des actions entreprises. La mise en ceuvre des actions a necessite un certain nombre de compdtences specifiques qui ont e couvertes par des services de consultants fournis dans le cadre d'un contrat global d'assistance technique(ATG). L'objectif de I'ATG etait triple: - assurer la formation (< sur le tas >> des cadres de la CED et de la CCL, - apporter, par des expertises court terme diversifiees et de haut niveau, un appui methodologique A la conception et la planification des activites des deux volets de la 21 strategie, - apporter, par un conseiller technique A long terme place aupres du chef de la CCL, un appui operationnel A 1'execution des activitds du volet Offre. A la suite d'un appel d'offres international, le groupement de bureaux SEED/CIRAD- FORETS/BTG/AFRITEC/BEAGGES a dte recrut6 pour un cofit total de 830.545.700 F.CFA correspondant A 85 hommes-mois, dont 55 d'expertise court terme . Le contrat a ete finalisd le 30 Janvier 1997 et le groupement a pris fonction a partir de Mars 1997. Le rapport final est attendu et une evaluation de l'action de I'ATG est prevue courant 2001 pendant la phase transitoire. D'ores et ddjA, on peut affirmer que l'apport de l'ATG a dtd d'une grande utilite pour le projet qui a etd appuye dans les domaines le plus souvent nouveaux pour le personnel: le concept de marche rural de bois-energie (MR), la methodologie de creation des MR; I'elaboration des Schemas Directeurs d'Approvisionnement en combustibles ligneux (SDA) avec utilisation de logiciel spdciaux ( Map-Info; ACCES), du Systeme d'Information Gdographique(SIG), interpretation des donnees satellites, etc. L'ATG a developpe une strategie de communication en milieu rural et urbain avec elaboration de support visuel (affiches, brochures, tri-folios, livrets). L'ATG a aide a la formation aux techniques de carbonisation: amelioration de fabrication de charbon de bois (meule casamancaise); fabrication de briquettes combustibles A partir de tiges de cotonnier(agglomerateurs). Les expertises apportdes par I'ATG sont varides et diverses: Volet demande : Le marketing, le developpement des foyers ameliores et rechauds, le briquetage et la carbonisation de residus agricoles. Volet offre : Le ddveloppement des marchds ruraux, la gestion des ressources ligneuses, le contr6le du flux des combustibles, l'exploitation forestiere (amdnagement, inventaire), la cartographie, l'impact environnemental, la communication et l'animation rurales, la carbonisation. Coordination: le developpement institutionnel, le suivi et l'evaluation, la communication. 1) Strategie de communication la realisation d'actions publicitaires: La campagne de communication a ddmarrd en octobre 1998 et a consistd a l'installation de panneaux publicitaires sur les equipements d'dnergie domestique sur certaines arteres de la ville de la capitale et certaines villes interieures: Sikasso, Sdgou, Mopti, Gao, Tombouctou et Gao. La campagne de presse: Un film documentaire sur la SED a ete elabore a etd diffuse deux fois sur les antennes de la teldvision nationale. En outre, des interviews de certaines personnalitds ont ete publiees dans la presse ecrite (publique et privee) ; il s'agit de: - de l'Ambassadeur des Pays Bas au Mali, - du Directeur National de l'Hydraulique et de l'Energie, - du Directeur National de la Conservation de la Nature, - d'un reprdsentant de la mission de decentralisation, - du monde rural( une charbonniere), et - d'un scientifique de l'IPR-ISFRA de Katibougou. En dehors de ces deux types actions publicitaires, it a dte edite et distribue les documents de << prestige >) ci-apres: - une brochure de prdsentation de la SED, - une plaquette : Panel des consommateurs d'energie domestique de la ville de Bamako, 22 - une plaquette : Sch6ma Directeur d'Approvisionnement de Bamako en bois 6nergie(SDAB). Ces documents tires en deux mille