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1.

ENERGY CITIES/ENERGIE-CITES ASSOCIATION

European City Facility Project

  • 16 Million
  • France
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European City Facility Project
Company Name ENERGY CITIES/ENERGIE-CITES ASSOCIATION
Funded By 38
Country France , Western Europe
Project Value 16 Million
Project Detail

Our vision of the European City Facility (EUCF) is one where European cities have their say on how the EUCF financial support will be used to meet their needs and help them overcome barriers they face in financing and implementing their ambitious energy and climate strategies. The ultimate objective of the EUCF is to build a substantial pipeline of sustainable energy investment projects across cities in Europe. This will be achieved by providing targeted financial, technical, legal and capacity building support to overcome critical barriers, develop credible investment packages and mobilise finance. Delivering this will require organisational, technical and financial innovation, in particular to bridge the capacity and capability gap for small and medium-sized municipalities. The specific objectives are to: - Provide hands-on locally rooted technical and financial expertise, inspired by ‘best in class’ European practice, to cities to deliver at least 225 credible and scalable investment concepts (hereafter referred to as IC) which should trigger more than EUR 320 M of public and private investment. - Build the capacity of at least 450 public authority staff to develop substantial project pipelines and provide them with tools, networking and knowledge transfer opportunities which will facilitate and accelerate the IC implementation, including via innovative financing mechanisms and project aggregation. - Facilitate access especially for small and medium-sized municipalities to private finance, EU funding streams and similar facilities (e.g. ESIF, H2020-PDA, Elena-EIB) and advisory services such as the EIB Advisory Hub to realise and amplify the expected investments. - Use the successful IC and knowledge of EUCF beneficiaries to reach out to more than 8,000 cities and communities, encourage replication and catalyse further action across European cities.

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Company Name ENERGY CITIES/ENERGIE-CITES ASSOCIATION
Address Chemin De Palente 2 25000 Besancon
Web Site https://cordis.europa.eu/project/rcn/224841/factsheet/en

2.

General Commission for Survey

Capacity Development for the General Commission for Survey

  • 8 Million
  • Saudi Arabia
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Capacity Development for the General Commission for Survey
Company Name General Commission for Survey
Funded By 96
Country Saudi Arabia , Western Asia
Project Value 8 Million
Project Detail

This project has been designed to develop the national capacities in conducting geo-spatial surveys, generating multi-purpose knowledge from such surveys to efficiently boost national efforts in achieving the key directions of the Ninth Development Plan (2010-2014) with particular emphasis on balanced regional deelopment. diersification of the economic base and enhancement of the competitive capacities. The present 3-)ear project (for 2014-2016) is envisaged to support the GCS in its main mission of efficiently producing and marketing geo-spatial survey information and services. This outcome will be reached through three outputs as follows: 1) Institutional and individual capacity development for two departments v. ithin the General Commission for Survey (GCS): 2) Support to the implementation of the hydrographical survey programme for the Red Sea area. including procurement of sur ey equipment; and 3) Advisory services to the hydrographical surveys (through support of International Maritime Organization (IMO) and the International Hydrographical Organization (IHO), with particular focus on uniformity of nautical charts and documents as well as promotion of oceanographic science in Saudi Arabia

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3.

Ministry of Municipal and Rural Affairs (MOMRA)

Urban Planning and Management

  • 6 Million
  • Saudi Arabia
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Urban Planning and Management
Company Name Ministry of Municipal and Rural Affairs (MOMRA)
Funded By 96
Country Saudi Arabia , Western Asia
Project Value 6 Million
Project Detail

