Document of

The World Bank

FOR OFFICIAL USE ONLY

Report No. 2844-COMI

PEDERAL ISLAMIC REPUBLIC OF THE COMOROS

COCONUT REHABILITATION AND RODENT CONTROL PROJECT

STAFF APPRAISAL REPORT

May 5, 1980

Eastern Africa RegionCentral Agriculture Division

This document has a restricted distribution and mas be used by recipients only in the performance oftheir official duties. Its contents may not otherwise be disclosed without World Bank authorization.

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CURRENCY EQUIVALENTS

Currency Unit = FCFAUS$0.00465 = FCFA 1US$1.00 = FCFA 215

WEIGHTS AND MEASURES

1 meter (m) = 3.28 feet (ft)1 kilometer (km) = 0.62 miles (mi)1 hectare (ha) = 2.47 acres (ac)1 metric ton (ton) 2 = 2,204 pounds (lb)1 square kilometer (km ) = 0.386 square miles (sq mi)

GLOSSARY AND ABBREVIATIONS

AfDF - African Development FundBC - Banque des ComoresCADER - Centre d'Appui au Developpement RuralCEFADER - Centre Federal d'Appui au Developpement RuralCT - Comorian Tall PalmCT Sel - Selected Comorian Tall PalmFAO - Food and Agriculture OrganizationFAU - Financial and Administrative UnitFED - European Development FundIRAT - Institut de Recherches Agronomiques et TropicalesIRHO - Institut de Recherches pour les Huiles et OleagineuxMD x CT - Cross between Malaysian Dwarf and Comorian TallRDC - Rodent Damage Control

T - Tall Variety from Outside the ComorosUNDP - United Nations Development Program

FEDERAL ISLAMIC REPUBLIC OF THE COMDROS

FISCAL YEAR

January 1 - December 31

FOR OFFICIAL USE ONLY

FEDERAL ISLAMIC REPUBLIC OF THE CONDROS

APPRAISAL OF A COCONUT REHABILITATION AND RODENT CONTROL PROJECT

TABLE OF CONTENTS

Page No.

l. BACKGROUND .....o.-*........................ o............................ 1

A. Project Background .................................. 1B. The Agricultural Sector ***** *.....*o.....*........ 1C. Government Services ............ . ....... o..... o .... . 8

II. THE COCONUT SUB-SECTOR .il

III. THE PROJECT .................................. o........... 19

A.^ General Description .......................... * ... *. ........ 19B. Detailed Features ................................... 20C. Project Costs ..... .................................. 24D. Financing .... ....................................... 25E. Procurement ................................o..... .. 25F. Disbursement ........................................ 26G. Accounts and Audit ..... . ............................. 27H. Enviroamental Impact ................................ 27

IV. ORGANIZATION AND MANAGEMENT .27

A. Project Organization and Staffing .. 27B. Project Implementation Schedule . 30C. Financing Arrangements ....... 31D. Monitoring and Evaluation . 31

V. TECHNICAL AND PRODUCTION ASPECTS . . 32

VI. GOVERNMENT BENEFITS . . .37

VII. MARKETS AND PRICES ........ . ..... 37

VIII. BENEFITS AND JUSTIFICATION . . .38

IX. SUMMARY OF AGREEMENTS TO BE REACHED ON CREDIT CONDITIONS 40

This report is based on the findings of an IDA appraisal mission to theComoros Nov. 1979, composed of A. Levi, B. Mbida-Essama, R. Egli, A. DeLeva (IDA) and N. Kverno (consultant).

r This document hua a restricted distribution and may be used by recipients only in the performanceof their officiai duties. Its contents may not otherwise be disclosed without World Bank authorization.

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TABLE OF CONTENTS (Cont'd)

Supporting Tables and Charts

Table 1 Summary of Project CostsTable 2 Estimated Schedule of DisbursementsTable 3(a) Preproject Implementation Schedule

3(b) Project Implementation ScheduleTable 4 Government Project Related Cash FlowTable 5(a) Economic Rate of Return Analysis - Coet Summary

5(b) " " " - Benefit5(c) " " " - Cost Benefit

Table 6 Coconut Projection with and without the ProjectTable 7 Project Preparatton Facility

Chart 1 Ministry of Production and Agro-IndustriesChart 2 Proposed Project Organization Chart

Diagram 1 Bait Container to be used at the village level

Material Available in Volume II

Maps

Comoros Coconut Rehabilitation andRodent Control Project IBRD 1483-85

COMOROS

APPRAISAL OF A COCONUT REHABILITATION AND RODENT CONTROL PROJECT

I. BACKGROUND

A. Proiect Background

1.01 The Project was identified by RMEA in April 1977. Proposals torehabilitate the country's coconut plantations, to control the rodent popu-lation and to improve processing and marketing of copra were prepared indetail in the course of preparation missions in 1977 and 1978 by RMEA anddetailed proposals were presented to Government in November 1978. Projectprocessing was delayed as a result of a change of Government in May 1978.In August 1979, IDA received a letter requesting appraisal of the Project.The letter conveyed Government's general agreement on project issues. Thisreport is based on the findings of an IDA appraisal mission which visited theComoros in November 1979 composed of A. Levi, B. Mbida-Essama, R. Egli, A. DeLeva (IDA) and N. Kverno (Consultant). In large measure, the preparationmission's Project proposals were maintained. During appraisal it was agreedwith Government that additional technical assistance would be included toassist with the financial control of agricultural development projects.

1.02 This would be the first IDA Credit to the Comoros for an agricul-tural project. Funds would be provided under the credit for the preparationof a possible second agricultural project.

B. The Agricultural Sector

General

1.03 The Comoros Archipelago, located between the northern end ofMadagascar and the African mainland, consists of two large islands, GrandeComore aVd Anjouan, and two 2smaller ones, Mayotte and Moheli. Total area is2,166 km of which 1,040 km is cultivable land. The population of about385,000 1/ is increasing at about 2.9% per year. Mayotte, with 13% of thearchipelago's population, remains under French administration. 2/ Given theislands' poor resource endowment, all but Moheli are relatively highlypopulated. The distribution and density of population per island are givenbelow:

1/ Based on extrapolation of the results of censuses held in 1958 and 1966.

2/ When possible, figures in this section will include Mayotte.

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POPULATION BY ISLAND, END 1979

Area of Density per km2Island Population Total Area Cultivable Land of Cultivable Land

('000) (km ) (km 2)

Anjouan 135 424 270 502Grande Comore 184 1,148 400 460Mayotte 50 374 240 208Moheli 16 220 130 123Archipelago 385 2,166 1,040 511(for comparison):Burundi 4,000 27,800 18,265 219

The two largest towns are Moroni, on Grande Comore (25,000) and Mutsamudu, onAnjouan (16,000). These settlements are old Arab towns with attractive stonehouses, narrow streets and open markets. An estimated 85% of the populationlive in small villages scattered irregularly across the islands depending onthe availability of land. Some have strongly built stone houses, but moreoften houses are made of wooden frames with roof-and-sides thatched withcoconut fronds. The Comores is one of the 31 "least developed nations" withper capita GDP estimated at US$160 in 1977. Per capita GDP declined from overUS$200 in 1974 as a consequence of events following independence and a dropin foreign assistance.

1.04 The Comoros' geographic position makes transport difficult andexpensive. Its international trade and communications are constrained by longdistances to foreign markets and by the lack of a natural deepwater harbor foroceangoing vessels, the latter necessitating the use of neighboring countries'ports for transshipments, or the loading/unloading of ships offshore. The Comoroshave two ports, one on Grande Comore and one on Anjouan which can accommodatesmall (400-500 tons) ocean going vessels. Larger vessels must anchor offshorefor loading and unloading, which is possible in calm weather only. Only smallvessels can approach the existing quays at Mutsamudu on Anjouan, and Moronion Grande Comore. Long-distance oceangoing ships must lie offshore and beunloaded by dhow; during the cyclone season, this procedure is dangerous andships are reluctant to call at the islands. Most freight is first sent to LaReunion where it is transshipped.

1.05 The archipelago is subject to a tropical marine climate, with theseason being determined mainly by the monsoon winds. Hot and humid weather,brought in by the northeasterly monsoon between November and April, gives wayto a relatively cool, dry season for the remainder of the year, when theprevailing wind comes from the southeast. The average monthly temperaturevaries between 230 and 280 C on the coast and the average annual rainfall isover 2,000 mm The highlands are distinctly cooler with temperatures averaging19 C and rainfall averaging 2,500 mm. As is usually the case with smallmountainous islands, there are a number of well defined micro-climates on

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each island; the windward sides of the islands (those facing west) are generally

wet with few dry months; the leeward sides are much drier. These drier areashowever receive at least 1,300 mm of rain per year.

1.06 The islands are all of relatively recent volcanic origin but eachhas its distinct geological, topographic and climatic features which in turndetermine the vegetation. Grande Comore, the most recent of the islands, is

formed by two volcanos, one in the north and one in the south. The one in

the south rises to 2,361 m and is still active; the most recent lava flow

occurred in April 1977. The soils are shallow and the surface is rocky andbest suited to the cultivation of tree crops. Despite frequent rainfall,particularly on the higher slopes, there are no perennial streams as thesoils are too thin and permeable to prevent the rapid seepage of surfacewater into the volcanic rock. Anjouan is made up of three mountain chainswhich stretch out from a central peak (1,575 m high) thereby forming threewell defined peninsulas. Anjouan is geologically older than Grande Comore and

has therefore developed deeper soils which support perennial streams.However, as a result of overintensive cultivation, serious erosion hasoccurred particularly on the southern peninsula. Moheli, the smallest islandln the archipelago, has a central mountain chain which reaches 860 m at itshighest point. The hillsides are not particularly steep and the valleys arewide and fertile. Estimated land use by island is as follows:

Land with NoCultivated Land Pasture Forest Economic Use

…___________________ _ …(%)… _________________________

Grande Comore 35 9 il 45Anjouan 64 - 24 12

Mayotte 64 6 19 ilMoheli 59 7 20 14Archipelago 48 7 16 29

1.07 Agriculture dominates the Comorian economy. About 80% of thepopulation live in rural areas and gain their livelihood from agriculture.Agriculture contributes nearly 40% of GDP and practically all export earnings.

The average annual total value of merchandise exports in 1976-78 was US$10.1million of which vanilla represented 35%, essence of ylang-ylang 28%, 1/ cloves25% and copra 8%. The average value of imports for the same period wasUS$17.8 million of which food represented 38%. The Comoros' agriculturaleconomy is, for the most part, comprised of smallholders who earn a meagerlivelihood using traditional cultivation techniques. There are relativelyfew large plantations and commercial production is limited to ylang-ylang.Average farm size for the estimated 40,000 farm families is about 1.3 ha.

Farming techniques are based on hand labor using basic hand tools, the hoe,

1/ The essence of the ylang-ylang flower is used to fix fragances in the

manufacture of perfumes and soaps.

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pick and machete. Fertilizers and improved seed are not used. The use ofhired labor on smallholdings is rare though a system akin to sharecropping isprevalent on the larger holdings (para. 1.08). Nonagricultural services inrural areas are poor; school and health centers are inadequate. Coastal ringroads have been developed to paved standards on Anjouan and Grande Comore andpartially on Moheli because export crops are produced mainly along thecoastal strip. However, feeder roads penetrating the interior have beenneglected to a large extent.

Land Tenure

1.08 Three types of land holdings exist in the Comoros. First there arecolonial company estates which have been partially developed as plantationsfor export crops, particularly copra and ylang-ylang. In 1965 these occupiedabout 20% of cultivable land but on Anjouan and to a lesser extent on Moheliand Grande Comore these have been transferred in large part to, or in somecases simply taken over by, small farmers. The Societe Bambao, which ownsabout 2,800 ha on Moheli, 300 ha on Grande Comore and 400 ha on Anjouan isthe sole colonial company remaining in the Comoros. Second, another 15-20% isowned by private individuals and a few local companies who have registeredholdings, the largest extends over 100 ha, but the majority average 25 ha.Ownership of the remainder of the cultivable land is governed by very complexlaws. It is based on Koranic statutes and collective ownership transmitted bythe women of the family. A system similar to share-cropping has evolved onboth the company estates and private holdings whereby those who do not ownland or who want to augment their earnings harvest the crops, mostly coconutsand ylang-ylang flowers, with the understanding that they will sell theharvest to the land owner at a price that is fixed prior to harvest. Thesystem works reasonably well. All but 200 ha of the approximately 19,000ha of forest land is owned by the State (para 1.12).

Agricultural Production

1.09 Major Crops. Owing to its eco-climatic conditions which result fromvariations in altitude and plentiful rainfall, the Comoros are well suited forproduction of a wide range of crops. Along the coast, up to an altitude of500 m, are found the trees which provide the main export crops: ylang-ylang,cloves and coconuts. Coconut palm density averages 55 per ha comparedwith 158 palms in pure coconut plantations, permitting extensive interplantingwith bananas, cassava, vanilla, cloves and some rice. Limited quantities ofpapaya, avocado, coffee, cocoa, and breadfruit trees are also found in thiszone. Land above 500 m is used for the production of foodcrops: cereals,beans, potatoes and other vegetables. Mountain rice is also widely grown insome areas. On the higher slopes, cultivation gives way to primary forest,which is much degraded in areas close to human habitation. About 48% of theland is under food or tree crops, 7% under pasture, 16% under forest and 29%has no economic use.

1.10 Coconut is the Comoros' principal crop; it is a source of food anddrink, cooking oil, thatching material, wood and copra (para 2.01). Coprarepresents the Comoros' fourth most imp

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estimated 1.6 million trees occupying some 30,000 ha or 37% of the cultivated

land (16,500 ha on Grande Comore, 7,500 ha on Anjouan and 6,000 ha on Moheli).The Comoros accounts for 56% of world production of ylang-ylang, Mayotte for

20% and Madagascar for the remaining 24%. The number of hectares planted withthe principle export crops and quantities exported in 1979 are summarizedbelow.

Ylang-Ylang Vanilla Clovesha Quantity 1/ ha Quantity 2/ ha Quantity 3/

('000) (tons) ('000) (tons) ('000) (tons)

Grande Comore 2.0 25 3.6 98 - -Anjouan 1.2 45 0.5 17 0.6 195Mayotte 0.9 25 - - - -Moheli - 4/ - - - 0.2 125

Total 4.1 95 4.1 115 0.8 320

1/ Essence.2/ Dried beans.3/ Dried cloves.4/ A blank indicates insignificant quantities.

Yields of ylang-ylang may vary as a result of differences in soil fertilityand as a result, Anjouan produces almost twice as much essence as Grande

Comore and Mayotte. For the past three years, vanilla has been the Comoros'most important export crop. In all there are about 14 million vanilla vinesoccupying 4,190 ha, 11.5 million of which are on Grande Comore and 1.5 millionon Anjouan. The vanilla vines are generally grown under the shade of coconut

and other trees. The crop is cultivated almost entirely by small farmers.Over the past three years, cloves have been the Comoros' third most importantexport crop. Domestic rice production amounts to about 3,000 tons, or one

fifth of the quantity imported. Rice is planted on about 7,500 ha over thethree islands.

1.11 Food crops. The staple crops are cassava and pigeon peas, which are

grown at lower elevations, and rice and beans at higher elevations. Thepossibilities of improving production of cassava are limited because of theshallowness of-the soil, but some increase in yields could be achieved throughthe introduction of sound, high yielding planting material and fertilizer.There is good potential for increasing production of pigeon peas through the

introduction of better varities. Upland rice is grown on the prevailing lightpermeable soil at higher elevations. However, due to limited land and the

demonstrated ability to get better yields with maize, it would be better toreplace rice with maize. The European Development Fund (FED) is currentlyfinancing a project which aims to increase maize production and replace ricewith maize but before this goal can be achieved, long established food habitswould have to change (para 1.19). Beans could be intercropped with maizeresulting in significant increases in bean production.

1.12 Forestry. The following table, taken from two surveys, one completed

in 1968 and the other in 1974, shows the rapid rate of deforestation which is

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taking place in the Comoros. Steps have been taken to plant new forests butto date the area reforested covers less than ?3,000 ha. The 1974 surveyestimated annual wood consumption to be 2.5 m per person, approximatelydouble the estimate for East Africa, nine-tenths of which is consumed asdomestic firewood. There is only one significant industrial forestry operationat Kartala on Grande Comore. This scheme supplies 4,000 m of constructionwood annually from the natural forest of the Kartala. It is estimated thatthe Comoros' present domestic firewood needs could be met on a sustainedbasis from 33,000 ha of eucalyptus plantation, equivalent to 15% of thetotal surface area of the archipelago, whereas to obtain such a supply fromthe natural forest would require an area of forest seven times as large.

FOREST AREAS, 1968 AND 1974

1968 1974 % decline--- in hectares --

Grande Comore 16,000 12,600 21Anjouan 8,000 2,500 69Mayotte 15,000 5,500 63Moheli 5,000 4,000 20Archipelago 44,000 24,600 44

1.13 Fisheries. The coastal water surrounding the Comoros Archipelago,with the exception of Mayotte's coral lagoon, are not rich in fish. Thefishery potential is estimated to be 6,500 tons per annum, of which 3,500would come from the Mayotte lagoon. Within a radius of 50 km of the archi-pelago there is a tuna potential of approximately 20,000 tons per annum, halfof which could be accessible to small motorized fishing boats. About 3,500Comorians from 140 coastal villages are engaged in fishing, using approximately2,500 outrigger canoes costing anywhere from US$100-$400. Only 3% are equippedwith outboard motors; the remainder depend on sails or are rowed. Usingeither lines or nets, a canoe team catches an average of 15 kg a day and makes100 sorties a year. Motorized boats are able to catch three times as much.Because of strong winds, fishing is possible only 200 days a year at most.Most of the fish is eaten by the population on the coast and little reachesthe inland villages. The African Development Fund (AfDF) is currently prepar-ing a fisheries project.