exemplaires chacun, ont fait l'objet d'une large diffusion en fin de l'annee 1999 et au cours l'annee 2000. Un bulletin semestriel d'information sur I'energie domestique a ete regulierement publie( 08 numeros en tout). g) Construction des sieges Dour les deux Cellules: Deux batiments ont e construits pour abriter les deux volets du projet. Cependant pour le volet Offre le Gouvemement avait requisitionne le batiment pour abriter la Commission Nationale Electorale Independante (CENI), pendant trois ans. Ce n'est qu'en fdvrier 2000 que le batiment a ete retrocede au projet. h) ImDortation et commercialisation des rechauds a n6trole et fabrication de fourneaux A charbon: La premiere Convention signee avec la Societe SENAGRI a e finalisee le 21 Janvier 1997 pour l'importation et la distribution de 2 000 rechauds. Un avenant a ladite Convention a ete finalise en aout 1997 et a permis d'importer 4500 autres rechauds. En outre, dans un souci d'elargissement de la gamme de produits d'energie domestique un autre dossier portant sur 2000 rechauds A petrole A meches a etd publie le 29 septembre 1997. Ces rechauds A meches sont d'origine indonesienne, mais fabriques au Niger ou ils ont ete vulgarises A partir de 1993 par le Volet Demande du Projet Energie II. Une quatrieme convention portant sur 2000 autres rechauds A meches a e signee en novembre 1999 avec Mr Souleymane DRAME, commercant Import-Export, qui a mis plus 1500 rechauds sur les marches de Bamako, Sikasso et Mopti A partir de septembre 2000. Quant aux fourneaux A charbon ameliores, suite A une serie d'Appel d'Offres publies A partir de Fevrier 1997, des contrats pour la foumiture de services d'assistance pour la subvention partielle et temporaire de ces foumeaux ont e signds avec des Organisations(ONG) pour la ville de Bamako et 14 autres localites du pays. i) Atelier sur le Secteur de I'EnerLie Domestique: Un atelier sur le Secteur de l'Energie Domestique s'est tenu les 29-30 et 31 Mai 1996 a Bamako. L'objet de cet atelier dtait d'une part d'informer tous les intervenants du secteur sur les nouvelles mesures d'ordre institutionnel, legislatif et reglementaire devant desormais s'appliquer dans le secteur, d'autre part d'echanger d'experiences A travers des discussions sur des sujets techniques. Les discussions ont ete axees sur le rapport d'analyse du Secteur de l'Energie Domestique elabore par l'UPS avec l'appui des deux cellules. A cet atelier ont pris part les representants des services techniques des Departements concernes, les membres du COSED, la Chambre de Commerce et d'Industrie du Mali, I'Association des Consommateurs du Mali (ASCOMA) et les delegations du Burkina Faso, de la Gambie, du Niger et du Senegal. j) Selection d'artisans pour la fabrication de chemin6es Dour meules A charbon: Suite A un appel d'offres restreint lance en Mai 1997, il a ete retenu un artisan de la place A qui il a etd confie la confection des cheminees pour meules A charbon. L'echantillon foumi par I'artisan attributaire a ete soumis A un test technique au niveau de la Cellule Combustibles 23 Ligneux ; ce test qui a ete concluant, a permis de signer le contrat avec ledit artisan et de lancer la production des cheminees. Une centaine de cheminees ont ete produites et mise a la disposition de charbonniers dans le cadre de la modernisation du secteur charbonnier. k) Adoption du texte portant suspension des droits de douanes et taxes sur les equipements d'enermie domestipue: En vue de contribuer A l'abaissement du prix d'acquisition des equipements d'dnergie domestique en plus de la subvention temporaire et partielle accordee par le fonds GEF, le Gouvernement a accepte de renoncer au droits de douanes et taxes sur ces equipements pendant une periode de cinq(5) ans. A cet effet, un arrete a 6te signd par le Ministre des Finances sous le n ° 98-001/MF - SG en date du 6 janvier 1998. Cet arrete a permis A la societe SENAGRI d'importer hors taxes, hors douanes des equipements pour la fabrication de briquettes combustibles et les pieces de rechange pour rechauds A petrole pour une valeur d'environ 15 millions de F.CFA. l) Mise en place des fonds de contrepartie: Au 31 decembre 2000, 1'apport direct du Gouvernement au financement du Projet pendant la periode 1996-2000 s'eleve A 250.923.234 F.CFA.