This project is designed to develop national capacities to follow up the implementation of the objectives and priorities of the National Urban Strategy, as part of the tasks of the Ministry of Municipal and Rural Affairs. The general national orientations dictated by the Ninth Five-Year Development Plan (2010-2014) and subsequent policies of the Tenth Five-Year Development Plan (2015-2019), with particular emphasis on balanced regional development, diversification of the economic base and the promotion of competitiveness, have all been developed. Consider the formulation of the outputs targeted by this project. In 2001, with the technical and substantive support of the United Nations Development Program and the Department of Social and Economic Affairs of the United Nations Secretariat, Saudi Arabia, represented by the Ministry of Municipal and Rural Affairs and the Ministry of Town Planning Agency, prepared the National Urban Strategy as an effective tool for planning, managing and rationalizing urban development over a period of 25 years. (2000-2025) with a focus on achieving and activating sustainable development through balanced regional planning and dissemination of development within well-chosen development axes and in integrated growth centers at the national, regional and international levels. Me. The Government is aware that the modernization and activation of the National Urban Strategy is certain to yield optimal benefits if it is accomplished through a participatory process involving all economic sectors, including the private sector and civil society institutions. The modernization and activation of the National Urban Strategy will provide a platform for balanced regional planning among the 13 regions of the Kingdom, with a fundamental shift in the policy of stopping migration from villages to cities and replacing it by seeking an enabling environment for balanced urban development in all regions of the Kingdom. Focus on the positive dimensions of urbanization rather than its disadvantages. There is a widespread belief, supported by strong empirical evidence from developed and developing countries, that the management and rationalization of the urbanization process will increase productivity by 8%, and the obvious results here can be quantified in terms of the competitive advantages between cities and their ability to attract foreign direct investment and its consequences. From providing for new jobs. Objectives The current two-year project (2015-2016) is expected to achieve the following five outputs: 1) Design capacity development programs for the full implementation of the objectives and priorities of the urban strategy of the various sectors of the economy; 2) Develop metrics to assess progress on the NPS objectives and apply them across all sectors through an evolving platform with key performance indicators (KPIs); 3) Improving spatial / sectoral coordination with ministries and government agencies; 4) Evaluating sectoral projects to ensure the achievement of the objectives and priorities of the national urban strategy. Provide advisory services to enable the Government to conduct relevant urban planning studies

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Company Name Ministry of Municipal and Rural Affairs (MOMRA)
Web Site http://www.sa.undp.org/content/saudi_arabia/ar/home/projects/urban-planning-and-management.html

4.

Government Of Saudi Arabia

Supporting the Urban Observatory of the City of Riyadh

  • 1 Million
  • Saudi Arabia
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Supporting the Urban Observatory of the City of Riyadh
Company Name Government Of Saudi Arabia
Funded By 96
Country Saudi Arabia , Western Asia
Project Value 1 Million
Project Detail

This project (2016-2017) was designed to provide technical and substantive assistance to the Supreme Commission for the Development of Riyadh City in maintaining the services of the Urban Observatory of Riyadh and expanding its products and services to reach all sectors of the economy in Riyadh. In the previous phase of this project (2012-2014), the High Commission for the Development of Riyadh established a comprehensive database of data from 75 sectors in Riyadh, eventually producing 80 urban indicators (including 42 global indicators for the United Nations Human Settlements Program; The 38 are specific to Riyadh). Objectives The project is expected to achieve three major outputs over the next two years: 1. Developing institutional and individual capacities for the sustainable updating of the Riyadh Urban Observatory database; 2. Building consensus on the impact of urban indicators on policies at the economic sector level; 3. Provide advisory services to enable the Higher Authority for the Development of Riyadh to expand urban indicators from the city level to the region level. These outputs aim to pave the way for a qualitative leap in promoting evidence-based decision-making at the sectoral level in Riyadhs urban areas. In this regard, the Urban Observatory database will be strengthened with a geographic information system. At the same time, UN-Women will be preparing to measure the Riyadh Prosperity Index as part of a national program currently being implemented by the Ministry of Municipal and Rural Affairs, the United Nations Human Settlements Program and the United Nations Development Program.

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5.

Ministry of Foreign Affairs (MOFA)

Umbrella Programme for Advisory Services to MOFA

  • 7 Million
  • Saudi Arabia
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Umbrella Programme for Advisory Services to MOFA
Company Name Ministry of Foreign Affairs (MOFA)
Funded By 96
Country Saudi Arabia , Western Asia
Project Value 7 Million
Project Detail

Through this umbrella cooperation between Ministry of Foreign Affairs (MOFA) and the United Nations i Development Programme (UNDP), the strategic objectives of MOF A will be initially framed in four broad . pillars with the flexibility of modification or addition in line with the various needs of the Ministry. This i cooperation comes in an umbrella with details in terms of activities and projects to be identified on an i annual basis in support of MOFAs deputyships. These will be set annually according to MOFAs i , priorities and will be reviewed by UNDPs project management in coordination with the deputyships for , submission to the Minister of Foreign Affairs. , The key pillars under the umbrella cooperation are: • Strengthening the public diplomacy Supporting Prince Saudi Al-Faisallnstitute of Diplomatic Studies i Providing advisory services to the organizational units at MOF A: political, economic, specialized, I consular, general affairs, technical affairs, planning and development, legal unit and human resources unit. • Promoting the international representation of Saudi Arabia. • • • Supporting recruitment of Saudi nationals in the UN System

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6.

Deutsche Welthungerhilfe e. V.