1.14 Livestock. Animal husbandry is not a major activity in the Comoros,mainly because of difficulties in supplying water and food to the livestockpopulation. In all there are some 40,000 cattle, 50,000 goats and 4,000sheep with over 50% of the livestock located on Grande Comore. Despite thesesmall numbers there are already 1.35 livestock units per ha of pasture,over twice the recommended stocking rate. The offtake from the small herds islow, and the average per capita consumption of meat has been estimated at nomore than 5 kg per annum. The deficit is partly made up by meat imports.

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Marketing, Processing and Prices

1.15 An estimated 30% of total food crop production is marketed throughcommercial channels. Local markets are entirely in private hands, marketfacilities are limited and prices are determined by supply and demand. Thereare significant seasonal fluctuations in price levels for maize and rice.Food crops move easily from one coastal area to another because of thewell-developed coastal road systems. Because of the poor state of feederroads, however, particularly on Grande Comore, surplus production of fish andcoconuts seldom reaches the interior. Foodcrop marketing is restricted bythe relatively small demand from the scattered towns and cities, and by poorlydeveloped storage systems. The Government sets importer mark-ups on goods ofprimary necessity such as rice, sugar, salt, flour, oil, and meat. The priceof bread is also controlled. Marketing networks for export crops, particularlyylang-ylang, cloves, vanilla and copra are dominated by five principal tradingfamilies, four of whom have been operating in the Comoros since the beginningof the 20th century. The flower of the ylang-ylang is distilled on theislands to obtain the ylang-ylang essence; copra is dried either in kilns orin the sun and the green vanilla bean is processed using traditional methodsprior to export. About 200 tons of copra are processed into oil to supply asmall soap factory on Grande Comore. For the moment there is no clear Govern-ment pricing policy as regards cashcrop exports. In the past, the Governmenthas intervened in the marketing of ylang-ylang by buying up flowers anddestroying them in order to preserve the price. For the 1979 campaign, afloor price for vanilla was fixed and a price stabilization mechanism was setup. The Government is planning to set up price stabilization funds for thefour major export crops: ylang-ylang, vanilla, cloves and copra, which itplans to have in operation by mid-1981 (paras. 2.12 and 7.01). Marketing andprices for livestock products and fish are, like food crops, determined bymarket forces.

Development Problems and Government Plans

1.16 Since independence in 1975 there has been little opportunity forplanning and development. The turmoil that accompanied the achievement ofindependence was followed by the withdrawal of French aid and a periodof radical social experiments during which the civil service was dismissed andreplaced by youth seeking swift and revolutionary change in the social andinstitutional structure of the country. The Government's problems wereaggravated by the precipitious return of over 18,000 Comorians from Madagascarin early 1977 and the eruption of the Kartala volcano that same year. Thepresent Government came to power in June of 1978. The political situationappears to be stabilizing, and the Government is beginning to reflect on astrategy of development. UNDP has asked the Bank Group to be the executingagency for a planning assistance program it is financing in the Comores.

1.17 The major challenge for the Comoros is to increase the income levelsof its people through increased agricultural production. The problems facingComoros agriculture are numerous. Although the country has generally fertilesoils and a favorable climate, the potential for agricultural development islimited both by institutional and policy constraints and by pressure on land

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resources from the growing population. Institutions dealing with agricultureare just developing and are generally short of trained staff. Donor financedprojects represent the bulk of the activities of the Ministry of Productionand Agro-Industries. At present there is no service to monitor and controlbudgets and disbursements and reimbursement payments received on behalf ofthese projects. The competition for land has led to overgrazing, overcroppingand the exploitation of marginal or unsuitable land and resulting erosion.The country's forest resources have been seriously depleted as a result of theever-increasing demand for fuelwood and timber.

1.18 In the elaboration of a development strategy for the Comoros, fourprinciple issues stand out: improvement of agriculture, provision of betterinfrastructure, energy, and the explosive growth of the population. The firstcomprises a wide array of sub-issues including the expansion of food crops,notably increasing the cultivation of maize in lieu of importing rice andincreasing fishing and small livestock production, the further development ofexport crops and the improvement of institutions which regulate export cropproduction, reforestation, the regularization of land rights and redistribu-tion of large landholdings (particularly on Moheli) and the prevention offurther soil erosion. On the infrastructure side, the improvement of feederroads and island port facilities are prerequisites for further development.The exploitation of Grande Comore's geothermal resources is of high priorityfor industrial development and the reduction of the country's energy bill.Population growth must be addressed because if present trends continue, thepopulation is estimated to reach 415,000 by 1990 and 472,000 by the year 2,000(para. 2.09). The resultant pressure on arable land and the forestry resourcesmust be analyzed. The translation of these broad development issues into aninvestment program which will attract and optimize external resources requiresa capacity to plan and implement specific projects which the Government isacquiring gradually, primarily through donor financed development projects.IDA should maintain a dialogue on all issues affecting agricultural develop-ment through sector work and as part of Project supervision.

1.19 There are three principal on-going agricultural development projectsunder the Ministry of Production and Agro-Industries, hereafter referredto as the Ministry of Production: a Smallholder Maize project financed byFED, a Vanilla and Cloves Improvement project financed by AfDF and the RuralDevelopment Centers Program (CEFADER, CADER) financed by UNDP. Given thesmallness of the Comoros and the fact that intercropping in coconut plantationsis the general farming pattern, all projects in the agricultural sector areinterrelated. It is most important that effective coordination among thesevarious programs and projects be assured. This coordination should be handledprincipally by the Director of Agriculture working through the Rural DevelopmentCenters Program (paras. 1.23 and 1.24).

C. Government Services

1.20 Background. From 1963 to 1974, responsibility for managing thevarious agriculture projects financed by France was entrusted to a parastatalorganization called Societe de Developpement Economique (SODEC) with technical

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assistance provided by the French state enterprise, Bureau pour le Developpementde la Production Agricole (BDPA). Under this system, the role of the Ministryresponsible for agriculture was modest. Over the years, SODEC was mismanagedand after a decade of failure its activities were discontinued in 1974.Responsibility for project implementation was given to the newly createdservices in the Ministry of Production. Owing to the departure of Frenchtechnicians at the end of 1975 and the acute shortage of funds for operationalexpenditures, most activities of the Ministry came to a halt in 1975.Only an independent French research organization which had been working in

- the Comoros since 1964, the Institut de Recherches Agronomiques Tropicales(IRAT), maintained its activities through 1976. In 1977, the few agriculturalfield stations that were maintained after France withdrew its support wereoccupied by the Army. When the present Government took over, agriculturalservices were barely existent. Most of the civil service had been dismissed,documents had been burned and demonstration plots had disappeared.

1.21 Ministry of Production and Agro-Industries (Chart 1). The Ministryis responsible for direction and coordination of all activities in the agri-culture sector. Under the Minister are three departments, one for agricul-

tural development, one for forestry and a third for agro-industries whichincludes fisheries. The Ministry employs about 120 people, 80 of whom areextension staff. There are 41 extension workers on Grande Comore, 24 onAnjouan and 17 on Moheli all of whom are to receive training at the newlycreated CADERS (para 1.23). The Director of Agriculture is responsible forthree services, one for plant production, one for livestock and a thirdwhich oversees the Rural Development Centers Program (para. 1.23). Healso oversees all agricultural research and training activities. The Directorof Agro-Industrial Development is responsible for two services, one forfisheries and a second for small industries.

1.22 The new constitution, approved in late 1978, provides for a federalassociation of the three islands with a large degree of autonomy for eachisland to provide basic services. In harmony with the constitution, ruraldevelopment services are offered at two different levels, a federal level whereplanning, documentation, basic research, budgeting and donor coordinationtakes place, and the local or island level where field demonstrations andvarious development projects are implemented. Given the smallness of theComoros, its limited resource base and trained manpower, the Government hasopted for a system of agricultural services which aims to utilize its modestmeans efficiently (paras 1.23 and 1.24).

1.23 The Rural Development Centers Program. The Ministry of Production,with substantial assistance from UNDP and FAO, is in the process ofexpanding its agricultural services (para 1.19). The first phase of a twophase program which aims to set up a Centre Federal d'Appui au DeveloppementRural (CEFADER) on Grande Comore and at least one Centre d'Appui au Developpe-ment Rural (CADER) on each of the three islands began in early 1980. TheCEFADER would include one station at M'De for research, trials, pilot programsand training and one at Moroni, which will include offices, a quality controllaboratory, a conditioning station and storage facilities. The CADER, working

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through the three line departments under the Director General of the Depart-ment of Rural Development of the Ministry of Production (para 1.21) are toserve as the nuclei of development activities (i.e., maize production,reforestation, breeding small livestock, anti-erosion control works, seedmultiplication and farmer and extension staff training) in their immediateareas. During the first stage, four CADER are planned: two on Grande Comore,one at Simboussa and one at Maoueni; one on Anjouan at M'Remani and one onMoheli at Mibani. In addition, the possibility of establishing two additionalsupport centers, one at St. Benoit on Grande Comore and a second at Pmooni onAnjouan, will be studied. Initially each support CADER will cover from twentyto twenty-five villages. Most of the locations were agricultural stations inthe past and therefore they will not have to be built from scratch.

1.24 The CEFADER will be directed by a council of 15 members nominated bythe Prime Minister after consultation with the Minister of Production.The council will include the Minister of Production (president), seven headsof the Ministry's technical services, three representatives of the Island'sGovernors, one representative of the Ministry of Finance, and three electedDeputies, one from each island. According to decree the council must meet atleast once a year to review annual work plans, budgets and the annual report.During the year, it delegates the responsibility for day to day management ofthe CEFADER's financial affairs to a committee of three nominated by theMinister of Production and technical matters to the CEFADER Director and hisdeputy. The Committee of three will report to the Minister's cabinet and theCEFADER Director and will coordinate their work with the three line Depart-ments of the Ministry. The CADERs will be directed by a council of sevenmembers nominated by the Minister of Production after consultation with theGovernors of each island. Member will include the Island Commissioner forProduction (president), three technicians nominated by the Governor on therecommendation of the CEFADER and two representatives of the Producers.As with the CEFADER, the council must meet at least once a year to reviewprogress and approve the budget. The Council delegates day to day managementresponsibility for financial matters to a committee of three nominated by theGovernor and for technical matters to the Director of each CADER. As with theCEFADER, financial matters will be controlled by the Minister's cabinet andtechnical matters by the three line departments of the Ministry.

1.25 The CEFADER and CADER operations are just beginning and it is too earlyto judge their effectiveness. The aim of decentralizing rural services andusing limited human and physical resources to the fullest extent possible issound. The success of the system will depend in large part on the ability ofthe CEFADER, CADER operating personnel to coordinate effectively with personnelfrom the Ministry of Production. This cooperation should be facilitated bythe fact that 50% of the council members of the CEFADER are from the Ministryand all the council members of the CADERs would be nominated by the Ministerof Production.

1.26 Research. Over the period 1966-75, IRAT embarked on the preparationof detailed soil, land capability, and land use maps for the four islands.These are now complete and comprehensive practical proposals have beenprepared for modifying actual land use for one of the islands, Anjouan.During this period IRAT also carried out fixed trials to determine the

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optimum cultivation systems and cropping patterns for different soils, topo-graphy and micro-climates, and to test crop varieties best suited to Comorianconditions. The new CEFADAR station at M'De will build on IRAT's extensivework (para 1.23).

1.27 Agricultural Credit. The Comoros is a member of the French Francarea and as such the convertibility of its currency, the CFA franc, isguaranteed by France. There is only one commercial bank in the Comoros, theBanque des Comores (BC). The Bank is a corporate body with an assembly ofshareholders, a Board of Directors, and a Managing Director. Banking functionsare also performed by the Comorian Treasury and the Postal Savings System.There is no formal agricultural credit system. The BC finances cash cropexports and seasonal working capital needs of traders in agricultural commo-dities to a limited extent but only 5% of its loans is for this type ofactivity. It does not extend credit to farmers. The Comorian Government ispresently studying a proposal to revive a national development bank whichwould function along the lines of the Societe de Credit pour le Developpementdes Comores (CREDICOM), a development bank which was established in 1974 withassistance from the French Caisse Centrale de Cooperation Economique (CCCE)but ceased operating in 1977. Its priorities have yet to be announced but itwill certainly play some role in extending agricultural credit.

II. THE COCONUT SUBSECTOR

General

2.01 The coconut is the Comoros' principal agricultural staple. Its intro-duction into the Comoros dates back to the early arrival in the area of Arabtraders in the 15th century (para. 1.09). Roughly one-third of total coconutproduction is destroyed by rodents, one half is consumed locally and theremaining 16% is transformed into copra for export. Distribution of coconutcultivation by island is presented below:

Island Cultivable Land Coconuts % No of trees---('000 ha)--- ----('000 ha)-- ---('000)--

Grande Comore 40 16.4 41 787Anjouan 27 7.6 27 460Moheli 13 6.1 47 415

Total 80 30.1 37 1,662

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It is estimated that about 70% of the palm stand is over 50 years old.Unless these trees are replaced over the next several years, yields willdecline significantly (see Table 7). 1/

Plant Characteristics

2.02 The palms grown in the Archipelago are of the "tail" variety,probably belonging to the Indian type coconut palm. The planting materialis quite uniform. The average annual yield per palm is estimated at 46 nuts.This is a relatively high yield compared with palms grown in other countriesunder similar cultural methods (39 nuts per palm in Sri Lanka and 29 inMalaysia). On average the nuts contain about 200 grams of fresh albumen whichyields 180 grams of copra. About 5.5 nuts are required for one kilogram ofcopra. The palms on all three islands are healthy. On the western coasts,where rainfall tends to be highest, growth is luxuriant. The palms are deepgreen and show no visible symptoms of any deficiency of major nutrients. Onthe eastern coasts, the effects of temporary drought are apparent. The leavesare less dense, and in certain areas their yellow-orange color indicates adeficiency of nitrogen and possibly manganese.

Types of Plantations

2.03 A survey taken as a part of an Institut des Recherches pour lesHuiles et Oleagineux (IRHO) 2/ study shows three general planting patterns asindicated below:

100 or more 70-100 20-70palms per ha palms per ha palms per ha Total

No. of ha 6,200 11,200 12,600 30,000% of total 20 37 43 100

Plantations with 100 palms per ha are the classic industrial plantation withwell aligned palms and well tended soil. As seen above, they represent only asmall percentage of the palm acreage. These plantations are found mostly onMoheli where land is relatively plentiful. The original plantations wereestablished with a planting distance of 10 x 10 m (100 trees per ha) andhave never been replanted or interplanted. Industrial plantations where palmsare intercropped with other perennial crops are found in areas with good rain-fall. In these areas trees average 70 palms per ha. Trees are aligned andinterplanted with ylang-ylang, cloves and sometimes vanilla. There does not

1/ The life of a coconut palm is estimated at 70 years. Production usuallybegins declining after year 60.

2/ IRHO, "Le Cocotier dans l'archipel des Comores, aspects actuels etpossibilites de developpement," 1971.

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appear to be any nutritional competition between these crops and palm yieldsare the same as in pure stands. The small farmer plantation is the mostcommon type of exploitation. Here tree density averages 55 per ha but can beas low as 20. The small farmers put emphasis on food production - cassava,rice, pigeon peas and some vegetables. The palm is considered a secondarycrop which provides cash income. This type of land use is probably the mostefficient under present circumstances. It provides year-round cover forthe soil which prevents erosion. Intercropping usually assures that planta-tions are kept clean. Plantations with high undergrowth are found only inMoheli; these are either neglected industrial plantations or smallholdingswith more land than can be planted to food crops with available labor.

Fertilizer Use

2.04 Fertilizers have never been used for coconut palms on the Comoros.The technical use of fertilizers is complex because of the physical characterof the soils and the effects on the crops which are usually intercropped withthe coconut trees. Cost, procurement and distribution are other factors.The farmers have thus far considered coconuts only as a secondary source ofincome. Their present return, in most cases, would not justify the use offertilizer. Agricultural services are not equipped to buy and distributefertilizers and no private merchants deal in fertilizers.

Pests

2.05 Damage caused by rodents is the major pest problem in coconutplantations on the Comoros. Extensive surveys were under taken by IRHO in1968 which consisted of counting damage to fallen nuts from samples of 100trees at 21 locations on the three islands over two months. Losses to rodentswere estimated at 37% of annual production. Thus, out of 46 nuts that a palmproduces, on average, 17 are destroyed by rodents. In these surveys, thehighest damage was recorded on Moheli, 47%, followed by Anjouan, 43%, andGrande Comore, 30%.

2.06 Several major rodent control campaigns have been conducted in theComoros but, with the exception of the most recent campaign financed in 1972,no information regarding total area treated, application procedures or impactremains. The 1972 campaign was to be the beginning of a six year projectdesigned to achieve and maintain low rodent populations on all palm planta-tions of the Comoros. The program was to cost US$520,000, 41% of which was togo to pay for prepared imported baits. The campaign began on Moheli. Therewere six crews of six men each employed in the operation. Each crew member wasto cover a band of 100 m and was instructed to place baits at ground levelof every fourth palm. Only areas having coconut trees were baited; villageswere bypassed. At the end of the first month the program ran into difficulty.The crews were poorly supervised and there was no system of accountability orcheeking to see if the baits had been placed as planned. The farmers were notassociated with the implementation of the campaign and the costs of the baitsexceeded estimates by a large margin. The campaign was called off at the endof the second month. Banding of palm trunks with strips of galvanized metal

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intended to create rat barriers has been tried in several areas. However, thebands have not been maintained and the system has its limitations as vegeta-tion often provides a bridge to the palms above the bands.

2.07 Aside from rodents, there are no pests or diseases of economicimportance. Oryctes is present but causes insignificant damage. There arescale insects and some localized attack of Pestalozzia palmarum, but theseattacks are limited and do not warrant any control measures.