(ceci n'inclut les salaires des fonctionnaires affectes au Projet). m) Acquisition de vehicules et motos En attendant la mise en place des fonds de financement du projet, I'UPS a procede le 23 Mai 1996 A la reception de deux vehicules tout terrain acquis a partir du credit 1998 MLI qui a servi de fonds de preparation du projet(PPF). Les deux vehicules ont ete mis a la disposition des cellules pour l'execution des activites de terrain. L'essentiel des equipements roulants (13 vehicules et 15 motos) a ete acquis A travers un marche attribue et notifie le 17 decembre 1996 suite A un appel d'offres international, A la Societe Fran9aise de Commerce Exterieur (SFCE) qui n' a livrd lesdits equipements que le 12 juin 1997 pour les 13 vehicules et le 13 aofit 1997 pour les 15 motos. Suite a un Appel d'Offres National lance le 15 janvier 1998, deux marches ont ete attribues en septembre 1998; I'un A N'gary Transport pour le lot 1(3vehicules) et l'autre A Imacy pour le lot 2 (28 motos). Les lettres de marche ont e signees et notifiees aux attributaires en debut janvier 1999. Les trois vehicules ont dte livres le 15 fevrier et les vingt huit motos le 23 mars 1999. n) Coordination des Activites de la CED et CCL Cette activitd a ete une action permanente de '1UPS et a consiste en la tenue de reunions d'information et de concertation avec les Chefs de Cellules. - Tenue de reunions avec les Chefs de cellules: Des seances de travail ont dte tenues mensuellement en plus des contacts informels pour discuter de problemes ponctuels. Au cours de ces rencontres, le Coordinateur et les deux Chefs de Cellules discutent de l'etat d'avancement des activites du Projet, des difficultes et des solutions adequates A apporter. 24 Par ailleurs, ils ont dte en contact permanent pour: - la reception des differentes missions des experts court terme de I'assistance technique; - la preparation et la participation A I'atelier sur le secteur de l'Energie Domestique (29, 30 et 31 Mai 1996); - la reception des missions de supervision de la Banque Mondiale; - la participation aux rencontres annuelles de concertation du projet avec les partenaires financiers (bailleurs de fonds) et techniques du secteur de l'energie domestique ( 20 Novembre 1996, 5 ddcembre 1997, 4 novembre 1998, 9 decembre 1999). - la participation aux diffdrentes sessions du COSED (17 mai 1996, 30 decembre 1996, 25 juillet 1997, 10 juin 1998, 7 juillet 1999 et 31 juillet 2000). - la participation le 10 ddcembre 1997 A la reunion d'evaluation A mi-parcours du projet. - la participation aux ateliers thdmatiques dans le cadre de la preparation de la seconde phase du projet( du 23 fevier au 29 mars 2000). D'une maniere succincte les activites de terrain des deux Cellules depuis le demarrage du Projet ont consiste a: Pour la Cellule Energie Domestique: - la conduite de tests techniques et d'acceptabilite sur differents types d'equipement d'energie domestique, A la suite desquels le choix a ete porte sur 2 types de r6chauds A petrole et 4 modeles de fourneaux A charbon ameliores; - le choix portd sur SENAGRI, suite A un appel d'offres, pour l'importation et la commercialisation des rechauds a petrole A pression. Une Convention a ete signee en Janvier 1997 avec SENAGRI et a permis la mise sur le marchd Bamakois de 2000 rechauds. La Cellule a apportd un appui technique A SENAGRI pour la mise en place d'un reseau de distribution fiable: identification de 7 points