EXTRA FOR SMALL-SCALE FARMERS - ADVISORY SERVICES IN RURAL AREAS

  • 10 Million
  • Zimbabwe
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EXTRA FOR SMALL-SCALE FARMERS - ADVISORY SERVICES IN RURAL AREAS
Company Name Deutsche Welthungerhilfe e. V.
Funded By 42
Country Zimbabwe , Southern Africa
Project Value 10 Million
Project Detail

In the cities of Zimbabwe, slightly more than a third of the population is considered poor; in rural areas, the proportion is an extreme 76%. With the EXTRA (Extension and Training for Rural Agriculture) programme, small farmers can make use of advisory services. The services are provided through a variety of channels, including cost-effective podcasts. Farmers can, for example, acquire knowledge about drought-resistant crops, be informed about healthy and versatile foods or gain access to commercial markets for their products. Nov 2014 project start Sep 2020 end of project 1,780,902 € Project Budget 2014 9,654,868 € Overall project budget

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7.

Farm Radio International

Digital Advisory Services For Climate Smart Agriculture

  • 349,477
  • Senegal
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Digital Advisory Services For Climate Smart Agriculture
Company Name Farm Radio International
Funded By 107
Country Senegal , Western Africa
Project Value 349,477
Project Detail

Period of implementation 06/2019 – 06/2021 Digital tools Combination of digital tools (radio, mobile phones) to spread digital advisory services Country Senegal Sector Agriculture Budget 349.477 € Through a combination of digital tools, Farm Radio International wants to scale up the use of gender-responsive interactive digital advisory services (DAS) related to climate smart agriculture (CSA). Farm Radio International will assist 3 Senegalese radio stations - which are trusted by farmers - to develop tools, networks, capacity and means to sustain interactive digital advisory services male and female farmers trust and use regularly and which are based upon their local context. Digital component Gender-sensitive data generated through (radio and mobile phone) interactive digital advisory services is made available and used by key stakeholder groups to develop site and sector specific responses for listeners and promote uptake, overcome barriers to climate smart agriculture, sustain the advisory services, and recommend further research on the topic. The project will combine evidence-based climate smart agriculture information with locally-held perceptions of climate risk and use digital advisory services to share appropriate information and provide a closed feedback loop. Using free of charge mobile technologies, farmers ask questions to incorporate new information, hear from their peers, connect to services or suppliers, and inform and use radio program content in a farmer and gender responsive system. Farmers are confident in assessing which climate smart agriculture information and practices are relevant and effective for increasing resilience in their farming systems.

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Company Name Farm Radio International
Web Site https://www.wehubit.be/en/node/47

8.

International Commission of Congo Basin Kinshasa

Support To The Congo Congo Commission On The Regulation Of River Navigation And The Management Of Transboundary

  • 12 Million
  • Congo The Democratic Republic Of The
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Support To The Congo Congo Commission On The Regulation Of River Navigation And The Management Of Transboundary
Company Name International Commission of Congo Basin Kinshasa
Funded By 107
Country Congo The Democratic Republic Of The , Central Africa
Project Value 12 Million
Project Detail