Production Trends and Utilization

2.08 The maximum value for coconuts in the Comoros is in their utilizationfor food, drink and oil. Nuts for copra production are secondary and onlythose surplus to their primary uses are transformed into copra. There aremarked differences in the production, utilization and marketing of coconutson the three islands. The following tables provide a summary of availabilityand domestic utilization of nuts by the islands.

ESTIMATED ANNUAL COCONUT PRODUCTION ANDAVAILABILITY PER CAPITA IN THE COMOROS FOR 1979

Coconut Population CoconutsIsland Production 1/ (1979 est) Available per Capita

Grande Comore 27,380,000 184,000 148Anjouan 11,930,000 135,000 88Moheli 9,430,000 16,000 589

48,740,000 335,000 145

DOMESTIC COCONUT CONSUMPTION BY ISLANDFOR 1970 AS REPORTED BY IRHO

Total Nuts Population Nuts ConsumedIsland Consumed (1970 est) per Capita

Grande Comore 15,850,000 131,600 120Anjouan 8,380,000 92,700 90Moheli 1,920,000 10,600 181

26,150,000 234,900 111

Applying 1979 population figures, total nuts consumed per capita and total nutsconsumed would be as follows:

1/ Based on IRHO Report, June 1971, Table III, page 68. Figures net afteradjustment for rodent damage. It is assumed that production in 1979is the same as in 1971 as no new plantings have been carried out since1950.

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DOMESTIC COCONUT CONSUMPTION BY ISLAND FOR1979 AS EXrRAPOLATED FROM 1970 IRHO REPORT

Population Nuts Consumed Total NutsIsland (1979 est) per Capita Consumed

--- '000-- --- '000--

Grande Comore 184 120 22,080Anjouan 135 90 12,150Moheli 16 181 2,896

335 111 37,126

Comparing Coconut Production with total nuts consumed it can be seen that in1980 there is a near shortage for consumption on Anjouan and a considerablesurplus on Moheli.

2.09 As summarized below, if a serious program of replanting and newplanting is not begun in the near future, the Comoros will not only loseits export of copra but, more important, by 1986, face a shortage of coconutsfor consumption. 1/

COCONUT PRODUCTION, CONSUMPTION AND COPRA EXPORT FORECASTFROM 1981 TO 2000

Coconut Total Surplus Nuts Shortfall inPalm Consumption for Copra production of nuts

Year Production 2/ of Nuts 3/ Export 4/ for local consumption(million) (million) (million) (million)

1981 46.6 39.4 7.2 01982 46.1 40.5 5.6 01983 45.6 41.7 3.9 01984 45.2 42.8 2.3 01985 44.7 44.1 .6 01986 44.3 45.2 0 .91987 43.8 46.1 0 2.31988 43.4 47.0 0 3.61989 43.0 47.9 O 4.91990 42.5 48.9 0 6.41995 40.4 52.9 0 12.52000 36.8 55.9 0 17.3

1/ There is considerable uncertainty as to the rate of population growthwhich is currently estimated at 2.9% p.a. For purposes of analysis asteady decline in population growth has been assumed as follows: '81-'85, 2% p.a., '86-'90, 1.5% p.a., '91-'95, 1% p.a., '96-2,000, 0.5%(basis 1979 : 335,000).

2/ Net production after reduction for rodent damage. Production estimatedto decrease by 1% for first 15 years, then 5% per year for the next 5years.

3/ Annual per capita consumption: 111 nuts:4/ 5,500 nuts are equivalent to 1 ton of copra.

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Marketing and Pricing

2.10 Market values of nuts and copra for the three islands (Nov. 1979) isgiven below:

Price per nut inIsland Price per nut Terms of Copra 1/

-----------------------FCFA --------------------

Grande Comore 10 - 15 9 - ilAnjouan 20 - 25 10Moheli 8 - 10 8 - 11

There is no organized system for marketing of fresh nuts. There is somemovement of nuts from the coastal areas to the higher zones in the interiorwhere palm trees do not grow and also to the principal towns but this isnot significant. Nuts are usually transported by local taxi in 60 kg sacksfor between 300 and 500 FCFA per trip. Due to the high cost of inter-islandtransport, there is very little movement of fresh nuts between islands.

2.11 Copra is obtained from small farmers who dry the coconut meat,either in kilns or in the sun. Copra marketing is organized by five principalprivate trading groups: The Bambao Company, Kalfane, SOCOPRO, Ahamadaly andAbdahhal Fils. Under the present system, these traders advance funds tocollectors who purchase copra from producers and transport it at their ownexpense to the capital of each island where it is stored by the trader untilit is exported. Because of lack of storage facilities at the village level,producers prefer to sell their copra in sacks of from 60-65 kg as soonas it is dry. The collector usually gets between 5 and 8 FCFA per kg for hisefforts which, given the general lack of transport facilities, particularlyon Moheli, seems reasonable. He exercises some degree of quality control byrejecting spoiled copra. The exporters interviewed indicated a willingnessto buy directly from the producer and pay a premium if they were assured ofgetting five to 10 tons of copra at a time. Due to its location and commerciallinks that have been built up over the years, about 80% of Comoros copra issold to Madagascar whose yearly demand, about 3,000 tons, exceeds theComoros' supply. The price structure for copra as of November 1979 is givenin the following table.

1/ Price for copra at the farmgate varies between 55 FCFA and 65 FCFA per kg.5.5 nuts are equivalent to 1 kg of copra.

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PRICE STRUCTURE OF COPRA, NOVEMBER 1979(FCFA/kilogram)

Producer's price 60Collector's commission 4Transport costs 4Storage losses (10%) 7Storage 1

Price delivered to the port city 76

Storage 1.0Packing and Handling 4Transport to quai 0.5Loading into boat 2.0Financial charges 2.0Negotiation of documents 0.5Stabilization fund 6.0

Sub-Total, before customs 92.0

Export duty I/ 7.1

Exporter cost 99.1Average profit margin 18.9Average F.O.B. price 118.0

The average FOB price received in 1979 was 118 FCFA/kg. Thus the producerreceived about 51% of the export price.

2.12 Over the years, price volatility in the Comoros' main exports ledthe Government to set up various stabilization funds (Caisses de Stabilisation)for vanilla, ylang-ylang and copra. These funds have been applied to shortterm problems such as the purchase of large quantities of ylang-ylang floversto diminish the amount of ylang essence on the market but for the most part,they have played a very limited role in stabilizing prices. The reserves thathave been built up have been kept at the Treasury. They have generally notbeen used to improve production of the crop from which they were collected orto finance activities of the Ministry of Production. The Government is novconsidering creating a permanent Caisse de Stabilisation which would covervanilla, cloves, copra, ylang-ylang and cinnamon. Floor prices would be setannually for crops covered by the fund and the utilization of fund resourceswould be clearly set out. The Government intends to have the funds structurein place by January 1981 and for the fund to be fully operational by June 1981(para 7.01).

1/ Export duty is 6% FOB Moroni. The average FOB value for 1979 was 118FCFA/kg so the export duty equals 7.1 FCFA/kg.

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Copra Processing

2.13 Nearly all coconut farmers produce some copra and for many farmerscopra sales are the only source of cash. Both sun-dried and kiln-dried coprais produced. The quality is generally mediocre. Copra can be dried in thesun from three to seven months of the year, depending on weather conditionswhich vary from zone to zone. Copra is usually sun-dried on village roads asno facilities exist for sun drying elsewhere. During the night it is takeninside. Most of the kilns for drying copra are quite primitive. Smallfarmers dry copra on the open fire. Larger farmers use thatch covered facil-ities which produce a copra permeated by smoke.

2.14 Singhalese type kiln structures, made of stone and concrete withcorrugated tin roofs and openings at the front and rear to permit intake ofcold air and the outflow of smoke, were introduced in the Comoros about 20years ago. The Ministry of Agriculture provided the construction materialsto groups that requested kilns and interested farmers provided the labor.Hovever, ownership arrangements were not worked out prior to construction andin most cases, only farmers who participated in the construction were entitledto use the kilns. Over the years, the farmers who originally built the kilnshave moved or died and the rights to use them have not been transferred. As aresult, most of the kilns are in varying states of decomposition due to lackof use and maintenance. The few kilns that are still operating do not providealats over the openings to control the intake of air and result in a lossof fuel and only average quality copra (para. 3.05).

2.15 An unknown quantity of copra is wasted because of poor dryingmethods and deterioration which occurs before the drying process begins.0Often nuts are split open just after harvest to empty the milk and thus reducetheir weight, increasing the carrying capacity of the farmer. Lapses of up totwo days can occur between the opening of the nuts and the first applicationof heat.

2.16 Sun-dried copra, which is used in the manufacture of confectionerygoods as vell as for religious ceremonies in some countries, can command ahigher price on the world market than kiln dried copra. Due to an absence ofquality control and the fact that sun-dried copra is not presently separatedfrom the kiln-dried, there is no incentive for exporters to seek marketsfor sun-dried copra.

2.17 Future Programs and Policies. The coconut is ubiquitous onthe Comoros and so much a part of everyday life that there is a tendency totake its existence for granted. The present Government has become increas-ingly aware of the need to control the significant damage caused by rodents,rehabilitate the existing stand and increase the efficiency of copra proces-sing and marketing so as to guarantee sufficient quantities of nuts for localconsumption and maintain a surplus of copra export. Two principal issuesmust be addressed in regard to the coconut sub-sector. The first is theland tenure question. This is particularly important for Moheli which has thegreatest long-run potential for increased copra production. Presently about

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55% of the Island's coconut plantations are owned by private companies which,because of high labor costs, cannot exploit their holdings optimally (para.2.03). The second issue is pricing. Present prices for Copra are strong andindications are that they will remain so for the next five or six years. However,there is a need to insure the producer against wide price fluctuations forcopra as well as for the other major export crops. The Goverument recognizesthe need to define a coherent set of policies in regard to these two issues.It intends to create a national Caisse de Stabilisation fund by June 1981(para. 2.12), and define a land tenure plan for Moheli over the next 18months. IDA would continue the dialogue it has begun on these two issues andon all issues affecting coconut development as a part of Project supervision(para 7.01).

III. THE PROJECT

A. General Description

3.01 The proposed Project, to be carried out over five years, wouldextend and improve coconut and copra production in the three islands of GrandeComore, Anjouan and Moheli through rodent control, increased productivity ofthe existing stands from replanting and new planting, and improvement ofcopra processing and marketing. It would further Government's objectives ofsatisfying present and future domestic consumption demands, and augmentingforeign exchange earnings from exports of good quality copra (para. 2.17). Itwould, in addition, contribute to Government efforts to improve financialmanagement of agriculture development projecte. The proposed Project wouldcomprise the following components:

(a) Establishment of a rodent control unit for each island which,over the life of the Project, would treat 8,000 ha: 2000 haeach on Grande Comore and Anjouan and 4,000 ha on Moheli;

(b) Creation of a Copra Processing and Marketing Service whichwould monitor the construction of improved drying and storagefacilities and work with farmers to improve the quality ofcopra;

(c) Establishment of seed gardens and nurseries on eachisland for the production of high yielding plant materialfor replanting and new planting;

(d) Project management and administrative services;

(e) Overseas training for key Project personnel and on-the-job training for Project staff;

(f) Technical assistance for Project implementation and to theFinancial and Administrative Unit within the Ministry ofProduction; and

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(g) Studies, field trials and monitoring and evaluation ofProject progress.

3.02 The Ministry of Production would have principal responsibility forProject implementation. The chief of the Coconut Production Service, theProject manager, would have day-to-day responsibility for Projectimplementation. This service would continue to function after completion ofthe Project, insuring the continuation of the 12 year plant improvementprogram begun under the Project.

B. Detailed Features

Rodent Control

3.03 About 8,000, ha., 4000 on Moheli and 2,000 each on Anjouan and GrandeComore are scheduled for rodent control under the Project. This has beencalculated as follows:

Projected Five-Year Schedule for Rodent Controlon Plantations with Average Stands of 70 Palms/Hectare

Pre- Year Year Year Year YearLocation and Treatment Project 1 2 3 4 5

…_______________--…ha…--------------------

MoheliTreated initially 200 1/ 1200 1100 1000 500Maintained 200 1400 2500 3500 4000

AnjouanTreated initially 600 600 600 200Maintained 600 1200 1800 2000

Grande ComoreTreated initially 500 700 600 200Maintained 500 1200 1800 2000

Total All IslandsTreated initially 200 2300 2400 2200 900Maintéined 200 2500 4900 7100 8000

1/ Areas treated under the first year are maintained during the followingyears. There are 1,100 ha scheduled for initial treatment on Moheli inyear 2. In year 3, these are added to the 1,400 ha maintained duringyear 2 for a total of 2,500 ha to be maintained on Moheli in year 3.

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3.04 Organized rodent control in the Comoros has, for the most part notbeen very successful due to a lack of farmer involvement (para 2.06).A joint program in which both farmers and Government officials would partici-pate is recommended under the proposed Project. Project Management woulddevelope rodent control procedures, provide the rodenticide (anticoagulant),prepare the bait and, working closely with farmers, provide guidance andsupervision on its application (para 4.06). The farmers would supply the foodcarrier (copra) for the bait and provide the labor for its application.Project staff would introduce the concept of rodent control to the farmersthrough a village campaign (phase 1) which would be followed by a plantationcampaign (phase 2). The Rodent Control Unit would produce slide shows andpossibly short films to educate farmers. All farmers contacted during Projectappraisal indicated that rodents constitute a major problem in their villages.They reported that rodents would run across them and their families while theywere sleeping and on occasion would bite their toes. Phase I would begin atthe village level where the problem is most pressing. Results should beimmediate as dwellings within each village are close together and rodentpopulation densities there are at their highest. By working with the villagersprior to the campaign, it should be possible to make certain that children anddomestic animals are not endangered. 1/ The village level campaign shouldlast about one month. Following the campaign, expanding the concept into theadjacent palm plantations, phase Il, should be relatively simple (para 4.06).

Copra Marketing and Processing

3.05 To help alleviate the shortage of adequate copra drying installa-tions and storage facilities, provision would be made under the Project forthe construction of kilns, drying areas and storage facilities. A total of 19drying kilns would be built, 10 on Moheli, five on Grande Comore and four onAnjouan. Costs included under the Project include cement, brick, tin roofingand screening needed to build the kilns and to pay for specialized skills ofmasons and carpenters required. The kilns would be owned and operated by thevillagers who would provide the unskilled labor for their construction (para.4.08). The approximate locations of the new kilns are shown on the Projectmaps (IBRD Nos. 14833-35). The kilns would be a variation of the Singhalese-type kiln and would each be contained in a small building consisting of ascreen platform on which the copra rests about 1.2 m above the ground, acorrugated tin roof, wooden slats which serve as vents and a veranda. Thekiln is fueled by empty nut shells lit in the hearth under the grating. Eachkiln would have the capacity of about 2,000 nuts or about one third of a tonper drying. It generally takes four to five days to dry copra in a kiln.

1/ To minimize exposure to nontarget species, treated bait in villageswould be presented in limited-access-containers made from whole coconuts(diagram 1). These units would virtually eliminate access by chickens,goats and domestic animals. Rodents, due to the size of the opening,could gain access and children could insert their hands into the baitchamber. In order to protect children from the ill effects of the bait,barriers limiting their access to the room where a bait container islocated would be introduced (para 5.03). In addition, an additive dyewould be mixed with the bait so if a child were to eat the bait the dyewould remain on their face and hands. Supplies of vitamin K1, an antidote,would be left at each village.

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3.06 In order to encourage sun-drying, about 24 Copra drying areaswould be constructed 10 each on Moheli rnd Grande Comore and four on Anjouan.

These areas would cover a total of 60 m per village and be made of stone andconcrete. Each area would be able to handle about 3,000 nuts or half a tonper load. It generally takes six days to sun dry copra. During the night thecopra must be removed from the platform and placed indoors.

3.07 A total of 29 storage houses, each 40 m and with a capacity of 10tons, would be built, 10 on Moheli, 15 on Grande Comore and four on Anjouan.Drying kilns, drying areas and storage houses would be built at the samelocation wherever possible. Project staff would work closely with villageelders to determine the exact location of these facilities. Criteria for siteselection would include density of palms stands and the villagers' willingnessto participate in building the facilities and draw up a plan indicating howthey intend to manage the facilities (para 4.08). Slide shows and possiblyfilms would be prepared by the Copra Marketing and Processing Officer toillustrate correct harvesting and drying methods.

Plant Improvement

3.08 Palms would be produced for each of the three principal growingareas: the less favorable growing areas with stony soils and or dry weatherconditions; fertile areas where palms are interplanted with other tree crops;and fertile areas where pure coconut plantations are found. For the lessfertile areas, nuts from good palms of the native Tall type, the SelectedComorian tall, (CT-Sel) would be used. For fertile areas with intercroppingCT-Sel palms would be crossed in seed gardens with pollen from Tall palms fromoutside the Archipelago which have a proven high-yield potential such as theWest African Tall. The resulting seed will be a CT-Sel x T cross. A portion of

the area might also be planted with seed nuts produced by crossing CT-Sel withMalaysian Dwarf pollen material, subject to investigation by the coconutimprovement specialist. For fertile areas with pure plantations or where pureplantations could be started, CT-Sel palms would be crossed in special seed

gardens with Malaysian Dwarfs (MD). The Malaysian Dwarfs would be grown fromseedlings in nurseries to be established on Moheli. The resulting seed wouldbe a CT-Sel x MD hybrid. During the five year Project period, the basicstructures for the breeding and seedling production program would be estab-lished. During this period it is estimated that 244,000 CT-Sel and 48,000CT-Sel x T seedlings would be produced. No CT-Sel x MD seed would be producedfrom the seed gardens established during the Project period as it would takesix years for the palms resulting from the imported Malayan Dwarf seed nuts tobegin to bear fruit. Over a period of 12 years from the beginning of theProject it is estimated that 1.6 million seedlings would be produced, enoughgradually to replace about 70% of the existing palms and to increase thedensity of some existing stands. Technical aspects of seed garden and nurserydevelopment are described in paras 5.05-5.10. The principal feature would beestablishment of seed gardens and nurseries on each island. Infrastructurerequired would be fencing, small buildings for storing tools and senior staffhousing. The principal investments would be for seed gardens and nurserycosts (labor, seed, planting, hand tools and equipment); development ofinfrastucture, buildings and fencing, and operating and maintenance costsduring the Project period.