de vente dans la ville de Bamako, formation des revendeurs et initiation de rdparateurs d'engins A deux roues pour assurer un service apres vente de proximitd. Par ailleurs, a travers un avenant A la Convention , 4500 autres rechauds ont ete mis A la disposition des populations de Bamako et d'autres villes du pays(Segou, Sikasso, Mopti, Gao, Koulikoro, Kayes, Tombouctou, Koutiala). - la finalisation du processus de signature de deux marches relatifs A l'importation de 4466 rechauds A petrole. Toutefois, la mise en oeuvre des deux marches s'est heurtee A de difficultds: a) pour les 2466 rechauds A petrole A pression, I'attributaire du marche a notifie son incapacit6 d'executer le marche qui a ete finalement resilie en novembre 1998; b) en ce concerne les 2000 rdchauds A meches, I'attributaire ayant rencontre des difficultes A fournir la garantie de bonne exdcution a demande A en etre dispense. Cependant les equipements n'ont e mis a la consommation qu'A partir de fin septembre 1999. 11 faut noter que ces deux marches ont ete notifies depuis le 12 juin 1998. Sur la base de la nouvelle convention signee en novembre 1999, Mr DRAME a mis A partir de septembre 2000 sur les marches de Bamako, Sikasso et Mopti environ 1500 autres rechauds A petrole A meches. - la fabrication locale des rdchauds A petrole, - le suivi de l'execution des contrats de services avec des organisations/ONG pour 1Pencadrement de la fabrication de foumeaux A charbon ameliores retenus et la mise en oeuvre de la subvention liee A la vulgarisation de ces equipements A Bamako, Segou, Sikasso, Mopti, Gao, Kayes et Tombouctou. Les actions de diffusion se sont poursuivies dans toutes lesdites villes . Les contrats avec les ONG arrivds A terme, ont ete renouveles. A travers ces contrats plus de 100.000 25 unites ont ete diffusees sur un objectif previsionnel global de 68.000, soit un taux de realisation de 147%. Le coait des prestations des ONG s'est dleve A environ 136 millions de F.CFA. Le montant de la subvention accordde A ces fourneaux s'eleve A 29.225.000 F.CFA. Au cours de l'annee 1999 en plus des villes de Bamako, Kayes, Segou, Sikasso, Mopti, Gao et Tombouctou, les actions de diffusions se sont etendues aux villes de Kati, Koulikoro, Niono, Bla, Koutiala, Bandiagara et Dire. - la reception et l'installation de 20 rafraichisseurs par dvaporation pour les tests techniques et d'acceptabilite. Les localites suivantes ont dtd concernees: Bamako(8 unites), deux(2) a Sdgou, Koutiala, Mopti et Gao; le suivi technique (instrumentation et mesure) est termine ; le rapport technique a ete depose en mars 1998. Un atelier d'information operateurs prives sur les evaporateurs a ete tenu. - la publication des huit(08) premiers numeros du Bulletin d'Information sur l'Energie Domestique en rapport avec la Cellule Combustibles Ligneux. - la formation en rapport avec le Projet Foyers Ameliores DNAS/GTZ de forgerons/artisans A Gao et Tombouctou dans le cadre de la fabrication de fourneaux A charbon ameliores. La Cellule et le PFA ont procede A PNvaluation de leur plan d'actions commun lancd en 1996 et ont elabore ceux des annees suivantes. - l'organisation de ventes promotionnelles de fourneaux mixtes A Gao et Tombouctou. - l'identification et l'appui A linstallation de deux producteurs de briquettes combustibles. - une enquete legere aupres de 100 menages ayant achete le rdchaud pour evaluer les conditions d'utilisation de ces nouveaux equipements. - les essais de carbonisation des tiges de cotonniers. - des tests d'acceptabilite des briquettes combustibles aupres de 50 familles A Bamako. - le suivi de la production par l'op&rateur prive de plus de 10 tonnes de briquettes combustibles. - 1'execution de deux etudes portant d'une part sur les filieres d'approvisionnement en matiere premiere pour la fabrication des fourneaux ameliores et d'autre part