Support of the CICOS in the regulation of river navigation and the transboundary water management PROJECT DETAILS Project number: 2015.2208.5 Status: ongoing project Responsible organizational unit: 1400 Central Africa Contact: Clarisse Bukeyeneza clarisse.bukeyeneza@giz.de Partner countries: Commision boarding school. du Bassin Congo-Oubangui-Sanga, Angola, Congo Dem. Rep., Central African Republic, Congo Republic, Cameroon, Gabon SUMMARY Aims: The member states of CICOS implement the agreed agreement for the regulation of inland navigation as well as cross-border water resources management. customer: Federal Ministry for Economic Cooperation and development Project partners: International Commission of Congo Basin Kinshasa Financier: not available PROJECT VALUE Total project: 12 019 410 Euro Current project: 6,000,000 euros COMBINED FINANCING not available PREVIOUS PROJECTS 2012.2455.9 Support to the Congo Basin Commission CICOS regulation d. River navigation u. Management transboundary.Waterress. SUCCESSOR PROJECTS not available RUNNING TIME Overall project : 06.12.2012 - 30.09.2019 Current project: 08.06.2016 - 30.09.2019 CONTACT Project website not available DEVELOPMENTAL IDENTIFIERS Participatory Development and Good Governance: Project Objective Level: Project mainly targets PD / GG Environmental and resource protection, ecological sustainability Project outcome level: Project component aims at environmental and / or resource protection Gender Equality Project has been shown to have a positive impact on equality Poverty orientation Cross-cutting poverty reduction at macro and sector level CRS-KEY Water sector policy and administration PROJECT DESCRIPTION (DE) Context The Congo Basin is the second largest water catchment area in the world after the Amazon. It houses a unique biodiversity and enormous potential for the economic and social development of the riparian states. The river has a hydropower potential that could theoretically cover all of Sub-Saharan Africas needs. Many regions are only accessible by water, but waterways, ships and harbors are in poor condition. Accidents often occur and again and again individual river sections are impassable. For the few existing infrastructure projects, environmental and social standards are still under-considered. aim Describe as objective a reached state at the partner, not the process or the method. (The wording does not have to correspond to the official contract formulation.) Example: The Kyrgyz government is increasingly / successfully implementing its national strategy program for vocational training. Unsuitable: The project supports the Kyrgyz government in implementing its national strategy program on vocational training. The Congo Basin Commission (CICOS) supports its member countries in implementing inland waterway transport and sustainable water resources development. Above all, the voting platforms between the six countries, including the private sector, are a novelty in the region. method The Congo Basin Commission, based in Kinshasa, has federated: Angola, Gabon, Cameroon, Democratic Republic of the Congo, Republic of Congo, Central African Republic. The project will enable the Congo Basin Commission to demonstrate the added value of regional cooperation in inland waterway transport: the transport potential will be better exploited and shipping will become safer. The accompaniment of the regional maritime school plays an important role. In cross-border water resource management, economic potentials should be identified and used so that they contribute to local development. For this purpose, voting platforms are created that ensure the regular information, consultation and participation of the relevant actors and sectors in the member states. The project also contributes to the improved performance of the Congo Basin Commission through organizational consultancy. Results In the context of the previous measure, the member countries agreed on a common vision for water resource management and adopted regional strategies. The Congo Boat Commissions maritime school has undergone renovation and has created new training courses. It is seeing growing demand from the entire region. There is a manual that sets binding rules for coordination between riparian states in cross-border infrastructure projects. The information system of the Congo Basin Commission on Water Resources and Inland Navigation has been greatly improved and used in policy making. PROJECT DESCRIPTION Context The Congo Basin is the worlds second largest river basin, after the Amazon Basin. It is home to a unique range of flora and fauna, and holds enormous potential for the economic and social development of neighboring states. In theory, the river could provide enough hydropower to cover all demand in sub-Saharan Africa. Many regions are only accessible by water, waterways, and ports are in a poor state of repair. Accidents are common, and individual sections of the river become unnavigable. The few infrastructure projects that do not take on account for environmental and social standards. Objective The International Commission of the Congo-Oubangui-Sangha Basin (CICOS) assists its member countries with inland shipping and sustainable water management. The coordination platforms between the six countries and the way they involve the private sector are unique in the region. Approach CICOS, which has its registered offices in Kinshasa, brings together the following countries: Angola, Gabon, Cameroon, Democratic Republic of the Congo, Republic of the Congo, Central African Republic. With the help of the program, CICOS is able to demonstrate the added value of regional cooperation on domestic shipping: more effective use of the transport potential, and safer shipping. The provision of support to the Regional Training Center for Inland Navigation (CRFNI) plays a key role in this regard. The transboundary water management program is designed to enable the identification and exploitation of economic potential in a way that contributes to local development. Regular information sharing, consultation and participation on the part of the relevant actors and sectors in the member countries. The program is thus working to improve the performance of CICOS through the provision of organizational advisory services. results During the previous initiative, member countries agreed a common vision for water management, and adopted corresponding regional strategies. CICOS navigation training center (CRFNI) has been upgraded, and now offers additional new training courses. It is now seeing a growth in demand from the entire region. A manual has been issued that sets out binding rules for the coordination of neighboring states in transboundary infrastructure projects. Significant improvements have been made in CICOS information system on water resources and inland shipping, and the system is now being used in political decision-making processes.

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Company Name International Commission of Congo Basin Kinshasa
Web Site https://www.giz.de/projektdaten/index.action?request_locale=en_EN

9.