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Prolect ManaRement

3.09 The Project Director, the chief of the Coconut Production Service,would be headquartered at M'De near Moroni. Provision is made for theconstruction of Project Headquarters at M'De to include offices and housing.Vehicles and equipment would be provided to ensure proper supervision andProject implementation. The principal investments would be for buildings,vehicles and equipment and headquarters operating costs during the Projectimplementation period.

Training

3.10 The Project provides for training for the Project manager and thehead of the copra processing and marketing component at IRHO's center at PortBouet in the Ivory Coast and the head of the rodent control component at theNational Center for Crop Protection in Laguna, the Philippines. Training formid and lower level staff would be on-the-job, with the possibility ofproviding short courses as appropriate. Training would be specificallydefined as a central responsibility of technical assistançe personnel (para3.11) engaged in Project management.

Technical Assistance

3.11 Technical assistance would be required for Project managementand to train Comorian Project staff to manage Project developments becausesuitably qualified Comorian staff are not available (para. 1.15). Specialiststo be engaged include a coconut improvement adviser (48 man-months), a rodentcontrol adviser (24 man-months) and a financial adviser (18 man-months). Theaverage man-month cost (including salary costs, fees, international travel andsubsistence) is expected to be about US$8,000 (para 4.02).

Financial and Administrative Unit

3.12 The Ministry of Production is currently implementing several agri-culture projects (para. 1.19). By calendar year 1981 the Government expectsto have 7 projects under way. Presently the Financial and Administrative Unit(FAU) within the Ministry does not have the capacity to monitor the financialflows in these projects. The Project would include provision for a positionof a financial advisor, who would assist the head of FAU in monitoring thepreparation of project budgets, project accounts, disbursements and the statusof reimbursement claims (para 3.11). The Unit would also ensure that Governmentcontributions to projects are included in the National Budget and providetraining for financial and administrative staff working under various develop-ment projects to use procedures that are adopted. Assurances were receivedat negotiations that the Unit under the direction of a unit chief would bemaintained.

Studies and Trials

3.13 Baseline studies on areas included under the rodent componentand the copra marketing and processing component would be carried out to

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assist Project management with their monitoring and evaluation efforts (para.4.09). Surveys would be undertaken periodically to determine the impact ofthe rodent control component, the amount and frequency of baiting (para. 5.05)and also to determine rodent movements and tree preferences. Trials would becarried out under the plant improvement component to determine the mostproductive trees for selection and the effects of fertilizer.

C. Prolect Costs

3.14 Total Project Costs are estimated at about FCFA 1.23 billion(US$5.7 million) of which US$3.5 million or 61% represent foreign exchangecosts. Details are summarized in the following table:

FCFA '000 US$'000% Foreign

Local Foreign Total Local Foreign Total Exchange

Project Component

1. Project Manage-ment & Adminis-tration 163,970 194,450 358,420 767 900 1,667 54

2. Rodent Control 41,471 39,700 81,171 192 185 377 493. Plant Improve-

ment 70,394 63,700 134,094 324 300 624 484. Copra Processing

& Marketing 11,117 26,040 37,157 52 121 173 705. Technical Assis-

tance (Salaries) 1,385 136,200 137,585 6 634 640 996. Research and

Project-relatedStudies 30,300 34,200 64,500 140 160 300 53

7. Accounts and Audit 5,400 7,500 12,900 25 35 60 588. Training 3,000 4,309 7,309 14 20 34 599. Monitoring and

evaluation 1,900 2,600 4,500 8 12 20 58

Total Base Costs 328,937 508,699 837,636 1,528 2,367 3,895 61

ContingencyAllowances

Physical 46,714 73,200 119,914 217 340 557 61Price 107,028 170,000 277,028 500 790 1,290 61

Total Contingencies 153,742 243,200 396,942 717 1,130 1,847 61

TOTAL PROJECT COST 482,679 751,899 1,234,578 2,245 3,497 5,742 61

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Project costs were estimated as of June 1980. A physical contingency of15% was applied for all Project components to reflect the general uncertaintyof the detailed scope of Project investments and staffing requirements as thisis the firet IDA credit to agriculture in the Comoros. Price contingencieswere calculated on a cumulative basis: local costs at the rate of 12% for1980 and 10% thereafter, foreign exchange costs at 10.5% for civil works,equipment and technical assistance in 1980, 9% in 1981, 8% in 1982 and 7%thereafter. Taxes included in Project costs are negligible since virtuallyall items would be exempt from import duties. Details of Project costs aresummarized in Table 1.

D. Financing

3.15 Financing of Project costs would be shared as follows:

FCFA US$(million) (million) %

Government of Comoros 65 .30 6Farmers 43 .20 4IDA 1126 5.20 90

Total Project Cost 1234 5.70 100

3.16 The proposed IDA Credit of US$5.2 million would be to the Govern-ment of the Comores on standard IDA terms. The Credit would finance about90% of total Project costs, including 100% of foreign exchange costs and about77% of local costs. The Government of the Comoros would contribute about 6%of total Project costs consisting of an increasing portion of local salarycosts over the life of the Project. Farmers would contribute 4% of totalProject costs which represents the value of the copra they contribute for thebait. An advance of US$260,000 has been made to the Government under theProject Preparation Facility to meet the cost of advance recruitment andoverseas training of key Project staff, in-country training offices, a vehicleand advance recruitment of the coconut and rodent control advisors (Table3).

E. Procurement

3.17 Procurement requirements would normally be scheduled and budgetedannually. Contracts for rodenticides should be awarded to the lowest evaluatedbidder on the basis of limited international tendering. Materials and CivilWorks including site development and totalling about US$800,000 (includingcontingencies) would generally be small (averaging less than US$80,000),geographically scattered and could not always be grouped for simultaneous

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tendering. These contracts would be awarded following local competitiveprocedures which are satisfactory. Vehicles and equipment (US$350,000including contingencies) would be purchased after quotation had been obtainedfrom suppliers represented in the Comoros offering adequate guarantees ofservice and spare parts. Assurances as to these procedures were obtained atnegotiations.

F. Disbursements

3.18 Funds from the Credit Account would be disbursed over five years onthe following basis:

US$ million

(a) operating expenses

(i) 100% of total expenditures for vehicles,equipment, materials and chemicals 0.07

(ii) 80% year 1, 75% year 2, 50% year 3,40% year 4 and 20% year 5 for localsalaries 0.44

(b) 100% of total expenditures for civil works 0.50

(c) for establishment and development costs ofseed gardens and nurseries:

(i) 100% of total expenditures for theMDxCT seed garden on Moheli 0.12

(ii) 100% of total expenditures for allother seed gardens and nurseries onMoheli, Anjouan and Grande Comore 0.80

(d) 100% of total expenditures for vehicles,equipment, materials and rodenticide 1.0

(e) 100% of total expenditures fortechnical assistance costs 0.70

(f) 100% of total expenditures for researchand Project related studies and training 0.27

(g) refunding Project preparation advance 0.26

(h) initial deposit in Project account 0.30

(i) an unallocated sum representing part ofprice contingencies 0.74

Total IDA Credit 5.2

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Disbursements against (b), (c)(i) and (ii), (e), (f) and foreign expendi-

tures under (a) would be fully documented. Disbursements for local costsagainst (a) would be made against statements of expenditure certified by the

Project Director, the Project accountant and the Ministry of Finance. Thesewould be retained by the Borrower and made available for inspection by IDA in

the course of normal Project supervision and audited by the external auditors

selected to audit the Project (para 3.19). Assurances were received atnegotiations that all expenditures would be in accordance with annual workplans (para. 4.04). An estimated schedule of IDA disbursements is given in

Table 2.

G. Accounts and Audit

3.19 Project accounts would be maintained by a Project accountantemployed by the Ministry of Production. He would be located at Project

headquarters and responsible for ensuring that adequate Project accountswere kept by the island coordinators and would coordinate and verify them.Control procedures would involve a budget established at the beginning of thefiscal year under the control of the PAU to be set up under the Project.Annual reviews of accounts would be carried out by the FAU. Assurances wereobtained at negotiations that: (i) satisfactory accounts would be maintainedby each Island Coordinator and consolidated accounts by the Project accountant;and (ii) the accounts would be audited by external auditors acceptable to IDAand the auditors' reports forwarded not later than six months after the end of

the financial year to which they related. The auditors would be asked to set

up the accounting system and propose procedures used to control disbursementsagainst statements of expenditure. The responsibility for auditing Government

Ministries' accounts rests with the Ministry of Finance and Planning which is

currently developing audit procedures.

H. Environmental Impact

3.20 The main impact of the proposed Project would be to ensure thecontinuity of the Comoros primary source of food, drink and building material,the coconut palm. The planting program would make an important contributionto reducing soil erosion. The anticoagulants proposed for rodent controlare the least hazardous of all available rodenticides and their use is notexpected to have any adverse environmental effects (para 3.04).

IV. ORGANIZATION AND MANAGEMENT

A. Proiect Organîzation and Staffing

General

4.01 The Coconut Production Service would be supervised by the DirectorGeneral of Rural Development of the Ministry of Production. The Servicewould manage and supervise all activities pertaining to coconut and copra

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production. These include rodent damage control (RDC), selection and breedingof improved coconut varieties, distribution of seedlings, copra processing af:tmarketing, trials, monitoring and evaluation and research. The head ofthe Service would be the Project Manager. The Service would include the headof the RDC program who would be the deputy, the head of the copra processingand marketing program, three Island Coordinators, who would each be responsiblefor implementing all Project components, including the RDC program on theirrespective islands, an accountant and support staff (Chart 2). Assuranceswere received at negotiations that, for purposes of Project implementation,the Coconut and Copra Production service would be maintained along with thekey Project positions indicated above. For the first two years of the Pro-ject, when the seed gardens and nurseries were just getting started, theIsland Coordinators would be spending most of their time on the RDC program.By year three of the Project, the Sector Specialists would assume most of theday-to-day responsibility for the RDC program and the Island Coordinatorswould spend approximately 60% of their time on the RDC program and the rest ofthe time on the plant improvement program (para. 4.06). Studies, monitoringand evaluation would be the responsibility of the Project manager (para 4.09)

4.02 At present there are no Comorians with sufficient experience tomanage and develop the coconut industry. For this reason, some technicalassistance would be required for Project management. A coconut improvementadvisor would assist the Project manager for the first four years of theProject. His principal duties would be to set up the breeding and seedlingdistribution program. He would determine the most effective breeding andselection and seedling production techniques. The head of the RDC programwould be assisted by a rodent control advisor during the first two years ofthe project. The Financial Advisor would assist in increasing the effec-tiveness of the FAU. Assurances were received at negotiations that quali-fications, experience and terms and conditions of employment for expatriatepersonnel would be submitted to the Association for approval. Terms ofreference for all key Project staff (the Project Director, the head of the RDCprogram, the head of the Copra Processing and Marketing Service, the ProjectAccountant, the three Island Coordinators and the three expatriate advisorsand the head of the FAU) were discussed and agreed to during negotiations.Assurances were obtained that Government would consult with the Associationon the qualifications for and subsequent appointments to these posts. Inaddition to training key staff listed above, the expatriate advisors would beinvolved in on-the-job training of local staff in their respective areas ofcompetence. These include nine nursery officers, four pollinatois, fourenumerators, seven extension officers, seven RDC sector specialists and threeRDC field technicians.

4.03 The Project Director, the head of the RDC program, the head of thecopra processing processing and marketing component, the three Islandcoordinators and the Project Accountant have all been appointed. Theirqualifications are satisfactory to the Association; given the crucialimportance of training, assurances were obtained that Government's annualreport to IDA would include a section on the progress of the on-the-jobtraining program.

4.04 . Specific Project implementationprograms would be based on a detailed annual work plan. This plan would beprepared by the Project manager and his staff each year; it would be finalized

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during October, i.e. three months prior to the commencement of each fiscalyear. Targets and financial provisions within each work plan would beprojected twice a year. The plan would be reviewed with Project staff and theDirector of Agriculture during IDA supervision missions which should normallybe timed to coincide with the review. Assurances were received at negotia-tions that the work program for each year would be submitted to IDA for reviewbefore October 1 of each year, commencing in 1980.

4.05 The Project Manager would be responsible for coordinating the majoractivities under the Project. He would also be responsible for the finalpreparation of annual work plans, and the subsequent annual reporting ofProject achievements. The Island Coordinators would be responsible for theday-to-day management of the Project in accordance with the annual wDrkplans.

Management of Prolect Components

4.06 The RDC Program. This component would be run by the head of theRodent Control Service. He would report directly to the Project manager. Thehead of the Service, working through the three Island Coordinators, wouldprovide direction to field level Sector Specialists. The Sector Specialistswould have responsibility for Project implementation at the village andplantation level. Criteria for site selection would include density of palmstands, villagers' willingness to contribute copra for bait preparation and apredemoninance of smallholders. All copra collection, bait prepration andvillage distribution would be the responsibility of the Island Coordinators.Bait application would be the responsibility of the farmer who would receiveassistance from the Sector Specialists.

4.07 Breeding and Seedling Production. Breeding and seedling productionof CT-Sel and the CT x T would be carried out on each island by the IslandCoordinators under the guidance of the coconut improvement advisor. Productionof hybrid seedlings (MD x CT), which would not become available until thetenth year after the Project began, would be concentrated on MIheli (para.5.08). Working under the Island Coordinators would be (a) Enumerators whowould assist with the selection of the seed gardens, (b) Pollinators who wouldcarry out artificial pollination, and (c) Nursery Foremen who would be respon-sible for seedling production. By year four of the Project, when seedlingswould be produced on a large scale (see para. 6.10) the Island Coordinatorswould also supervise extension workers who would advise farmers on the bestmethods of planting new coconut trees in relation to the land use on theirfarms on each island. In year 3 of the Project, two 3.5 ton trucks, one forAnjouan and one for Grande Comore would be purchased for the distribution ofseedlings. The selection and breeding program would begin on Anjouan becausethe shortage of coconuts for local consumption is the most serious there. TheProgram would begin on Grande Comore and Moheli in year 2 of the Project.

4.08 Copra Processing and Marketing. The head of this component wouldreport directly to the Project manager. Kilns, drying areas and storagefacilities would be provided. The program would concentrate initially on

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Moheli where the potential for copra production is greatest, then move on toGrande Comore in Year 2 and finally, in Year 3, to Anjouan. Some previousattempts at furnishing copra kilns have failed because of a lack of cooperationbetween farmers at the village level and on occasion, a failure to workthrough local structures. Only villages which agree to participate in theconstruction program, and give all villagers who process copra access to thefacilities, would be included in the program. The Program head would assisteach village receiving new installations to decide on how to keep track ofcopra stored in the village store, how best to schedule the use of kilns anddrying areas and how to maintain the facilities. He would also help eachvillage draw up a plan which clearly sets out how the village intends tomanage its facilities. Assurances were received at negotiations that priorto agreeing to a village receiving new facilities, the Copra Processing andMarketing Officer would (i) together with the village elders draw up a planwhich clearly sets out how the villagers intend to manage their facilities and(ii) obtain appropriate assurances from the villagers that the village wouldparticipate in the construction program, partake in the maintenance of thefacilities and have access to the facilities according to a schedule drawn upby the elders.

4.09 Studies and Trials. This component would be the responsibility ofthe Project Manager; he would delegate responsibility for specific studies andsurveys to the heads of the rodent control and copra processing and marketingcomponents. Under the plant improvement component, surveys would be taken todetermine the best replanting methods and how best to phase the elimination ofold unproductive trees. Surveys and trials would be taken to determine yieldsin selected areas, effects of fertilizers and how best to further develop inter-cropping. Under the copra marketing and processing component, studies would bemade on harvesting and drying methods and the use of coconut by-products.Under the rodent control component, periodic trapping and damage surveys wouldbe conducted to evaluate the effectiveness and longevity of the rodent controlactivities. Damage surveys would be initiated prior to the beginning of thecontrol program to provide baseline data on areas to be treated. Studieswould be conducted every three to five years according to the World HealthOrganization's standards for resistance to anticoagulants to provide informa-tion on the possible development of drug resistance. Additional studies andtrials related to coconut production would be designed and carried out inaccordance with specific problems and needs identified during Project implemen-tation (para. 3.12). Assurances were obtained during negotiations thatterms of reference for the studies and trials would be submitted to IDA forapproval.

B. Project Implementation Schedule

4.10 The Project would be implemented over a five year period starting in1981. Tables 3 and 4 show a tentative Project implementation schedule.This was discussed during negotations. In order to facilitate Projectstart-up, prior to Credit effectiveness, the Project director and the heads ofthe Rodent Control and Copra Processing and Marketing components would receiveoverseas training at specialized institutions, the Island Coordinators and

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Sector Specialists would receive in-country training, and a vehicle, someoffices and housing would be provided. The rodent control advisor wasrecruited on April 30, 1980 and the coconut advisor has been identified andshould be recruited by mid-June, 1980. These preparatory activities andtechnical assistance would be financed under the Project Preparation Facility(para. 3.15).