l'impact social de la diffusion des produits d'energie populaire dans toutes les villes couvertes par la SED. - le suivi de la confection par l'agence de communication, des panneaux publicitaires, affiches et film documentaire. Quelques retombees de la SED volet demande: I Consommateurs Fourneaux vendus, unites 99 828 Economie par foumeau/jour, Fcfa 6 488 820 conomies /an pour les consommateurs, FCFA 2 368 419 300 Participantes aux seances d'animation 15 034 2 Artisans forgerons Chiffres d'affaires vente de foumeaux 249 570 000 Achat matiere premiere (ffits) 99 828 o0a Fonds de roulement 8 800 500 Bdnefice net 149 742 000 3 Ongs Prestations (titre des contrats), Fcfa 137 884 96 26 4 Emplois cr6Js Artisans 561 Apprentis artisans 30 Reparateurs richaud+revendeurs 8 ONGS 50 Impacts environnementaux (97-98-99-2000) Fourneaux etfoyers Bois economise, tones I 325 504 r02 evite, tones 2 649 87t Rtchauds a p6trole Bois substitue, tones 79 114 C02 dvit6, tones 107 33 Quantitds de briquettes de rdsidus agricoles Briquettes, kg | 38 080 p3ches et bfichettes, tones 54 Actions m&diatiques Spots et emissions radiophoniques 1 752 Seances d'animation 227 TV (Spots' microprogrammes, doc., annonces, 81 etc..) Activites au niveau des etablissements scolaires 2_ Foires et expositions _ Panneaux publicitaires 3 Affiches 5 50C Pour la Cellule Combustibles Ligneux: - le suivi et l'aboutissement des textes d'application de la Loi N°95-003 portant organisation de l'exploitation, du transport et du commerce du bois. - l'valuation du contr6le A l'entree de la ville de Bamako. - la mise en place d'un systeme de contr6le plus efficace aux entrdes de la ville de Bamako. - des enquetes sur les professionnels du bois au niveau des villes de Kayes, Bamako, Segou, Koutiala, Niono et Mopti. - le calibrage des moyens de transport de bois-energie au niveau des bassins d'approvisionnement de Kayes, Segou, Koutiala, Niono et Mopti. - des enquetes diagnostics pour la ddtermination de la taille des sacs de charbon au niveau des villes ci-dessus mentionnees. - l'informatisation du controle A l'entree de Bamako. - la revision du decret n0422-PRM du 16 Decembre 1995, fixant les taux et la repartition des taxes per,ues A l'occasion de 1'exploitation du bois, ce decret porte presentement le n°402/P-RM du 17 decembre 1998. - l'organisation et la tenue de l'atelier technique sur la methodologie de creation de marchds ruraux de bois, les plans d'Amenagement et de Gestion Simplifies. - la collecte d'information au niveau de certains modules du Systeme d'Information et 27 d'Evaluation Permanent (SIEP). - la mise en place de 155 marchds ruraux de bois A travers 18 operateurs prives recrut6s A cet effet: ainsi, au Mali on denombre un total de 242 marchds ruraux crees dont: la CCL(155 MR); I'UGF(23 MR) et le BIT/Kita ( 64 MR) - pour une surface totale mise sous quota de 526.240 ha. Les prestations des operateurs prives se sont chiffrees A environ 169 millions de F.CFA. Les marchds ruraux effectivement creds au compte de la CCL concement essentiellement le bassin d'approvisionnement de Bamako. Pour les autres villes, le processus est en cours et sera finalise en 2001. - la publication des huit(08) numeros du Bulletin d'Information sur l'Energie Domestique en rapport avec la Cellule Energie Domestique . - le suivi de la construction du siege de la Cellule Combustibles Ligneux. - la conduite de 13 tests de carbonisation sur les meules ameliorees et traditionnelles. - la formation de 260 charbonniers et la vulgarisation de 103 cheminees pour meules ameliorees. - la finalisation et la validation des schdmas directeurs d'approvisionnement en bois- dnergie de Bamako, Segou, Mopti, Koutiala et Niono. - la preparation et la mise en oeuvre de la campagne nationale d'information en rapport avec les agences de communication (Wara Communication et ANC), recrutees