Southern African Power Pool

Additional Financing for Southern Africa Power Pool (SAPP) AREP Program - MDTF

  • 850,000
  • South Africa
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Additional Financing for Southern Africa Power Pool (SAPP) AREP Program - MDTF
Company Name Southern African Power Pool
Funded By 106
Country South Africa , Southern Africa
Project Value 850,000
Project Detail

The Project Development Objective (PDO) of the parent project, SAPP AREP, is to advance the preparation of selected priority regional energy projects in the SAPP participating countries. 1 The program was designed to address the lack of project preparation capacity within the SAPP to design and deliver transformational regional energy projects in Southern Africa. The parent project has three components. Component 1 (Part A) involves establishment of an advisory unit (referred to as the Projects Acceleration Team [PAT] or Project Advisory Unit [PAU]) and staffing it with technical, financial, and legal transaction experience to spearhead the preparation of regional projects identified as priority projects by the SAPP. Component 2 (Part B) supports preparation of these priority projects through technical, economic, and financial feasibility studies; environmental and social assessments; preparation of legal documentation; and financial transaction advisory services. Component 3 (Part C) helps the SAPP support its member utilities and regional stakeholders (for example, Southern African Development Community [SADC] and Regional Energy Regulatory Association) on regional planning and integration issues (such as renewable energy integration and advancement of regional power trading) and to carry out critical analytical work important for advancing preparation of priority regional projects (such as the Regional Electricity Master Plan).

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Contact Details

Company Name Southern African Power Pool
Address Mirlan Aldayarov, Arsh Sharma
Web Site http://projects.worldbank.org/P163545?lang=en

10.

Ministry of Agriculture and Livestock

Agricultural and Livestock Transformation Project

  • 135 Million
  • Niger
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Agricultural and Livestock Transformation Project
Company Name Ministry of Agriculture and Livestock
Funded By 106
Country Niger , Western Africa
Project Value 135 Million
Project Detail