C. Financing Arrangements

4.11 Because the Government may have difficulty in pre-financing expend-itures to be reimbursed under the IDA Credit, a pre-financing revolving fundof US$0.3 million, financed under the Project, would be established in anaccount which has been opened in a commercial bank for the purpose. IDA wouldreplenish the account from the credit amount upon receipt of evidence ofdisbursements from the revolving fund for allowable expenditures. Should anydisbursements be made from the revolving fund which are not acceptable to IDA,the Government would deposit the corresonding amount in the Project account.During negotiations agreement vas reached on terms and conditions for theoperation of this account.

D. Monitoring and Evaluation

4.12 The Comoros has not yet established a system for monitoring ofProject progress. Therefore the Project manager and the Director of Agri-culture, with assistance from the coconut and rodent control advisors and inconsultation with IDA, would establish a simple monitoring plan to providekey indicators of Project progress. These indicators would be kept underconstant review by supervision missions from IDA and the plan would beamended from time to time, if necessary. The main subjects of interest wouldinclude: the number of villages and the area involved in the rodent controlcomponent, the drop-out rate, if any; the number of seed gardens and ruralnurseries and their annual production and sales; new buildings and housing,the number of copra drying facilities in place, their management and villagers'attitudes to components financed under the Project. The Government wouldsubmit regular biannual and annual reports on the Project. Assurances tothis effect were obtained at negotiations.

Project Completion Report

4.13 The Government should prepare a completion report summarizingperformance under the Project and evaluating its successes and problems.This should be submitted to IDA not later than six months after the expectedclosing date (i.e. January 1987), and assurances to this effect were obtainedat negotiations.

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V. TECHNICAL AND PRODUCTION ASPECTS

Rodent Control

5.01 Species. Results of the appraisal mission's trapping effortsindicate there are a minimum of three species of rodents in the Comoros and ofthese, only one, a subspecies of Rattus rattus, appears responsible for themajority, if not all, of the coconut losses. Specimens were captured on eachof the three islands and were found to be the most common rodent residingwithin the palm plantations. Though the species was also captured in thevillages, it was not dominant there. Rattus rattus are basically arborealand, in the plantations, spend much of their time in the palm crowns.

5.02 Rodenticides. An anticoagulant such as coumachlor would be theactive ingredient in the bait. This is consistent with the World Bank guide-lines for the use of rodenticides. Coumachlor is a relatively inexpensiverodenticide that has a long history of effective and safe usage and it isreadily available as a bait additive from several sources. In this form, thechemical can be mixed directly with a bait carrier (copra) at a ratio of 1:39to produce a bait having the desired 0.025% active ingredient content. Exclud-ing contingencies and technical assistance, it has been calculated that theaverage production cost would be about FCFA 84 per kg of prepared bait at 1980prices. Farmers would contribute about 50% of this in the form of copra.

5.03 There are risks associated with the use of pesticides, but the anti-coagulants are considered the least hazardous of all available rodenticides.Coumachlor is considered only slightly toxic to animals when taken in asingle dose. Related materials have been used with success in rodent controlprograms around the world. To be effective, they require repeated intakeover a period of several days. The hazard to human beings associated withplantation baiting is almost nil (para 3.04).

5.04 It has been demonstrated in urban control programs that after adecade or more of continued exposure to anticoagulant baits, the Norway ratexhibit an increasing tolerance to anticoagulant drugs. Genetic resistancehas been demonstrated in the United States and in Europe. It is possiblethat a greater tolerance for a specific anticoagulant will develop in rodentpopulations of the Comoros after continued exposure over a period of years.The time required for drug resistance to develop in a rural tropical environ-ment with a different species of rodent is an unknown factor but one whichwill be monitored closely (para. 4.09).

5.05 Baiting. The amount of bait required for the village level campaign,phase I, would vary with the density of the rodent population and availabilityof other sources of food (para 3.04). However, bait should be made available atdaily intervals until consumption stops. This could continue for a week oreven longer during the first baiting. The time interval between campaigns woulddepend upon the degree of control achieved and the tolerance levels of villagers.The plantation campaign, phase II, would require baiting the crowns of the

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palms. Rodents in the plantations spend some time on the ground but thecrowns are their preferred habitat. Trials and evaluation would determinethe optimum amounts and frequency of baiting (para 3.13). Experience gainedin the Phillippines indicates that monthly intervals are appropriate. Theamount of bait per package (amount to treat one tree) would initially be setat 150 grams for treatment of plantations with heavy damage. Treating 20 to25 trees per hectare should be adequate (about every third or fourth tree)but even this interval might be increased after the first application.

5.06 In the Phillipines the bait is sealed in small plastic bags andthis practice would be promoted under the proposed Project. The bags would beplaced into the crowns of moderately high trees from ground level with theaid of bamboo or telescopic aluminum poles. For crowns beyond reach, climbingthe trees would be necessary. Another application technique to be evaluatedwould be propelling the bait packages into the crowns by means of speciallydesigned slingshots.

Breeding Program

5.07 A 12 year breeding program is proposed which would produce seedlingssufficient to replace 70% of the existing palm trees and increase the densityof the stands. The breeding program aims to produce high-yielding plantingmaterial, well adapted to the different ecological conditions prevailing inthe Comoros. The breeding and selection techniques, though as yet untried inthe Comoros, have been widely tested and have given good results in othercountries, among them Madagascar, Sri Lanka, the Philippines, and the IvoryCoast. The program would produce three genetic palm types: one for the lessfavorable palm-growing areas with stony soils and/or dry weather conditions, asecond for areas with favorable ecological conditions where palms are grownand interplanted with other tree crops and a third for areas with favorableecological conditions where palms are grown or could be grown in pure stands.

5.08 Seed Gardens. The program for the less favorable areas wouldconsist of selection of good palms among the native tall palm population,Selected Comorian Tall or CT-Sel. This requires the establishment of seedgardens in good palm plantations and selection on the basis of yields and ageof about 15 of the best palms per hectare. These trees would be well main-tained and systematic rodent control would be carried out. It is expectedthat these palms would yield an average of 75 nuts per palm. The seed nutswould be bought at a premium price from the owner of the palms to ineure thatthe nuts were not used for other purposes. The nuts would be planted inProject nurseries where they would remain for one year at the end of which aselection would be made and vigorous seedlings would be distributed to farmers.It is estimated that about 50% of nursery seedlings would be rejected.

5.09 The program for high potential areas with intercropping wouldconsist of pollinating selected local tall palms (CT Sel) with pollen fromtall palms (T) from outside the island with proven high yield potential suchas the West African Tall. For these crosses, CT-Sel seed gardens would beestablished as described above and selected palms artificially pollinated.The resulting seed will be a CT-Sel x T cross. Artificial pollination isnormally less efficient than open pollination and it is expected that theselected palms would yield only 45 seeds per year. It is estimated that 40%

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would be rejected at the nursery and the remainder distributed. The plantings

from crosses of Comorian Talls with West African Talls have already performed

successfully in neighboring Madagascar. The variety of tall material to beintroduced would be decided during Project implementation.

5.10 The production of Tall x Dwarf hybrids is foreseen for high potentialareas where pure stands are or could be grown. Malaysian Dwarf seed nuts

(MD) or other dwarf varieties would be imported, probably from the Ivory Coast

and interplanted in CT-Sel seed gardens in which 47 of the best CT palms would

be retained. When after six to eight years, the MD palms begin to bear, themale inflorescences would be removed before they matured and the MD would benaturally (open) pollinated by the surrounding CT palms. The result would bea MD x CT seed nut. It is assumed that MD palms would begin producing MD x CTnuts six years after planting and yield assumptions per tree are 10 in year six,30 in year seven, 50 in year eight and 72 from year nine on. The 15 ha MD xCT seed gardens are planned for Moheli as it is here that land is most readily

available and therefore that pure stands are most appropriate. The land

selected for the MD x CT seed gardens must be bought by the Government because

no planter would forego the loss in production and the Government must have

long-term control over the land as seed production of MD x CT seedlings would

only start six years after the first MD seedling was planted. Governmentacquisition of 15 ha on Moheli for seed gardens would be a condition ofdisbursement for this component.

5.11 Planting Schedule. The establishment schedule for seed gardens andnurseries by island and variety and number of seedlings to be distributed

during the Project period is indicated below:

Project Year1 2 3 4 5 Total

SEED GARDENS --------------ha---------------

Moheli:CT Sel - 34 16 - - 50CT x T - - 7 18 - 25MD x CT - 5 5 5 - 15

Anjouan:CT Sel 34 16 - - - 50CT x T - 13 12 - - 25

Grande Comore:CT Sel - 17 17 34 32 100CT x T - - 8 9 33 50

Total 315

Nurseries:Moheli - 2.5 2.3 - - 4.8Anjouan 2.3 2.4 - - - 4.7

Grande Comore - 2.7 - 2.8 3.9 9.4Total 18.9

Seedling Distribution: ------ '000----------------CT-Sel 0 19 56 75 94 244CT x T 0 0 6 18 30 54

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All seed gardens and nurseries would be established during the Project period.MD x CT seed gardens would start bearing in Project year 8 and the seed nutsvould be accommodated in the nurseries planned for Moheli. Over the 12 yearperiod of the breeding progra. it is estimated that the folloving number ofseedlings would be produced:

CT Sel CTxT MDxCT Total-------- '000 seedlings --------…

Moheli 270 93 192 555

Anjouan 300 112 - 412

Grande Comore 460 170 - 630

Total 1,597

Production Costs

5.12 (a) Establishment costs for seed gardens and nurseries for thefive-year period can be summarized as follows:

Year1 2 3 4 5 Total

-us$ -_________

Moheli - 13,770 12,040 10,660 9,260 45,730

Anjouan 13,240 7,320 21,560 3,260 - 45,380

Grande Comore - 5,150 24,710 12,170 21,980 64,010

Total 13,240 26,240 58,310 26,090 31,240 155,120 1/

(b) Operating costs for the five-year period of the Project canbe summarized as follows:

1 2 3 4 5 Total--- s-----------------------U$----------------------------

Moheli 1,670 24,200 41,720 57,720 59,120 184,430

Anjouan 20,970 43,030 62,870 73,300 71,240 271,410

Grande Comore 3,350 21,290 59,000 94,640 147,400 325,680

Total 25,990 88,520 163,590 225,660 277,760 781,520

1/ Investment costs per seedling program would amount to FCFA 20.9 orabout $0.10/nut.

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Operating costs for Anjouan and Grande Comore would remain constant fromyear 5 to year 12. For Moheli they would be the same from year 5 to year 8and then would increase by an average of US$20,000/year over years 9-12 whichrepresents operating costs of the MD x CT nurseries.

(c) Total production costs (Establishment costs plus operatingcosts) per seedling which vary according to the variety are given below:

CT Sel CT x T MD x CT----- --- -US$…

Establishment 0.10 0.10 0.10Operating costs

Seed gardens 0.19 0.38 0.03 1/Nurseries 0.60 0.50 0.45

Total 0.89 0.98 0.58

1/ Seed production costs for MDxCT are low as the nurseries would be locatednear the stands where the palm will grow.

Producer Benefits

5.13 Rodent Control Program. This component would benefit up to 6,500families, 3,400 on Moheli and 1,550 each on Anjouan and Grand Comore. Farmerbenefits would depend on the size of their plantations. At the current priceof 10 FCFA per nut, the gross annual income of an owner of 55 palms owning 1.3ha after subtracting subsistence nut requirements, would be 14,220 FCFA(US$66) without rodent control and 26,460 FCFA (US$123) with rodent control.Net incremental income after deduction for the cost of copra that farmers wouldcontribute for the bait 1/ would be 10,800 FCFA or about US$50 which, givenestimated rural family farm income of US$100.00 per annum, is significant.

5.14 Plant Improvement. Approximately 20,000 families, most of them aresmall farmers, would benefit from the 12 year breeding program the first fiveyears of which would be financed under the Project. This program wouldgradually rejuvenate old palm stands, replacing them with younger and morevigorous material and higher yielding palms and ensure that farmers continueto produce a sufficient quantity of nuts to satisfy local consumption demand(para. 7.02). Incremental nut production would be expected to go from 300,000in 1990 to 31 million by the year 2010 (para. 7.03 and Table 7). Without theProject, deficits for local consumption of about a million nuts per year would

begin occurring in 1986. It is estimated that these deficits would grow byabout five million nuts every five years up to 2006 when they would reach 19million nuts a year.

5.15 Copra Processing and Marketing. This component could benefit up to6,000 families. An unknown quantity of copra is currently wasted as itis either burned while drying or not sufficiently dried and deteriorates

1/ Estimated at 2 kg/ha/month or 2 x 60 FCFA x 12 months = 1,440 FCFA.

v 3v

later. The amount of copra saved is difficult to quantify but as an order of

magnitude, losses would be reduced from 7% to 3%. In addition, the farmerswould benefit from plans to introduce a premium price for sun-dried copra.

VI. GOVERNMENT BENEFITS

6.01 Costs of Project investments would only be partially recovereddirectly from beneficiaries. In undertaking the plant rehabilitation com-ponent, the Government would, in effect, be committed to a 12-year develop-ment program that would not begin to yield financial or other benefits untilabout 15 years after the Project began. Operating costs of the seed gardensand nurseries following the Project period would be the responsibility ofGovernment although external financing might be available to cover some ofthese costs. Annual operating costs at the end of the Project period (1980

prices) are estimated at about US$290,000 a year. It is expected thatinitially a small part of the cost of the seed garden and nursery programwould be recovered from farmers through the payment of a seedling fçe.Assurances were received at negotiations that seedlings would be di9tributedto farmers for a amall fee not to exceed 50% of production costs whiçh would

be determined by Government by June 30, 1981. This charge would enablemanagement to keep better track of who receives the seedlings and woulddiscourage the "gift syndrome." Not charging the full seedling cost is

reasonable in these circumstances because it would take many years before newplantings begin to bear fruit and growers contribution in the form of labor,

prior to the first harvest, would be substantial. The rodent control com-ponent would achieve full benefits by year 5 of the Project. Under this

component, farmers would contribute the bait carrier (in most cases corpra)whose monetary value equals about half of the total cost of the prepared bait.

They would also contribute the labor to place the bait in the tree crowns.

Additional charges would not be made during the first three years of theProject program as it would seem counter-productive to start charging the full

cost of the Rodent Control Program to beneficiaries before control techniques

were fully tested and advantages widely demonstrated and accepted by growers.

Future charges would be determined during Project implementation. The cost ofmaintaining the rodent control program after the Project period (1980 prices)is estimated at US$230,000/year. Part of this cost could be recovered from

duty received from the export of copra (para 2.11). Assurances were received

at negotiations that the Government would consult annually with theAssociation on proposed policies for cost recovery from Project investmentsincluding taxes on copra exports and user fees for copra drying facilities.Table 5 shows a tentative Government cash flow.

VII. MARKETS AND PRICES

7.01 Fresh Nuts and Copra. Fresh nuts are freely traded in the Comoros

and their price is determined by supply and demand (para. 2.10). Nuts remain-ing after local consumption needs have been met are transformed into copra for

export. Because of its geographical location and commercial links that havebeen built up over the years, the Comoros are the primary supplier of copra to

Madagascar, whose yearly consumption of copra (3,000 tons) exceeds the Comoros'

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supply. Copra, like fresh nuts, is freely traded in the Comoros and competi-tion between the traders for the available copra currently assures a fairprice to the producer (para 2.11). Traders are presently exploring thepossibility of exporting sun-dried copra to Asia and the African Continent,and this should further stimulate buying as well as maintain rcasonableproducer prices. In order to insure against world price fluctuations, theGovernment is currently considering the establishment of a National PriceStabilization Fund to cover copra as well as the other principal cash crops,vanilla, cloves and ylang-ylang. The Government intends to have the Fundoperational by June, 1981 (para 2.12). Assurances were received at negotia-tion that Government would (a) reactivate the stabilization fund for Copra andestablish a mechanism for setting a floor price to the producer by June 1,1981, and (b) agree to consult annually with the Association on the structureof the Stabilization Fund and on the pricing structure for copra.

7.02 Rural Nurseries. Previous experience in the Comoros suggests thatfarmers would be keen to plant seedlings and it is expected that the productionfrom rural nurseries would be readily accepted and utilized by farmers. Theseedling charge would be worked out during Project implementation (para 6.01).

VIII. BENEFITS AND JUSTIFICATION

8.01 Benefits resulting directly from Project investments would consistof increased production of fresh nuts for both local consumption and fortransformation into copra for export. Given local consumption patterns andprojected population increases (see Table 6), if there were no organizedeffort to rejuvenate the existing coconut stand, deficits for local con-sumption of about a million nuts a year would occur by 1986. These annualdeficits would increase to about 6.4 million by 1990, 12.5 million by 1995, 17million by the year 2000 and level off at 19 million by 2006 when it isassumed that population growth will stabilize. The coconut presently providesan estimated 27% of annual protein intake per inhabitant. In addition, itprovides oil and fuel for cooking and the coconut palm provides wood andthatching material for building. Deficits of the proportions indicated abovewould mean that food, oil and building material would all have to be importedto substitute for products provided by the coconut palm, all at considerablecost to the Comorian economy. The coconut rehabilitation component togetherwith the rodent control program should ensure that there would be sufficientquantities of nuts for local consumption and a surplus for the export ofcopra. The coconut rehabilitation component, after allowances for rodentdamage, should result in an estimated annual incremental production of 0.3million nuts in 1990, 8.2 million in 1995, 27.0 million in year 2000 and 31.0million in year 2010. During the Project period all incremental nut productionwould be transformed into copra. Export earnings from the sale of incrementalcopra at the end of the Project period would be about US$700,000 per year in1979 constant prices and would increase to about US$1.8 million 10 years laterwhen the planting program neared full production. From year 1986-1990 incre-mental production used for local consumption is estimated to go from 10% to 66%as a result of population growth and it is estimated to remain at 66% through

- 39 -

1997. After 1997, when many of the seedlings from the replanting programwould be nearing full production, about one half of the incremental productionwould be used for local consumption and one half for copra. These benefitsreflect only the direct production increases and should thus be considereda conservative estimate of likely benefits. Additional benefits which aredifficult to quantify include, for the rodent control component: improvedhealth standards and reduced losses of stored food crops, particularly riceand cassava; for the copra processing and marketing component, the improve-ment in copra quality and the introduction of a grading system which wouldseparate sun-dried from kiln-dried copra and should lead to higher prices; forthe plant improvement component, an increase in coconut shells which are usedfor fuel in cooking and coconut tree trunks and palms which are used asbuilding materials. In addition to these agricultural and health benefits, theProject would assist the development of basic agricultural services and improveplanning, implementation of development schemes and services to farmers. Thedevelopment of local institutions and training of staff and farmers wouldaffect future agricultural activities in the Comores.