A cet effet; - la finalisation de l'inventaire et de la cartographie de la zone du bois mort en 5Sme region; o) Reunions du Comite Directeur de l'UPS: L'UPS a organisd les 19 Janvier et 02 Aouit 1996 les deux r6unions statutaires de son Comite Directeur qui a examine le Rapport d'Activites 1995 de l'UPS, CED et CCL et a adopte les Programmes d'Activites desdites structures pour les deux semestres de l'annee 1996 et les Budgets y afferents. Le meme exercice a ete effectue au titre de l'annee 1997 au cours de sdances tenues les 16 janvier et 23 juillet 1997. Pour l'annee 1998, le Comitd Directeur a tenu ses reunions le 19 fevrier et le 29juillet 1998. Concemant I'annee 1999, les deux sessions se sont tenues respectivement le 02 avril et le 27 octobre 1999. Pour l'annee 2000, les deux sessions se sont tenues respectivement le 21 fevrier et le 28 juillet 2000. p) Autres activites Le Coordinateur de l'UPS a participe du 20 Janvier au 9 Fevrier 1996 A Dakar au seminaire sur la Passation des Marches de Travaux organisd par la Banque mondiale a travers l'Institut Superieur Africain pour le Developpement des Entreprises (ISADE).Cette formation lui a permis de mailtriser les Procedures de la Banque Mondiale en matiere de passation non seulement de marches de travaux, mais egalement de foumitures, de recrutement de Consultants; toutes choses qui ont constitue l'ossature du programme d'activites de la premiere annde du projet. Ont egalement benefici6 de cette formation A differentes sessions: - au niveau duprojet: les deux chefs de cellules, l'Assistant Administratif de la CCL. - au niveau du Ministere de tutelle: Le Directeur, I'Adjoint , un Agent de la DAF du MME et le Directeur National Adjoint de l'Hydraulique et de l'Energie. Par ailleurs, le Coordinateur et les Chefs de cellules ont participe A differents moments A 28 des seminaires/rencontres sous-regionaux, regionaux et internationaux, sur le bois-energie, l'energie et l'environnement. Dans le cadre du programme de la Banque Mondiale, << Revue des Politiques, Strategies et Programmes du Secteur des Energies Traditionnelles(RPTES) »), le Coordinateur de l'UPS, membre du Groupe Africain d'Appui(GAA), cree dans le cadre de la phase pilote de ladite etude, et les chefs de cellules ont participe aux differentes rencontres organisees dans la sous-region. Dans le cadre d'echange d'experiences, le projet a requ la visite de plusieurs delegations venues tour a tour de: Gambie, Senegal, Guinde(Conakry), Burkina Faso, Niger, Mauritanie, Tchad, Nigeria, Madagascar. 1.1.3 DIFFICULTES RENCONTREES, PERSPECTIVES ET CONCLUSIONS: a) Difficultes: Les diff6rents problemes ayant freine le deroulement des activites du Projet peuvent etre regroupees en deux categories: * Difficultds d'ordre administratif On peut citer: - Retard dans la mise en place des fonds apres la mise en vigueur des accords de dons; - Absence de fonds de contrepartie pendant les deux premieres anndes et insuffisance et retard dans la mise a disposition des fonds alloues par la suite; - Requisition d'un des batiments du projet par la Gouvernement pendant trois ans; - Suspension des decaissements par les bailleurs de fonds pendant 9 mois, consdquence directe des deux difficultes pr6c6dentes; - La longueur des procedures de passation des marches( 9 mois au minimum); - Retard de deux ans dans la revision du decret portant fixation et repartition des taxes percues a l'occasion de 1'exploitation du bois-dnergie; * Difficultes d'ordre technique On note: - les resultats souvent infructueux de certains des appels d'offres pour l' importation et la distribution des rechauds a pdtrole a cause de la complexitd des dossiers d'appel d'offres; - divergence des points de vue du projet et de la Banque Mondiale en ce qui conceme le taux de la subvention a appliquer aux 6quipements d'energie domestique; - les