Proposed Development Objective(s) The Project Development Objective (PDO) is “to increase agriculture productivity and access to markets for small and medium farmers and agri-food small and medium enterprises in the Participating Project Regions.” Component 1: Improving the quality of agriculture support services and policies (US$42 million equivalent from IDA) 40. The objective of this component is to increase the productivity of agriculture for both crop production and sedentary livestock systems, including aquaculture and fisheries, and to improve the safety of food products, by strengthening agriculture support services and policies. This component will strengthen human and institutional capacity for service delivery and policy development for key actors in the sector. Key outcomes would include (i) improved access to, and delivery of, quality extension and advisory services; (ii) improved access to, and delivery of, quality veterinary and phytosanitary services; and (iii) improved policy and regulatory environment conducive to the development of the sector. All extension and advisory activities are designed to integrate climate-smart agriculture options, as a way to increase producer’s awareness of climate risks, and to improve their capacity to mainstream climate adaptation and mitigation actions. This component will be implemented by MAGEL, by the Ministry of Environment and Sustainable Development for fisheries and aquaculture-related activities, and in collaboration with the Agence de Promotion du Conseil Agricole (APCA) for Subcomponent 1.1. 41. Subcomponent 1.1: Strengthening crop and livestock extension services (US$7 million equivalent from IDA). The objective of the subcomponent is to build capacity of the national extension and advisory service to more effectively play its role in increasing producers knowledge and capacities. The subcomponent will support the implementation of the strategy for the National Extension and Advisory Services System in agriculture (Système National de Conseil Agricole, SNCA) endorsed by the Government of Niger in August 2017. The project will provide targeted support to the operationalization of the APCA, the operational coordinating and programming body of the SNCA, and to advisory services providers. Delivery mechanisms will be adapted for each production system at the regional level. When a region is designated as conflict-affected where government services have difficulty in access, credible service providers will be subcontracted to deliver services. Training of advisory service providers will focus on the use of CSA varieties and practices, including inter alia introducing drought and heat tolerant seeds, agroforestry practices, drip irrigation, and solar-pump irrigation schemes. 42. Subcomponent 1.2: Support to veterinary and phytosanitary services (US$28 million equivalent from IDA). The objective of the subcomponent is to increase the availability of, and access to, specialized high-quality public and private veterinary and phytosanitary services to producers, and other value chain actors, in order to contribute to crop and animal productivity enhancement, to mitigate increased plant and animal disease risks linked to climate change and to strengthen food quality and safety. The project will support activities aimed at (i) enhancing surveillance systems for emerging and re-emerging crop priority diseases; (ii) controlling priority crop diseases and pests; (iii) controlling priority productivity-impacting livestock diseases; (iv) preventing major fish diseases (especially Tilapia Lake Virus) through targeted surveillance and awareness campaigns with respect to live fish imports; and (v) the promotion of food safety through enhanced quality control of inputs, feed, and food products. 43. Subcomponent 1.3: Strengthening the policy, legal, and regulatory framework and developing mechanisms for preventing and responding to severe crises and emergencies in the agriculture sector (US$7 million equivalent from IDA). Under this subcomponent, the project will support the transformation and the strengthening of the effectiveness and efficiency of the Agricultural Policy Support Unit (APSU) of MAGEL. There is already in the Studies and Planning Directorate a small unit which will be transformed by Ministerial Order (Arrêté Ministériel) into the APSU. The project will provide support to the unit to develop its analytical and policy reform competencies. As women’s economic empowerment is a determinant of agricultural productivity enhancement, the APSU will lead the development of a Gender Policy and gender-sensitive planning and budgeting for the ministry. The project will support the APSU in undertaking policy analyses and making recommendations for removing policy, regulatory, and institutional constraints that negatively affect investments and entrepreneurship in the agri-food sector. 44. This subcomponent will also: (i) support MAGEL’s capacity to respond to crises by providing equipment, training and resources for specialized studies and communication campaigns; (ii) support the consolidation and operationalization of crisis prevention and management tools related to agriculture; and support training to better understand climate change risks, analyze climate information, and integrate climate adaptation and mitigation practices into agricultural programs. Component 2: Increasing investments in agricultural production, processing, and market access (US$45 million equivalent from IDA) 45. The objective of this component is to increase private investments by the various players in the agri-food sector in agricultural production, processing and market access. To this end, the project will support (i) the development of productive partnerships,21 (ii) improvement of access to finance for the agri-food sector, including at the level of production, processing, storage, transportation, and marketing both for domestic and export markets, and (iii) the strengthening of the supply of agriculture credit. The component will be implemented by MAGEL, in collaboration with the PFIs, the National Selection Committee, and the Ministry of Finance. 46. The principles of intervention under this component will be: (i) synergy with other World Bank and IFC projects; (ii) focus on agri-food value chains in the project areas that offer the best economic opportunities at the national and international levels; (iii) focus on women and youth; and (iv) integration into investments of the climate adaptation and mitigation options promoted under Component 1. 