8.02 The economic rate of return from directly productive elements ofthe Project is estimated at 13.9% over 30 years. This reflects the long termgestation period for new plantings. While this rate of return is somewhatlow, alternative investment opportunities are limited in the Comoros at thisstage and rehabilitation of the coconut stands is essential to the well-beingof all Comorians. All Project costs which relate directly to expectedincreases in production vere included in the analysis. The full cost of therodent control advisor and the coconut advisor were included along with 10% ofthe cost of the financial advisor. The cost of unskilled labor, includingfarm labor, was evaluated at its actual cost which reflects prevailing marketcosts of labor. The Comorian Franc is freely convertible into the FrenchFranc and was evaluated at the prevailing market rate. Prices used in cal-culation of benefits vere those prevailing in June 1980. The rate of returnwas tested for sensitivity. If costs increased by 10% the rate of returnwould be reduced to 12.3%. If benefits were reduced by 10% the rate of returnwould be reduced to 12.1%. If benefits were to be delayed by one year, therate of return would be reduced to 12.0%. The switching values for theProject, using an opportunity cost of capital of 10%, are as follows: 11.4%for the benefits and 12.4% for the costs.

8.03 Separate rates of return were calculated for the rodent controlcomponent and the coconut rehabilitation and copra processing and marketingcomponents. The rate of return for the rodent control component was 33.3%.If benefits were delayed by one year the rate of return would be 23.0%.The rate of return for the coconut rehabilitation and copra processing andmarketing component was 10.0% and if the benefits were delayed by one year,9.3%. For the purpose of the economic analysis, local nuts for consumptionwere valued at the export parity price. To the extent that the alternative tothe Project for the Comoros is to import substitute products by 1987, theeconomic rate of return calculation should be regarded as conservative.Economie rate of return calculations are summarized in Table 6.

8.04 The Project could encounter significant problems during implementa-tion as it would be IDA's first agricultural Project in the Comoros, theMinistry of Production is not familiar with IDA's procedures and Govern-ment services are just beginning to resume operations after almost two years

- 40 -

of social experiments during which most of the Government civil servants

were dismissed (para. 1.16). In addition, the new constitution is federaland the administrative responsibilities of the federating units, the island,have not yet been clearly worked out. Some coordination difficulties couldevolve between the Central Government and the Island Governments which couldalso delay Project implementation. The risks are somewhat mitigated by thesimplicity of the Project and its minimum reliance on Government's nascentadministrative services. Moreover, it is expected that the Project would beclosely supervised, further attenuating the risk of implementation diffi-culties. There is a risk that yields would be lower than expected but theseed production program proposed under the Project has been carried outsuccessfully in neighbouring Madagascar where conditions are similar andyields there have been satisfactory. Another important risk is thatfarmers' initial enthusiasm for the rodent control program would wear offafter the first year and it would be particularly important that the teamworking on this component continue to ensure farmer involvement in Projectimplementation and adequate support from local island officials. Price-relatedrisks should be minimal as the prices forecast for copra through 1990 aresteady. Although the Project promises to present some difficulties, its shortterm impact on quantities of copra available for export and long term impacton one of the archipelago's most precious assets, the coconut palm, faroutweigh these difficulties.

Employment and Ic ome Distribution

8.05 An estimated 20,000 farm families would be expected to benefitfrom the plant rehabilitation component and 6,500 of these from the rodentcontrol component Project. Most of these families would be from the lowestincome category. A limited number of new jobs would be created throughthe Project's construction activities as well as additions to Governmentservices and agencies.

IX. SUMMARY 0F AGREEMENTS REACHED ON LOAN CONDITIONS

9.01 During negotiations, assurances were obtained on the followingissues:

(a) that the Financial and Administrative Unit (FAU) under thedirection of a unit chief, would be maintained (para 3.12);

(b) Procurement arrangements for the Project (para. 3.17);

(c) That all expenditures would be in accordance with annual workplans (paras. 3.18 and 4.04);

(d) That satisfactory accounts would be maintained by each IslandCoordinator and consolidated accounts by the Project accountantand that the accounts would be audited by external auditorsacceptable to IDA and the auditor's reports forwarded not laterthan six months after the end of the financial year to which they

relate (para. 3.19);

- 41 -

(e) That for purposes of Project implementation, Government wouldmaintain the Coconut and Copra Production Service within theMinistry of Production along with the key Project posts (para.4.01);

(f) That the Government would submit qualifications, experienceand terms and conditions of employment of expatriate personnelto the Association for approval (para. 4.02);

(g) That the Government would consult with the Association onqualifications and on the subsequent appointment of the Projectmanager, the Head of the Rodent Control Program, the Head of theCopra Processing and Marketing Service, the Project Accountant, thethree Island Coordinators and the head of the FAU (para. 4.02);

(h) That Government's annual report to the Association would includea section on the progress of the on-the-job training program(para. 4.03);

(i) That the work plan for each year would be submitted to IDA forreview before October 1 of each year commencing in 1980 (para.4.04);

(j) That prior to agreeing to a village's receiving new facilities, theCopra Processing and Marketing Officer would (i) together withthe village elders, draw up a plan which clearly sets out howthe villagers intend to manage their facilities and (ii) obtainassurances from the village elders that the village would participatein the construction program, share the maintenance of the facilitiesand have access to the facilities according to a schedule drawn upby the elders (para 4.08);

(k) That all terms of reference for studies and trials would be submittedto IDA for approval (para. 4.09);

(1) That the Government would submit regular half-yearly and annualreports to IDA on the Project (para. 4.12);

(m) That the Government would prepare a completion report and submitit to IDA not later than six months following the closing date(para. 4.13); and

(n) That seedlings would be distributed to farmers for a small fee notto exceed 50% of production costs to be determined by Government

by June 30, 1981 (para. 6.01);

(o) That Government would (i) reactivate the stabilization fundfor copra and establish a mechanism for setting a floor priceto producers by June, 1981 and (ii) agree to consult annuallywith the Association on the structure of the stabilization fund andits management and on the pricing structure for copra (para 7.01).

- 42 -

(p) That Government would consult annually with the Association onproposed policies for cost recovery from Project investmentsincluding taxes on copra exports and user fees for copra dryingfacilities.

9.02 It would be a condition of disbursement for the costs associatedwith the CTxMD seed gardens that Government had acquired the 15 ha seed gardenrequired for the seeds (para. 5.10).

9.03 Subject to the above assurances, the proposed Project would besuitable for an IDA Credit of US$5.2 million to the Government of the Comoroson standard IDA terms.

May 5, 1980

- 63 -

COCAONT SEIEJLSTATOIS ANT 6000071 00Bel0 £00101 P8TEC7708 MIL0SITATIOCEU M Cm9TER658 Si OR uT CCUO Ilas R(90T09S

7CA '000

A_ta AT-a I A-o 2 Aut. 3 A-t.. 4 Aluse 5 LM. 0-5 %0505100 C00IPCSIC CPOT ANTI0 DS PROJLT

1. PROJIOT MATOACTILO & AD51015794T000 t CR57009 OC DUR0757

A. CAPITAL OITRSTM5T2 00650 6~~~~~~~~~~~~~~~~~~~. MATU D0I0 ETTS0ISCEO

Grand. Cussure 26 150~~~~~~~~~~~il 400 I900 29 450 94Ceoe otrAnjouen ~~~~~~~~~~~ ~~~~~~26 150 400 I900 29 450 SAAjoe

Kuhaît ~~~~~~~~~~~~36 950 3 700 40 650 84 Surah

Sut.Totaî ~~~~~~~ ~~36 950 94 600 4 500 12 300 149 350 84 OJo-.Tota1

3. OCUMATISG OST57EO 79i0 OuPTRATLIM

Oaadquee7a2129 98075 t9875 9 875 t 009 9 809 56 372 34 OtageGrande Co.orr ~~~~ ~~~~~558 S290 7 099 10 5101 Il 523 157203 55 303 33 Oad oer

tJue 550 6 438 7 330 10 563 li 363 10 363 49 623 34 A.]tatioholo o 210 6 700 8 900 O 0~~~~~~~~a08 1008 u60 0 5 0 3Sl

tub-Total ~~~~~~~ ~~~10 417 20 319 35 019 41 669 42 03 48 503 209 070 93tu-oa

SuC-Toto) I 1440) ~~~~~~47 407 102 019 31 119 46 169 61 303 48 503 358 400 54 tu-oa 44

2. 005090000194 CUONTTOO 2. Ulm72 CnTE ILs tAmanst

A- CArtiAL. IMtSfSTN CuTIS o. FRAIS DCINV0STISOSESST

Oaadqoa-ar 2I - - - 215 90StgGrade Coriro- 904 - 151 - 105 90 God oar

Aujouar - ~~~~ ~ ~ ~~~~ ~ ~ ~ ~~~~904 - 151 -- 1 055 90 AujouaSeohea t 9~~ ~ ~~~~ ~ ~ ~~~04 50 - -2 1 206 90ahaît

Sub-TotI.1A 1119 0010 302 3-5551 90 tot-T-tAl

B. O9RRATI2I0090 S. - FIt DOPERATIltS

Heedqoartere - ~~~~ ~~~~ ~~~~ ~~~125 125 125 125 125 6250 Il SanSG_ra~UdaCn- - 92 2596 4 350 -428 5672 18 948 46, Graude CuorA j-ua - 004 2707 43501 5429 5072 09 221 4 ua

jeobaîl ~ ~ ~ ~ ~ ~ ~~~~~~~~8 2LO0 0720 8603 l 1584 00193~ 3994 49 Ohe

tub-Tonal t 52 4701 Il 190 17 430 21 565 22 660 77 640 47 toaToaB

Su-oaI2 tAot 201 O 901 il 19 17 750 21 5Ot 20 660 St 171 49 oa-oa 2CLS

A. eSAzrmc CT A 741 F oAaTALOaETPrt

G-ad Cota- - 881 8 94 I 553 3 328 IlPrutra Cad Contr6r,~~~~~ouar - I~~~~~~~~ 330 859 - - - 2 09 45 A,"",a

- - 853~~~~.1 el5 - - 16678 43 .obeI

Snnd Cardrua:GrardeCoraono - - ~~~~ ~~~~ ~~~4 09 615 1000 1635 367 14 2r1aenoaetadCerA.j-ra ai91 755 280 - - 1 839 Il ArjuaM.hîli - I409 I 763 C 943 1 790 6 405 40Sirî

treoda boom - - ~~~~ ~~~~~~ ~~~ ~~000 4 706 350 1 950 68 0'O0Ohoor.tareCsr

Aujut- 730 - C 550 700 - S 750 9 norehal1- 700 - 350 700 t 750 90 aohrli

got-Toacî 4 - O 548~~~~~~~~~~~~El O11 I 10 57 259 6Il 02 l5 399 90 toe Arl

t. 07004296 C00Tt t. PMAIt D oPtnoTaoe

5aro~ Grand Cntr.. I 252 S 995 I 076 13 582 25 3 5t Paplulerea Grode . orAujoa - 109 0304 4 452 1464 4464 17009 Il urJo-a

SSobelO - - ~~~~~ ~~~~~ ~~~~~~1187 3 467 1559 4559 13 772 Il mhoet

S.0 Cardans Grand C-tor -- 776 i 07C 1152 7 789 14 788 13 3ardinacntltaCCnrA.]....r 1 506 3O 16 390 S92 3892 16 400 16 A.]ta

afotaîl - ~ ~~~~~~ ~ ~~~~ ~~- I 556 752 2 992 3 892 12 092 67 Mthaî

Sub-TulaI 5 2 649 Il 293 20 541 28 035 35 178 100 696 44 toua-Total t

Sob-Toae1 3 AS 5 490 1l 019 33 070 32194 44 406 104 004 48 3oaTos (A.4)

4. COM& Jfl 4. TRAITSSSO 4 CC5IC10AI.SATIM8 DCCOR

A. M%01T52 C00T0 A. PlAttI9TTITtS0T9E5RK

Grand Cram - 2490 9050 1 705 - - 0095 59 Cr-tde Coa

ojora - O466 2 466 29-- 92 60 lujua96.l0 5466 2932 2 931 o00 - I05530 70 ISoal

Sub-Trul1 A 9 422 0300 4 635 I4060 20 357 66 ou-o Al

3. mÉmàxp~~~~~~~~G~~- 1200 2406 2 4040 1400 2400 10000 80- B. OA100OPRRAT0IOES

Sut-Tari1 4 16993 - TO 622 10 700 7 035 9400 2 400 57 157 70 toua-Total 4 7496)

5. TOOUIGAL 40T749C 18 393 43 617 39 507 22 550 Il 260 255 tOT 555 99 5. AtSIST"lE4 TECOSIOEE

6. !0flj AB'Dl00SI .. OD 04 - - - 62 457 - 64 507 63 I. Rr)nto DSTCuES

7. CCONTSAMOAUDIT - 4300 7150 2 150 1150 2150 12 900 58 7. TMODES CO00PESOT AUD IT

T-I86j1 7309 - 309 19 t. FCSl06TIC8

9. 5RT00180 & 0940d1490r00 ~ ~ ~ ~~~- IM 06 I000 1 90 I. 00 500 4 500 90O'0700 ?70030

TOTAL BASE PIOJRCT CO07 76 353 194 474 015 765 129 714 201 429 100 879 837 436 Il TOTAL 096TS CR027T toItAS

PYSTT5UA. C00OS52CTIE <a S726 29 072 17 764 19 457 30 044 19 032 129 914 29700E0S P-SSIQC0S 101

o 7000 Coeen3nC E*r (4) 4 515 33 405 31 623 I7 560 912 543 67 212 217 028 64 0071079 DES 7100 41

TOTAL C191rT80CT9S 10 201 40606 48 987 67 117 121 607 95 344 396 942 51 T7T04 1547079

TOTAL 75005T C0ST 66 634 257 0a0 164 774 156 631 206 223 206 223 1 234 576 61 TOTuL 09971S DUI PtRWT

j) Varbîrs oaplnsG le arde opot dOrera operaoîugooase 1/ [r toedederoulearuteeeofoouodarda

47 ~~~~~~~1960 1901 1902 j!t. )1980 1981 1980 1953-t5"

COcOS Mante 10.10. 97 o0 7' eraool 10.50 97 95 7`aqot~~~~ae 1 585 97 8 1s Ottre 05% 97 ' 7

Ca-i Cossas 125 107/ 002 S'Cua ona!7 107 L 007 100

tlt odAaerage 5.27 9.42 8.94 5.26 Moarrdtr57 940~ _804 6246mtia -au.d ebet Year I tegOs ilarar 1991 lIlaet.ppoaqel lalo.. eo-trn-

jaoar 981.

t) 7.37 se odCa pliratoa oonrgt -e rr Jou 1900 to Jef-CY 1985 'Stu 2079e -o Ia .. oo.o quealnde75 de jute 1900a8 roe 19t1

9.15 tc aa Car prî- toIORror ut to.la.o-aea tIn onC5alegoroseaead ,257 ou

Oaa deulsea. ~ ~ ~ ~ ~ 6

- 44 -Table 2/Tableau 2

COMOROS

COCONUT REHABILITATION AND PROJET DE REHABILITATION DE COCOTERAIESRODENT DAMAGE CONTROL PROJECT ET DE LUTTE CONTRE LES RONGEURSEstimated Disbursement Schedule Calendrier estimatif des decaissements

IDA Fiscal Year Cumulative Disbursement at Exercise etand Quarter end Quarter/Decaissements trimestre IDA

cumulatifs (US$ '000)

1980 IDA 1980

March 31, 31 marsJune 30 3/ 0 30 juinstbSeptember 30-° 130 30 septembreDecembre 31- 200 31 decembre /

1981 1981March 31 300 31 marsJune 30 600 30 juinSeptember 30 1,050 30 septembreDecember 31 1,500 31 septembre

1982 1982March 31 1,650 31 marsJune 30 1,800 30 juinSeptember 30 1,950 30 septembreDecember 31 2,200 31 decembre

1983 1983March 31 2,400 31 marsJune 30 2,600 30 juinSeptember 30 2,800 30 septembreDecember 31 3,000 31 decembre

1984 1984March 31 3,300 31 marsJune 30 3,700 30 juinSeptembre 30 4,100 30 septembreDecember 31 4,300 31 decembre

1985 1985March 31 4,500 31 marsJune 30 4,800 30 juinSeptember 30 3/ 5,000 30 septembreDecember 31 - 5,200 31 decembre 3/

1/ Funds for September and December 1980 will come from theProject Preparation Advance/Les fonds pour septembre et decembre 1980proviendraient de l'Avance pour la Preparation du Projet.

2/ Expected Date of Effectiveness, December 31, 1980/Date prevue pour entreeen vigueur, 31 decembre 1980.

3/ Expected date of Completion, June 30, 1986/Date prevue pour achevement duProjet, 30 juin 1986,Expected Closing Date, December 31, 1986/Date de Cloture, 31 decembre 1986.

May, 1980

- 45 Table 3 (a)

COMOROSCOCONUT REHABILITATION AND RODENT DAMAGE CONTROL PROJECT

Pre-Project Activities - Training1980

Coconut Rehabilitation Component

March April May June July August Sept. Oct. Nov. Dec.