lenteurs accusdes dans l'execution des contrats signes avec les operateurs privds (creation des march6s ruraux, mise en ceuvre de la strategie de communication, livraison des dquipements); - l'insuffisance du contr6le forestier malgre les moyens humains, techniques et financiers mobilises. Ces difficultes ont eu pour consequence, la non atteinte de certains objectifs (nombre de rechauds a pdtrole, non fonctionnalitd de certains marchds ruraux etc). Aujourd'hui la quasi totalite de ces problemes ont trouvd une solution heureuse. Le seul probleme technique qui persiste est celui lid au controle forestier. En effet, malgre l'important appui apporte par le projet, la qualitd du contr6le n'est toujours pas satisfaisante. b) Perspectives. Un certains nombre de mesures dont les resultats n'ont pas encore ete dvalues, ont dte entreprises. Parmi ces mesures on peut citer: - La restructuration effectude au sein des services forestiers, regroupant en une seule direction les services de controle forestier et d'amenagement. - La mise a la disposition de la DNCN par la CCL de 18 agents contractuels en octobre 29 1999 pour le renforcement du contr6le pour la ville de Bamako. Ces agents affectes aux postes forestiers, dquipds par le projet, ont ete remuner6s en fonction des rdsultats obtenus. - la DNCN a procddd A un reddploiement du personnel et a instaure un systeme de rotation des agents au niveau des postes de contr6le de Bamako. La d6cision prise par le Gouvemement du Mali de concert avec les partenaires financiers de poursuivre le projet dans une seconde phase permettra de venir A bout des difficultes rencontrees. Cette phase verra l'dlargissement des activites du Projet A I'dlectrification rurale decentralisde (ERD). A la requete adressde en octobre 2000 par le Gouvemement du Mali, le Gouvernement des Pays- Bas, A travers sa lettre n° 766/bam du 20 novembre 2000, a confirmd son interet pour la consolidation des acquis, la levee des insuffisances de la phase 1 et la preparation de la seconde phase. Cet appui du Gouvemement Neerlandais consistera A financer un plan d'actions sur une periode de 15 mois A partir de janvier 2001. Evaluation de l'execution du projet L'evaluation A mi-parcours du projet, effectuee en d6cembre 1997, a fait des recommandations visant A rattraper le retard accuse dans la mise en oeuvre du projet. II s'agit essentiellement de la prolongation d'un an, c'est a dire l'extension de la duree du projet au 31 ddcembre 2000 et l'ajustement du calendrier d'execution des activites. La presente evaluation s'effectue sur la base du nouveau calendrier et des nouveaux objectifs assignes. A. Au niveau du Volet Demande: Comme le montre le tableau n°l ci-dessous les objectifs en matiere de diffusion de rechauds n'ont pas dte atteints pour I'annee 1998. Les raisons ont ete donndes plus haut (resiliation du marche des 2466 rechauds a pression et retard accusd par le foumisseur pour exdcuter celui des 2000 rechauds a meches). Toutefois, grAce A une revision des procddures en matiere de passation des marches et du principe de la subvention, la situation s'est nettement amelioree les annees suivantes avec des taux de rdalisation de 29% et 44% respectivement en 1999 et 2000 ; ce qui donne un taux global de 59 %. Concernant les fourneaux A charbon les resultats obtenus sont tres satisfaisants ( les objectifs ont 6te largement depasses tout le long du projet): le taux global d'execution est de 147 % des objectifs globaux. II faut noter qu'un important travail prdparatoire est A la base des resultats atteints: il s'agit des travaux de recherche et de tests techniques et d'acceptabilitd sur les dquipements vulgarises, des actions d'information, de formation et de sensibilisation des artisans et des consommateurs par rapport aux nouveaux dquipements. La vulgarisation de pres de 100.000 fourneaux a eu des retombees positives dont on peut retenir: - Une dconomie de plus de 2 milliards de F.CFA en 2000 pour les consommateurs. - Un b6nefice net de pres 150 millions de F.CFA et un chiffre d'affaires de pres de 250 millions de F.CFA pour les artisans forgerons. - La crdation d'emploi pour 565 artisans, 300 apprentis artisans. - Une rdmuneration de pres de 138 millions de F.CFA au titre de prestations de service par les ONG. - Pres de 2.8 millions de tonnes de C02 dvite en 1997-1999-2000 par l'utilisation des rdchauds et fourneaux. 