47. Subcomponent 2.1: Developing Productive Partnerships (US$6 million equivalent from IDA). To improve access to markets and value chain coordination, the project will finance (i) the establishment of a productive partnership program for producers and SMEs in agri-food value chains presenting good economic opportunities; and (ii) communication and financial literacy campaigns. The project will: (a) finance the following set of activities for the establishment of the productive partnership program: (i) the identification of off-takers for agriculture, livestock, and aquaculture products with good prospects at the national, regional, and potentially international level; (ii) support producers and SMEs to enter into commercial agreements with those off-takers; (iii) build the capacities of those producers and SMEs to respond to the demand of these off-takers and to improve the quality of their production; (iv) develop sustainable business models and business plans that could allow sustainable growth of those SMEs and producers association involved in productive partnerships (for commercial farming, processing and commercialization); and (v) providing technical support services to implement the business plans. These activities will be implemented by different firms specialized in the agri-food sector, business development services, and incubators at the national, regional or international level. Those firms will be selected through a competitive bidding process. Beneficiaries’ selection will be done through a call for proposals (see annex 2 for details). The Project Implementation Manual (PIM) will provide the details of the productive partnership program; and (b) finance (i) communication campaigns; (ii) financial literacy programs; and (iii) training of trainers in financial management/literacy in the project regions. This will be done through specialized firms with proven expertise in these different areas. 48. Subcomponent 2.2: Increasing Access to Finance (US$28 million equivalent from IDA). To address the limited availability of finance in the agri-food sector, the project will support the establishment of a cost-sharing financing (CSF) program based on matching grants and systematic involvement of financial institutions. The CSF will allow producers, producer groups, and SMEs in the agri-food sector, that have benefitted from the productive partnership program, or that have other pre-identified off-takers or markets, to access financing for working capital and viable medium-term investments. Investments will be systematically accompanied by technical assistance to improve the beneficiaries management and technical skills as described under subcomponent 2.1. 49. Two types of grants will be provided under the CSF program under Window #1 and Window #2 (see below) to facilitate access to finance to increase investment in the agri-food sector and catalyze the emergence of strong SMEs. The grants will be managed by Participating Financial Institutions (PFIs) to be selected following the World Bank’s IPF policy. Eligibility criteria specific to grants are defined in Annex 2. Further details will be defined in the Grants Manual (GM) which will be finalized prior to effectiveness. The selected PFIs will enter into a legal “Participation Agreement” with the MAGEL, which is a disbursement condition for this subcomponent. (a) Window #1 (US$6 million): To address the limited access to finance in the agri-food sector in vulnerable regions such as Diffa, Tahoua, and Tillabéri, the project will provide matching grants for working capital and small investments in productive agricultural assets that have a demonstrated potential to improve the incomes of, create jobs for or increase the resilience of beneficiaries. The following could be eligible under this window: producer groups, youth and women groups, and SMEs already operating or interested in farming and activities resulting in value-addition for agri-food products. These groups would have to show (i) that they have received support for productive partnerships under the productive partnership program or have other pre-identified off-takers or markets; and (ii) that they currently have no access to financial services from financial institutions. Grants under this window will range from US$500 to US$3,000. Seventy percent of the grants (in number) will be allocated to women and young people (under 35 years old). Grants will cover up to 80 percent of the costs of the subproject presented by eligible beneficiaries, while the beneficiaries will have to provide a minimum of 20 percent in cash or in-kind. Women- and youth-led SMEs and groups will be required to provide only 10 percent cash or in-kind contributions and will receive grants covering up to 90 percent of the costs of the eligible investment. All beneficiaries will be required to open accounts in a financial institution (microfinance, bank, or mobile account). PFIs in charge of grants under this window will receive management fees to ensure the quality of their services; and (b) Window #2 (US$22 million): To address the limited access to finance for producer groups and SMEs in the regions of Diffa, Tahoua, Tillabéri, Niamey, Zinder, and Agadez, the project’s CSF program will provide matching grants backed by loans from PFIs for investment in subprojects in the agri-food sector. Under this window, the CSF program, in accordance with the FISAN principles, is a cost-sharing program between beneficiaries, donors, and financial institutions. The project will provide grants for up to 40 percent of the costs of each subproject, while the beneficiaries will have to prove that they have obtained loans from a PFI for up to 50 percent of the subproject costs. The remaining 10 percent of the subproject funding will be provided by the beneficiaries in the form of cash contributions. Eligible subprojects under this window include working capital and investments, such as equipment, storage, small infrastructure for production, post harvesting and processing activities, and any other activities related to the agri-food sector. Where feasible, energy efficient equipment as well as climate-resilient and energy efficient design storage and small infrastructure facilities will be supported. The CSF will be accessible to producer groups, processors groups, and SMEs (including startups) who would have received support under the productive partnership program, or who have a pre-identified off-taker. Grants under this window may range from US$4,000 to US$100,000. In the specific case of women and youth, beneficiaries will receive grants up to 50 percent of the subproject costs while they will have to prove that they have obtained loans from a PFI for up to 40 percent of the subproject costs. In-kind contributions would be accepted for women- or youth-led SMEs and women or youth groups for projects with total costs less than US$20,000. 50. Subcomponent 2.3: Providing support to financial institutions (US$11 million equivalent from IDA with IFC participation of US$6 million). To address the high risks of lending to the agri-food sector, the project will put in place a risk-sharing mechanism, and it will strengthen the capacity of financial intermediaries to catalyze the supply of credit from financial intermediaries under the CSF scheme. The subcomponent, to be further detailed in the Risk Sharing Facility Manual (RSFM), is divided into two parts and will benefit from the participation of the IFC. (a) Risk-Sharing Mechanism (US$6 million). A risk-sharing facility (RSF) will be put in place to incentivize financial institutions (the same PFIs that are participating under subcomponent 2.2) to provide the 50 percent credit to producers, producer groups, and SMEs in the agri-food sector under Window #2 of the CSF program. The RSF fund will be managed by two independent fund administrators. i. An IDA allocation of US$3 million will be used as a "first loss" to enable the IFC to set up an RSF of up to US$9 million. This RSF will function as a partial portfolio guarantee for PFIs (particularly commercial banks) loans in the agricultural sector (i.e. 50 