Personnel tPort Bouet

Project Director Comoros Ivory Coast Como ros

Adviser 1' Comoros -

Head of the Copra Processing Port Bouet Comoresand Marketing Component

Enumerators12 to be trained on Anjouan

Equipment

1 Pickup (Grande Comore) 1

2 Motocycles (Anjouan) 2

Office Furniture 1 Set

Rodent Control Component

Personnel

Head of Component Comoros Philippines Moheli

Adviser Comoros Ph I ipines Moheli

Coordinator (Moheli) - - Moheli

Coordinator (Anjouan) - Moheli

Coordinator (G. Comore) Moheli

Section Chief (Moheli- Mo eli

Djandro)Technician Mo reli

Driver M heli

SecretarV - Mc heli

Sector Chief (Moheli North)

Sector Chief (Moheli South)

Equipment

Pickup (Moheli) 1

Motocycles 3

Office Furniture 2 sets

Typewriter 1

Supplies (Headquarters) 1

Supplies (Moheli) 1

Supplies (Sector Level) 1

BaitsMaterial Preparation Kit

Material ApplicationTRAINING

World Bank - 21320

COMOROSCOCONUT REHABILITATION AND RODENT DAMAGE CONTROL PROJECT

Project Implsmentaion Uicheduis

1980 1981 1982 1983 1984 1985 1986

Project Year 1 Negotiations

E ffectiveness 1 D : =<=

C,omjpletionI I I II IIIT,IClosing

PORJECT STAFFING AND MANAGEMENT

- Slection and Equipment of Expatriate

Personnel

-Rodent Control Adviser

-Coconut Adviser

-Financial Adviser

- National Personnel

RODENT CONTROL COMPONENT

-Moheli --

-Anjouan - - - - - - ,

-Grande Comore - -.- s -

COCONUT REHARI LITATION COMPONENT _

-Moheli CT-.SEL...... - ......

MSO x CT C x f ..........

-Anjouan CT-SEL .. x....|... . .. :.

Grande Comore CT-SEL _ - _ - I

NURSERIES CT jT..,.

-Moheli i.... ........

- Anjouan -r- ,--...,............

HOUSING AND BUILDINGS %

- Grande Comore 80 110 ao _________ 1 0l

Mohel| 100I

VEHICLES AND EQUIPMENT 45 55

TRAJNING ,- - -- - - -- - -

STUDIES AND TRIALS I -| - - I - -t

il Solid lire indicates establishment period

............ ------............. Broken line indicates nunning period World Bank-21318

C O 1 0 R 0 S

COCGNIT RERASiLITATION AND RODENT DMA.GE CONTIOL PROJECT

PROJET DE RERA8.IITATTOR DES COOTER41ES ET DE LtrE ONTRE LES RONGEURS

over,.ent Pro ieot-Relat.d Ce,h FIo--

(FCFA illion)

Years ° I 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Source sE Fonde

ID& Cradit 2/ 63 220.0 123.0 136.0 220.0 120.0 - -

Sale of 2edîlng .01 .02 .02 .03 .1 .1 .1 .1 .1 .1

EDPort Tax - Copra 3/ 1.8 5.2 85.0 11.0 11.0 10.0 9.0 7.0 6.0 4.0 3.0 3.0 3.0 4.0 6.0 10.0 14.0 20.0 23.0 23.0 23.0 23.0 23.0 23.0 24,0

Total Services 63 221.8 128.2 145.0 231;0 131.0 10.0 9.1 7.1 6.1 4.1 3.1 3.1 3.0 4.0 6.0 10.0 14.0 20.0 23.0 23.0 23.0 23.0 23.0 23.0 24.0

Use of Fonda

Rodént Contol 37 75 29 43 49 44 43 49 41 41 41 41 49 41 41 41 49 41 41 41 49 41 41 41 49 41

plant I»p=ovsnt 8 24 50 50 62 72 65 63 72 65 65 65 2 1 l i 21 7 iCoconut Services- - il 12 17 il il 12 il il17 1 12 17 1

Coprà Procaneing & llktn. 7 .8 .6 .5 .5Projeot Adm1intratiom .2 77 13.4 13 31 13TechnicaI Aaeiste.e 220 48 44 24 18 .3Stodia. *nd Triasa 2.3 2.3 2.3 2.3 75 -

IDA Credit Service dhargeIed Rep y_not 1.7 3.4 5.1 6.8 8.6 8.6 8.6 8.6 8.6 8.6 20 19.7 19.5 19 18.5 18 17.5 17 16.5 16 41.8 41 41 40 40

63 219 120.7 138 223 119

Annwl Sorpîna/Deficit O 1 7.5 7 8 12 (124) (125) (124) (126) (121) (135) (128) (69) (67) (65) (78) <59) (59) (70) <70) (71) <83) <68)

Go,t. F-nd. Required forprojeot apleae-tation 4/ 7 7 7

Yeare 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

Source of Fonde

IDA CreditSale of Seedlicgs 2/S.,ortT -Co,ot 24 24 24 24 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25

Total Sourcs 24 24 24 24 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25

u.e of Fo4 11

Rodent Control 41 41 41 49 41 41 41 49 41 41 41 49 41 41 41 49 41 41 41 49 41 41

Pat zpror_ent 11 12 17 il il 12 17 il il 12 il il 12 17 il Il 12 17 il il 12 17 il il 12Ctopra presig *d Y9tng. - - - -

proMjet Ad inietratinoTe.haical AnsieteceSt.di.e & Trial-

IDA Credit Service. Chargeàad RtpaYnt 40 40 40 39 39 39 39 39 39 38 38 38 38 37 37 37 37 37 36 36 36 35 35 35 34

A-ml SBrp"In/Deficit (68) (69) (82) (67) (66) (67) (80) (66) (66) (66) (73) (65) (66) (71) (72) (64) (65) (65) (71) (63) (64) (68) (70) (62) (62)

Glet. Fonde reqoirsd forProjeot itl.e tatincdon 4/-

1/ 1980 constant prisa.2/ FIrst 6 yars at 10S; follo gina 6 yeare et 50%.3/ Equivelent to 6,600 EtFA/toc.4/ Rough etiates of Goverent contribution during projact

period (1980 prie..) exclodi.g IDA Credit service charge.

Janwry 1980

4000907 RERU ILS39719 AND01 RODENT D0MAE CO 00 ONULPROJECTPROJET DE REHABILITATI

0N DE CUCOTURAIES ET DE LUTTE CONTRE LES RONGEURS

Coit S.ma-"

Si-r 1980 1981 1902 1983 1984, 1985 1986 1987 1900 1909 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

P-oJ-cty-a O 1 2 3 4 S 6 7 6 9 lu1 il 12 13 14 45 16 17 10 19 20 21 22 23 24 25 26 27 28 29 30

Rodent ControiRHi-dqeerners 11.5 43.6 24.2 6.4 10.1 6.3 2.4 7.8 - - 2.4 0,0 - - 2.4 7.0 - 2.4 7.8 - - 2.4 7.8 2.4 7.8 -FRi1d 25.2 51.1 22.6 33.8 30.6 35.5 41.0 41.0 41.01 4U. 1.0 41.0 41.0 41.0 41 .U 4 U.O 41. U 41 .U 41.0 41.0 41 .0 41.0 4 U14U. 41.0 41U.0~ 4~ 41.0 41.0 41.0 41.U 41.0L1-bo .15 2.U 4.3 6.2 6.6 6.1 5.7 5.2 5.7 5.7 5.7 5.7 5.7 5.7 5.7 5.7 5.7 5.3. 5.7 5.7 5.7 5.7 5.7 5.7 5.7 5.7 5.7 5.7 5.7 5.7 5.7

S b-T.t.1 36.8 96.7 0. 46.4 55.3 47.9 46.7 49.1 54.5 46. 46. 49,U a4.5 46.7 46.7 49.1 54.5 46 .7 46.7 49.1 54.5 46.7 46.3 49.1 54.5 46.7 46.7 0,9.U 54.5 46.7 46.7RnnRd.d 320 97 10 46.0 55.0 480. 47.10 49.0 55.0 47.0 47.0 499.0 55.0 47.0 47.0 49.0 55.0 47.0 47.0 49.0 55.0 47.0 47.0 49.0 55.0 47.U 47.0 49.0 59.0 47.0 47.0

+155/. Phyn.anon. 42.0 110.0 50.0 52.0 63.0 55.0 54.0 56.0 63.0 54.0 54.0 56.0 63.0 54.0 54.0 56.0 63.0 54.0 54.8 56.0 63.0 54.0 54.0 56.0 63.0 54.0 54.0 56.0 63.0 54.0 54.0EqRci-UO US$'000 200 500 275 250 300 250 250 250 300 250 252 250 300 250 250 250 300 250 250 250 300 250 250 300 300 250 250 250 300 250i 210

C-eqo-rEt 14.3 54.9 26.9 26.4 17.- 7 0.1 1.2 6.2 - - 1.7 6.2 - - 1. 6.2 - - 1.2 6.2 - - 1.2 6.2 - - 1.2 6.2 - -

PORNO 6.6 151 3.9 5.4 5.7 4. . 110 11.0 110 110 110 11.0 1. 110 110 1.0 110 110 110 11.0 110 110 11. 1.0 1.0 110 4.0 1. 11.0 01.CoUePareig 4rkto 10.6 10.7 7.0 6.4 2.41-

SiRE .~~~~~~~~~~~~7 .7

SeRd &R-e Na-c--y 2.9 6.5 16.0 5.2 6.2 8.7 0.5 23 8.9 1.6 2.3 .9

lie fOi-it O o-ioLRNbi- .3 .3 .3 .3 .3 .3 .3

Se-d Ro-dm. & NPoc... y 5.2 19.0 35.0 47.0 58.0 32.0 32.0 32.0 32.0 32.0 32.0 32.0OUi-niti%- ... ti-(Sbo- il.nfoi-st 5 Pi-Ci-RL.bei- 23.0 23.0 23.0 23.0 2. 30 2.

NoN Tnt.1 20.9 88.5 66.7 90.5 82.0 75.9 75.0 69.0 75.0 75.0 68.0 70.0 73.0 11.0 11.0 12.2 13.2 09.0 Il. 1~2.2 17.2 Il. 11.01 122.-2 17.2 11.01 11.0 12.2 217. 11.8 11.0R ... ded 21.0 90 670 91.0 02.0 76.0 75.0 69.0 75.0 75. 68.0 70.U 73.0 11.0 11.0 12.2 17.2 1.0 110 10 7.0 110 110 2.0 17.0 U1U 1. 120170 11.0 11.0+ 157. P6ye. canot-g. 23.0 101.0 70.0 104.0 94.0 87.0 86.0 79.0 86.0 86.0 78.0 80.0 84.0 12.0 12.0 14.0 20.0 12.0 12.0 14.0 20.0 12.0 12.0 14.0 20.0 12.0 12.0 14.0O20.O 12.0 12.0

U9IO-1t Gi- us$ '000 100 SOU 350 475 425 40G 400 375 400 400 350 375 400 50 50 75 75 50 50 75 75.0 50 5U 75 75 50 5U 75 75 50 50

GRAUD TOTA6L (UCPA niGlli.n 65 211 136 156 157 542 140 135 149 140 132 136 147 66 66 7U 83 66 66 70 83 66 66 70 83 66 66 70 83 (68 66GRAN TOTAL (ER$'000> 300 1000 625 725 725 650 650 625 700 650 607 655 700 300 300 325 375 300 300 325 '375 300 300 325 375 300 300 375 375 380 300

C 0 M0 R000

COCONOT REIE800ITATION ANDO RODENT DARAGE EONTROL PROJEOTPROJET DE REHOILITATION DES aOXOTERÂIEE ET DE LOTTE CONTRE0 LES RONGEURSR

US$ '000

yent. 1981 1982 1993 1984 1985 1986 1907 1988 1989 1990 199D 1992 1993 1994 1995 1996 1997 1998 1999 DODO 2001 2002 2003 2004 2005 2006 2007 2088 2009 2010Drojeot oa- D 2 D 4 3 6 7 8 9 10 il 12 13 14 15 1 17 1 19 2 21 22 23 24 25 26 27 28 29 30

Il-nflEa - mOnt Co00rol *odEDEOnut Rahabilitation

-Tsof copra 275 000 1300 1650 1725 1575 1325 1100 85E 625 475 475 525 650 950 950 1475 2250 3050 3550 3475 3475 3550 3575 5650 3879 3700 3700 3750 3875'00 100 250 450 800 650 373 500 400 300 200 130 150 175 225 325 325 300 750 1000 1150 1175 1150 1175 1175 1225 1225 1225 1225 1250 1300

-Froah nus mt Iîna 1.0 2.3 3.5 3.0 8.5 7.0 9.0 10.0 11.3 12.3 14.0 14.5 15.5 16.5 17.5 DO 18 E9 19 19.5 19.5 19.5 19.5 19.5 19.5s 'ooo 60 130 200 300 400 423 575 600 700 750 030 900 1000 DODO 1030 3100 2200 1230 DD3O 1200 2200 1200 1200 1200 D200

Total 1-nrantnl Da...Eit. (0'E0O) EDO 750 450 tue OSE 633 630 600 800 600 575 725 773 925 1075 1175 1400 1730 2000 2200 2273 2230 2323 2325 2323 2425 2425 2425 2650 2500

B ... fit - Rodont Contro colo

T-Tn nE copra 275 800 1300 1630 1725 1575 1325 1100 850 575 473 100$ '000 100 250 450 801 650 635 650 600 600 200 125 25

-ForaI .t.nl 6.4 8.9 8.0 9.5 9.5 9.5 9.5 9.5 9.5 9.5 9.5 9.3 9.5 9.3 9.5 9.3 9.5 9.35 9.3 9.5 9.50<'O" 350 350 450 330 530 530 330 330 530 530 530 530 330 530 530 530 330 530 533 530 530

Befit. plant Dnountol,

P- rh outa (million.). o o o o o o o O O .4 1.5 3.2 5.8 8.7 12.5 16.8 21.7 26.9 32.4 30.4 43.5 48.1 53.5 57.9 60.2 65.8 68.6 70.8 72.4 73.5$ '00 50 100 250 245 395 545 645 870 1220 1470- 1670 1745 1720 1795 1795 1895 1895 1893 1890 1920 1970

C 0 MO0RE S

ENa)N0T RERADTLITATION ANS RODENT DAMAGE ODNTROL PROJEOTPRJET DE RRRAILITATION SES ESENTERIAIES ET DE LETTE CONTRE LES RONGEURS

U-onl Rate oR Retuen ANalysEs CostfSs...fit Naly-e du taux .de-tsblitseonnou,tqueus$ '000

1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2905 2086 2007 2000 2009

lOtols Projent

Ino -nalRetE. E 100 258 450 600 650 625 650 890 600 600 575 723 775 925 1075 1175 1400 1250 2000 22m 2275 2250 2325 237 2423 2&» Sas 2421, 225

Cnet. 300 1000 625 725 725 850 850 825 700 850 600 625 700 300 300 325 375 300 300 225 375 300 300 525 375 580 3100 315 375 300

Rodent Contro1

Enns ...ts efitte 0 100 250 450 800 850 825 65E 800 800 550 475 422 520 530 530 530 230 530 330 530 530 530 530 530 530 520 530 530 530

Comte 200 500 272 250 500 250 250 250 300 250 250 230 250 250 250 250 300 250 250 250 300 250 250 250 300 258 250 250 300 250

PlantIsnv t

Bnenta Rnfits 0 O O 0 0 0 O 0 O O 50 500 250 245 395 245 645 870 1220 1470 1870 1745 1720 1792 1795 1895 1895 1885 1895 1920Cnet. 10 500 320 425 425 400 400 275 400 400 350 375 450 50 20 75 72 30 50 75 75 50 50 72 75 50 50 75 75 '50

Total PtoJent/tot.1 du Projet Rodent Contro1 onlo/C.ntro1 d-srner slnn Con-teu Rehbablt.tsttt oly/Rhabilitstion des .. n oter-s i ulesn

Rate of Retoro 13.9%. Rate of Rntorn 33.3% Rats nE Retuen 10%Taon de -entabilit. Taux de -ntabilitt 5 Taus derentabilitt

Cnet Ine e107. 112.31 B-nflte Iarnsd 1 y-. 2 s eeft îgt%1ya Augisentation des... rote LOT 5 -nftt denles d'u so...n.et-nd B.enfl... deosies d'on ananrtard 95

.. nefitte lsggtd E yest 112.1%D..nefi..e denie d' un un su retard)

C O M O R OS

COCONOT RERL.TLITATION ANU RODETr DMA0GE CONTeOL 2ROJECTpROJET DE RNABIhSLITA1<3ON DES COCOTERAIEN ET DE LUOTTE CONTRE LES RONGEURS

in aillions of nutsme millions de noix

without Projeot With Project

o ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~13C -tà M. C 39 M -s£M g -§

e tX eu g8 gg à_ a,'> 8 s v c Ol g. u! !8 s ^ZgG2,oR8g "~~ 44 44 o rp° 5 5>5£0 j»°«Eg ° St Ut -- | nA. OL ba E £e

> mX ,sv z MO zTe 7'> >o. vQ < E2 2> <0 ^2 >g '>. 44 m"o 12s_ >t - > fl

1981 73.9 27.3 46.6 39.4 7.2 73.9 73.9 27.3 1.5 48.1 1. * 0 1.5 273 1.5 48.7 1.5 0 1.5 2731982 73.2 27.1 46.1 40.5 5.6 73.2 73.2 27.1 4.3 50.4 4.3 0 4.3 782 4,3 50.4 4.3 0 4.3 782

1983 72.4 26.8 45.6 41.7 3.9 72.4 72.4 26.8 7.1 52.7 7.t 0 7.1 1291 7.1 52.7 7.1 0 7.1 1291