30 Tableau n°l: Calendrier previsionnel d'execution des activites 1997 1998 1999 2000 Total Pre real. Prev. real. Prev. Real. Pr6v. Rd Prev. Real. V. Rechaud 650 6500 4000 0 7000 2000 3500 1547 17.00 10.04 sa 0 0 7 p 6trole _ _ __ _ _ _ _ _ _ _ _ __ _ _ _ _ _ Taux % 100% 0% 29% 44% 59% Fournea 18 20.00 10.00 1388 18.50 43.43 21.00 22.51 68.00 99.82 ux a 500 0 0 0 6 0 2 0 8 charbon_ Taux % 108% 139% 235% 107% 147% B- Au niveau du Volet Offre. Comme il ressort du tableau n°2, les resultats atteints en matiere des schemas directeurs d'approvisionnement en bois energie des villes, sont tres satisfaisants : seul le SDA de Kayes, n'a pas pu etre finalisd et adopte, et pour raison le manque de financement. Les resultats attendus en matiere de creation de marches ruraux de bois sont egalement satisfaisants, meme si certains marches ruraux ne sont pas totalement fonctionnels. Cependant, des insuffisances ont ete notees: - la composante recuperation du bois-mort n'a pas pu etre mise en wuvre, faute de financement; - le point faible demeure le controle forestier qui malgre tous les moyens injectes reste insuffisant. Tableau 2: 2000 Total 1998 1999 Prev. Real. Prev. Real Prev. Real. Prev. Rdal Elaboration des Bko, Segou, Bko, Kia, Mop Nion Bko, Bko SDA Kla, Segou Mopti, ti o Segou, Segou Des villes Niono Niono Kla Mopti, Mopti couvertes Mopti Niono Kla Par la SED Kla Niono __________ ___ _ ___ Kayes _ Taux % 40% 67% 83% 31 Marches ruraux . de bois 75 37 140 75 75 78 245 190 Taux % 49% 54% 104% 78% Forets amenagees.(ha) 225.000 60.000 420.00 - 90.00 735.00 320.4 0 0 0 14 Taux % 27% - - 44% Cheminees vulgarisees 185 50 175 50 40 400 100 Taux % 27% 29% 0% 25% Rdecuperation de Etude de bois reactualisatio Realise PM* PM* PM* mort(tonnes) n e Des donnes Taux % 100% c) Conclusions: ll ressort des evaluations effectuees par le Gouvernement des pays Bas (en octobre 1999) et la Banque Mondiale (en juin 2000) que l'exdcution du projet est satisfaisant . En outre, a l'issue de la serie d'ateliers thdmatiques tenus du 23 fevrier au 29 mars 2000, 1'dquipe du projet avec l'appui des differents intervenants du secteur, a etabli le bilan assez complet de la situation : les acquis, les faiblesses et les perspectives. Ainsi, on note que plusieurs realisations depassent les objectifs initialement fixes: le nombre de foyers amdliords vulgarisds, le nombre de Schdmas Directeurs d'Approvisionnement, le nombre des marches ruraux operationnels. (voir annexe 1). Cependant, cet etat d'avancement n'assure pas encore la durabilite de l'ensemble de toutes les activites , notamment l'application de la legislation sur le bois-energie s'est averee difficile et le contr6le insuffisant. En consdquence, nous recommandons que la seconde phase soit immediatement lancee en vue de consolider les acquis et corriger les insuffisances relevees. Bamako, janvier 2001 Le Coordinateur IsmaIl 0. TOURE 32 MAP SECTION IBRD 27028 MALI I K HOUSEHOLD ENERGY \ PROJECT Al GERI A o CERCLE CAPITALS j K. @ REGION CAPITALS * NATIONAL CAPITAL CERCLE BOUNDARIES j \ REGION BOUNDARIES -- INTERNATIONALBOUNDARIES | \, . \TOMBOUC. OU RFGIVN\ Kidc o 50 1 00 150 200 250 Bu- I I I OM KILOMETERS I J ,~' ~, -, %TCPT! OUENTA RHROSn G O / g KAYES TENNK M 4Der J N o o i OP raI , jofouIobC I t , ocin JEN O o o ~~~~~~~~ 1~~~~~~~~~~~ jKen,e 0 OU K ~~~~~~~~~~~~~ BDUETZ ,