percent coverage of the credit risks borne by PFIs). The IFC RSF will cover 50 percent of the principal of defaulted loans offered by the commercial banks under Window 2 of the CSF scheme (described in subcomponent 2.2) and in accordance with a Risk Sharing Facility Framework Agreement between IDA, IFC, the MAGEL, and in line with the RSFM; ii. A local risk sharing facility (LRSF) to be managed by an independent firm (Fund Manager) and located at the Société Sahélienne de Financement (SAHFI), the private local guarantee company will be established by the project. The US$3 million IDA allocation will serve for the establishment and operationalization of an RSF to improve access to finance from the public bank and MFIs that will not be covered by IFC. The IDA contribution will serve for the capitalization of the Partial Credit Guarantee (PCG) fund that could serve commercial banks and MFIs. The project will also support the costs of PCG management along with technical assistance to SAHFI. The Fund Manager will be selected through an international competitive bidding process (see details in Annex 2). This fund manager will work with SAHFI pursuant to a legal agreement between the MAGEL, SAHFI, and the LRSF Manager (the “Local Risk-Sharing Facility Establishment Agreement”) which is a disbursement condition for the LRSF. Part of the IDA financing will serve to cover the costs of the LRSF manager and technical assistance related to the risk sharing facility in accordance with the LRSF agreement; and iii. As the two guarantee providers under the project, IFC and SAHFI, to the extent possible, will be aligned in terms of processes, risk coverage, pricing and other requirements from the PFIs. Both guarantee schemes will also follow the same operations manual (the RSFM). The selection of financial institutions will follow World Bank Policy and Procedures for IPF operations and follow financial stability and performance criteria. IFC will conduct additional due diligence to ensure that the selected PFIs fit with IFC’s investment criteria.22 Financial Institutions (FIs) that do not qualify under IFC policies due to structural aspects (public, or semi-public entities) but which qualify under World Bank Policy and Procedures for IPF operations and meet financial stability and performance criteria, will be served by SAHFI. PFIs will sign a Partial Credit Guarantee Agreement with either IFC or SAHFI. (b) Technical assistance to PFIs and to FISAN23 to address the limited capacity of financial institutions for agricultural credit. Technical assistance to FISAN will aim at strengthening their capacity to implement agriculture finance policies including the warehouse receipt financing strategy. The technical assistance to the PFIs will include (i) the establishment of agricultural finance units within PFIs; (ii) support for the establishment of a network of gender-sensitive agents in the project areas; (iii) capacity building for the development of more suitable financial products, including financing of leasing and storage receipts, mobile finance and other products; and (iv) improving risk capacities and the development of credit assessment techniques based on financial and non-financial information provided by the database to be created as part of the World Bank Smart Villages for Rural Growth and Digital Inclusion project (P167543); 24 (v) farm credit risk management; (vi) support for the application of the principles of environmental safeguarding; and (vii) support to better understand climate risks and the impacts of climate change as well as design and implement adequate risk- reduction and risk- transfer mechanisms. The costs of technical assistance for capacity building could be shared between the project and the PFIs. Component 3: Project coordination (US$13 million equivalent from IDA) 51. The objective of this component is to support MAGEL in the implementation of the project. This component would provide support to the National Coordination Unit (NCU) in MAGEL for all activities required to manage IDA funds, procure IDA-funded goods, works and services, conduct project monitoring and evaluation (M&E), including Iterative Beneficiary Monitoring (IBM), and comply with safeguard policies. It will also implement a communication strategy, including communication campaigns that work closely with women associations and traditional leaders. It will provide the necessary gender-inclusive training and equipment support to the MAGEL, the Ministry of Environment and Sustainable Development, the Ministry of Commerce and Private Sector Development, the Ministry of Planning, and the High Commissioners 3N initiative at central and regional level to carry out gender-sensitive, technical monitoring of project implementation and M&E for the aspects that concern them in the context of the project. Component 4: Contingent Emergency Response (US$0 from IDA) 52. The CERC will be established and managed in accordance with the provisions of World Bank Policy and Bank Directive on Investment Project Financing. The project’s CERC will be triggered only when the Government has officially declared an emergency and a statement of the facts is provided justifying the request to activate the use of emergency funding. If the World Bank agrees with the determination of the disaster and associated response needs, this component allows the Government to request the World Bank to recategorize and reallocate financing from other project components to cover emergency response and recovery costs. C. Project Beneficiaries 53. Direct beneficiaries. The project is expected to benefit primarily an estimated 25,000 small and medium crop, sedentary livestock, and fish farming households, and small and medium enterprises in target areas. Women and youth are targeted beneficiaries, and the numbers reached will be monitored. Direct project beneficiaries also include: (i) PFIs; (ii) agriculture and livestock producer and processor organizations and (iii) public agricultural support services. 54. Indirect beneficiaries. Indirect beneficiaries include: (i) on the production, processing and marketing side: other agriculture, livestock, and fish farmers not directly involved in project activities, but who will benefit particularly from improved control of crop and animal diseases and higher quality crop and livestock inputs and services; (ii) value chain stakeholders (buyers and processors) who will not directly benefit from financial support from the project but would benefit from increased provision of financing for crop, livestock, poultry, and fish commodities and improved access to credit; (iii) on the consumption side, consumers in Niger who will benefit from increased and better quality crop and animal products and nutritional benefits at the household level; (iv) other indirect beneficiaries will be agriculture and livestock value chain service providers, including private veterinarians and inputs providers (seeds, fertilizers, feed, and veterinary medicines); and (v) any beneficiaries of reforms supported in the sector.

Sector Administration & Marketing

Contact Details

Company Name Ministry of Agriculture and Livestock
Address Soulemane Fofana, Amadou Ba, Fatoumata Den Lamari Fadika
Web Site http://projects.worldbank.org/P164509?lang=en

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