1984 71.7 26.5 45.2 42.9 2.3 71.7 71.7 26.5 9.0 54.2 9.0 0 9.0 1636 9.0 54.2 9.0 0 9.0 16361955 71.0 26.3 44.7 44.1 0.6 71.0 71.0 26.3 9 54.2 9.5 O 9.5 1727 9.5 52.2 9.5 0 9.5 1727

19R6 70,3 26.0 V,4.3 45.2 (0.9) 70.3 70.3 25.0 9,5 53.8 9.5 0.9 8.6 1564 11.3 55.6 11.3 0.9 10.4 1890

1997 69.6 25.8 43.8 46.1 (2.3) 69.6 69.6 25.7 9,5 53.9 9.5 2.3 7.3 1327 13.1 57.0 13.2 2.3 10.9 1982

1988 68 .9 25.5 43.4 47.0 (3.6) 68.9 68.9 25.5 9.5 52.9 9.5 3.6 5.9 1072 14.9 58.3 14.9 3.6 11.3 2055

1989 68.2 25.2 43.0 47.9 (4.9) 68.2 68.2 25.2 9.5 52.5 9.5 4.9 4.6 836 16.7 59.7 16.7 4.9 11.8 2145 9

1990 67.5 25.0 42.5 48.9 (6.4) 67.5 9.2 0.2 67.9 25.1 9,5 52.3 9.8 6.4 3.4 618 19.0 61.8 19.3 6.4 12.9 2365

1991 66,8 24.7 42.1 4>9.9 (7.8) 66.9 0.9 0.6 68.3 25.3 9.5 52.5 10.4 6.9 3.5 473 19.0 62.0 19.9 6.9 13.0 220

1992 66.2 24.5 41.7 50.6 (8.9) 66.2 1.0 1.2 69.4 25.7 9,5 53.2 11,I 8.9 2.6 473 19.0 62.7 21.0 8.9 12.1 2200

1993 65.5 24.2 41.3 51.4 (10.1) 65.5 3.5 2.1 71.1 26.3 9,5 54.: [3.0 10.1 2.9 527 19.0 63.8 22.5 10.1 12.4 22541994 64.8 24.0 40.8 52.2 (11.4) 64.8 55.6 3.1 73.5 27.2 9.5 55.8 15.0 11.4 3.6 654 19.0 65.3 24.5 11.4 13.1 2381

1995 64.2 23.8 40.4 52.9 (12.5) 64.2 8.1 4.4 0.4 77.1 29.5 9,5 58.1 17.7 12.5 5.2 945 19.0 67.6 27.2 12.5 14.7 2472

1996 63.6 23.5 40.1 53.8 (13.7) 60.1 11.0 5.8 1.7 78.6 29.1 9,5 59.0 1:'.9 13.7 5.2 945 19.0 68.5 28.4 13.7 14.7 26721997 63.0 23.3 39.7 54.3 (14.6) 57.1 14.3 7.4 5.2 84.0 31.1 9,5 62.4 22.7 14.6 8.1 1472 19.0 71.9 32.2 14.6 17.6 3200

1998 62.4 23.1 39.3 54.9 (15.6) 54.2 18.0 8.9 10.6 91.7 33.9 9,5 67.3 25.0 15.6 12.4 2254 19.0 76.8 37.5 15.6 21.9 3821999 61.8 22.9 38.9 55.4 (16.5) 51.5 22.1 10.3 15.4 99.3 36.7 9,5 72.1 33.2 16.5 16.7 3036 19.0 81.6 42.7 16.5 26.2 47642000 61.2 22.6 35.6 55.9 (17.3) 48.9 26.6 11.8 17.3 104.6 38.7 9g5 75.4 35.8 17.3 19.5 3545 19.0 84.9 46.3 17.3 29.0 532

2001 61.2 22.6 38.6 56.5 (17.9) 44.1 30.3 13.2 17.3 104.9 3898 9.5 75.6 37.0 17.9 19.1 3472 19.0 85.1 46.5 17.9 28.6 5200

2002 61.2 22.6 38.6 56.8 (18.2) 39.6 33.9 14.6 17.3 105.4 39.0 9,5 75.9 37.3 18.2 19.1 3472 19.0 85.4 46.8 18.2 28.6 5200

2003 61.2 22.6 38.6 57.1 (18-5) 35.7 37.4 16.1 17.3 106.5 39.4 9.5 76.9 33.) 18.5 19.5 3545 19.0 86.1 47.5 18.5 29.0 5273

2004 61.2 22.6 38.6 57.4 (18.8) 32.1 40.5 17.4 17.3 107.3 39.7 9,5 77.1 38.5 19.8 19.7 3582 19.0 86.6 48.0 18.8 29.2 530a2005 61.2 22.6 38.6 57.6 (19.0) 28.9 43.4 18.6 17.3 108.2 40.0 9,5 77.7 39-t 19.0 20.1 3655 19.0 87.2 48.6 19.0 29.6 5382

2006 61.2 22.6 38.6 58.0 (19-4) 26.0 46.2 19.6 17.3 109.1 40.4 9,5 78.2 39.6 19.4 20.2 3672 19.0 87.7 49.1 19.4 29.7 54002007 61.2 22.6 38.6 58.0 (19.4) 23.4 48.2 23.4 17.3 109.3 40.4 9.5 7B.4 39.3 19.4 20.4 3709 19.0 87.9 49.3 19.4 29.9 5436

2008 61.2 22.6 38.6 58.0 (19.4) 21.1 49.8 21,0 17.3 109.2 40.4 9.5 7'3.3 39.- 19.4 20.3 3690 19.0 87.8 49.2 19.4 29.8 5418

2009 61.2 22.6 38.6 58.0 (19.4) 20.0 51.0 21.4 17.3 109.7 40.6 9,5 78.6 43.5 19.4 20.6 3745 19.0 89.1 49.5 19.4 30.1 5472

20n0 61.2 22.6 38.6 58.0 (19.4) 20.0 51.9 21.6 17.3 110.8 41.0 9.5 79.3 40.7 19.4 21.3 3872 19.0 88.8 50.2 19.4 30.8 5600

z . ié e 84 2_ M5 3^ 882 Y82 v ' «n o . - k~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~o .Y~~~~~ to i

c 5 5 0 '0<0 ~~~~~~~~~~~~~~~~~ ~~~z: I~~~~

- 52 -

C O M O 1t 0 S Tablo 7.

COCON?4T RERMTLITATIOI< AND IODE"W! DAUUG COW?Rot PROJTC?

DtcaLl.d Coet Braskdouu of the Raquest for Advance usd0rChe Pro.ect Preparation fscility

A. Odent Control Copoupnt USS '000

1. TrasntSn

a. Overseas (2 people for 2 .othsin the Philippines)

1 Travel 62. Per Dieu 63. Training Ve °

b. Five months ou-the-job TrainingProgra for Project Staff 10

30

2. Salarias

a. Rodent Control Advisur2,900fmonth x 9 montha 26

b. Head of Service, 300/month x 9 mouch 2.7

3. Vehici.s

a. One pick-up 12.5b. Pickup operating cosnt (6 months) 2.3c. Three Motorcycles 5.2d. Motorcycle Operating Coats 3.5

23.5

4. Building Costs

a. Office 16.3b. Staff Houae 37.2

53.5

5. Furniture & £quip ent 4.7

6. Sait Carrier Preparation 4.8

7. Baseline Data Survey 3.4Sub-total 14J 5

3. Coconut Component

1. Overseas Trainiag (2 people for 8 monthe)

a. Travel 6.0b. Per Ditm 16.9c. Training ?ees 24.0

46.9

2. Salaries

a. Coconut Advisor 8,300/month x 6 months 49.8b. Project Director 300/month x 9 olonths 2.7c. Chtef, %rket1ng 300/month x 5 àonthe 1.5d. Enumerators (2) 100/month x 6 mocths .6

54.6

Sub-total 101.5

C Studv Trio on Prics Stabilitiaton lunds

1. Travel 3.22. Per Di.« 6.3

Sub-total 9.5

%, X r!cetin« & Proceseine Component

1. Inter-island Transport .192. Ialand Trsnsport .153. Per Dieu .16

Sub-total .50

GRAIM TOTAL 260.0

COMOROSCOCONUT REHABILITATION AND RODENT CONTROL PROJECT

Ministry of Production and Agro-Industries

MINISTER Planning

StatisticsAdvisor Cabinet _

Delegate -| Finance

Rural Services Director General Director General ire enralDirectorRural Developmneuntial ea and F ishery eogyand

(CFADER) Rural Development r Development Devei ment Mining

Forestry ~Prldutio ivtckArtisanial| Forestry Production i|et |Production |roucio

Vanilla /Cloves||

I R~~~~egional SIslnd)SrieMaize

|GRANDE COMORE EL ANJOUAN

Rural Services Rural Services Rural ServicesCADER l l CADER CADER

Worid Bank - 21322

COMOROSCOCONUT REHABILITATION AND RODENT CONTROL PROJECT

Project Organization Chart

Director GeneralRural Development

=~~~~~ 1jDirector of Coconut Production Service Accounting

l and Project Director

Coou .dio Head, Copra Proces si ng andCoconut Advisor Marketin g Servicen

Head, Rodent Control Program and

Deputy Director

Rodent Control Advisor

(MOH ELI) (ANJCOUAN) ll (GRANDE COMORE) l

Island Coordinator Island Coordinator Island Coordinator

l__ _ _ _ _ _ _ _ _ _ _l _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

World Bank - 21324

i-I

- 55 -DIAGRAM I

PIN

Xr ~~GROUND LEV EL

PIN

/ STON ST

GROUND LEVELs,

s,

- 56 -

COMOROS

Coconut Rehabilitation and Rodent Control Proiect

Materials Available in Volume II

TABLE OF CONTENTS

ANNEXES

1. Proposed Developments -Coconut Production and Processing

Table 1 - Basic Data on Coconut Production and Consumption" 2 - Production of Selected Seeds and Seedlings per

Island" 3 - Total Production of Seeds and Seedlings" 4 - Cost of Establishment of Seed Garden

(CT Sel and CTxT) per hectare and per tree5A - Establishment and Development of MD x CT Seed Gardens

" 5B - Establishment Costs of Malaysian Dwarf and Tall(MDxCT) Seed Gardens during Project Period

6 - Nursery Requirements" 7 - Nursery Establishment Costs per hectare

8 - Cost of Seed Production - CT Sel nut" 9 - Cost of Seed Production - CT x T nut" 10 - Nursery Operating Costs per hectare and Production

Cost per Seedlingl=l - Grand Comore, Seed Garden and Nursery Establishment

Costs" 12 - Grand Comore, Seed Garden and Nursery Operating Costs" 13 - Anjouan, Seed Garden and Nursery Establishment Costs" 14 - Anjouan, Seed Garden and Nursery Operating Costs

15 - Moheli, Seed Garden and Nursery Establishment Costs" 16 - Moheli, Sèed Garden and Nursery Operating CostsI 17 - Drying Kiln Investment Costs

18 - Investment Costs : Copra Drying Area (60 m2)19 - Investment Costs : Storace Houses, (40 m2)

" 20 - Copra Marketing Investment Costs: Summary Table

2. Proposed Developments -Rodent Control Component

Table 1 - Headquarters Costs" 2 - Moheli Costs

3 - Anjouan Costs" 4 - Grande Comore

3. Vehicle Purchase Schedule

- 57 y

Materials Available in Vol. Il (cont'd.)

4. Economic Analysis

Costs

a. Parm Labor Requirements - Rodent Controlb. Farm Labor - Kilns, sundrying areas and

storage facilities.

Benefits

5. Terms of Reference

- Key Staff- Technical Advisors

43225' 36 aJ 44'

Bangoi Ko,_ Ç< tANZk NA I rande Comore

~~ t--'< > \ d+% iiF252 t . i:; ~~~~~~~MohetiW < 2

Mitsam"ç> ` = ^ < < 4 M O Z h;ME i X El E COMORO 'Mùyotte

A2 I~Oe~ 01$ C1LW MfSBQE SLANDS

N'Dzoouzk ,v à; 0aÇÇi

025~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~1-5

( gChrzan$ ; , aontsindzi

11ffi2r 2\)t X \ 0 \\t 1 L t E *'BeVlVK 11§30 . 43fzo'~~~~~~~~~2- 20

10~~~~~~~~~~~0

J'Tsa~eni o n 3 X < ) COMORO ISLANDS24'~~~~~~~~~~~~~~~~~~~~~~2r

1 / F yJ \ k ( > -95 ,tGRANDE COMORECOCONUT REHABILITATION AND

RODENT CONTROL PROJECT

T Â| 2 *A / /)À Existina kdlns Ccoront trees per ocre-

A Prcposedd rneC os 100 Ctr0e*Proeosedo 02/n41 000e o 70 Irlees

Copïtol

Othe ons010

032' 1 *d t Xoudi Pooed rords, 11-35

s ~~~~~~~~~~~~~~~~~~~~~~~Completed----- Under construction

....... Plo-ed

Vonomboin ' Earth, roads

* Thermoelectrîc public piontsK b ~ ~~~~~~~~~~~~~~~~~~~Eoîoting eloctic lines

Enîst,no telephone lires

t0ffXt%; ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~neaino jfrà~ ~ ~ ~ AL

Asa X ~~~~~ X >kwu otrnat04lOrvOr

O 2 4 O B 10

KILOMETORS

Tsangadîojor S

01-35? 4 ' ç; Ex2

000000mm o0(0000f oondor,s 43'20'o43oZ5 * o'3o' °

dio.~~~~~~~~~

IBRD 14834

d4'2û' 44-25, 4À-3W ~~~~~~~~~~~~~~~~~~~~~~FEBRUARY >980COMORO ISLANDS 4C20

ANJOUANCOCONUT REHABILITATION AND

RODENT CONTROL PROJECTGrCoeut trees pers cre r '0-

70 trees <r' ASPrepooed ne. krns

id , P ireinci pol City tr f k Y7 -j Other towsn

Pavaied oidt W,

-Co pletled K

--- Under const,uction hs) _1>

Ecrith ocads oi, 7

Therraoelectric cnd hycreeoet,ic`po'er Plants p.blil.od p-avte >S f,

rM-g 4 7IrpOrt Z-%U TSAZMUSAMU z t \4A 3! X - r 4 12-10

-rien A<, r~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~Kok \XEZx><\»t

6 Bombao

11'iS r6fN c> 3 7 > _'t7 - /' 5 t onn

e,drrhiaae'arr ars7r e, rracda ai 'eir r,rriacs,airEaWcfla8aorbenkaaitrr ) I 52 Q- 4 2

hioc 'ar>edvrar tir. lt pi drio airrrc,r,/. Ierry f aeeWrGdbvanr a ,rro,Lr`i Oj r,-> hG7,

's A c/ P O^",Godomoni Yt i >eY k><

0; i

1'4k ," Z-iAIQucesllŒll r " a . MReas?.

00;~~~~ Mchefr Moat V4' 'a a rz/o 2 /E,Ir: 7 >a t; >

s' ISLND CaaR/ / <K>A0 ' KL^EES t4 < t-L O leo 200 tor Ksome 5 C g 2 'o;;7 rrlÉES 200,1220

u ?r o I00 200 Msles '<9_ 0 . ? 0: A X 'a. ri'i_

N-- IT: | 3r' dn 'À < \ r A: r aJed 5|2' 44-20' 44+25' 4e13

KILOMETERS '&->~~~~~~~~~~~~~~~~~~~~~~~~ s?'>~~~~12'

S o >oe >000' ~ ~ oh~i Moote

Or CO J'sr4ORO42 ca

IBRD 14835

43t40, 43M5 43°50' FEBRUARY 1980

COMORO ISLANDSM O H E L I Coconut trees per acre:

COCONUT REHABILITATION AND 100 trees

RODENT CONTROL PROJECT __ 70trees

Dou -dgGh 1 Hoaninpririciooi Cir l 12'15'dh~~~~~~~~~~~~~~~~~~~~~ A ~~~~~~~~~~~~~~Existinig kilnls Other townis

^,~~~~~~~~~~~~~~~~~~~ e A9l,

siucits À Proposed new kilns Poived roads:Foro1.< * F' b Proposed dry_ng recis - Completed

Pi ~~~~~~~~~~~~~~~~~~~~~~~~~~~~Under construction...... Plonned

- FOMBONI ~~~~~~~~~~~~~~~~~~~~~Earth roods

M Po 4 rt

n Ooma .f Airport

Rivers

Miringoni P t f ~~~~~~~~~~~~~~~~~~~~~~~~~< ~ ~ ~ ~ ~ - e~~~~oo -Elevotion contours, meters

A2 0 ~ ~ ~ ~ ~ ~ ~ ~~~~~~~ 2 4 198IC

(~~~~~~~9~~~~~~~ KILO~~~~~~~~~~~~~~METER

O ~~~ ~ ~~2 4

Canzon)Luil' '-4-L^,\> ; -> Z (; g : \ rfvXohel MILES

1240 acceptttnce of such boundanes 1 ~ L8h 0 100 2hf:/ >t n o da ]2'20

.an I

Ni ouchok t lsm i cim'Chaco I.

- ~~~~~~~~~~~~~~~~~~~~~~~~~~43.50' 43-~55-

Mogrnuni I,,- r L9 ~~~~~~~~~~T A N ZAN 1A -

Ouenefou H\) Il .\hanz--' ,1Gronde

Canzonî y \ ~~~~~~~~~~~~~~~~~~~~~~~~< ~~~Moheli,, -'jîAniouian

1225 ~~~~~~ ~ ~~~~~~~~~~ ~~~~~~~~~~~~~~~~12-25'- MO A BI U COMORO Mayotte

Thie rop Oece.. prepared by tira WollodB-ek S'ffea-laeiealY hlth' tW.re0e KA1AL I OA B U SADet ttte1 red-r ef tire repart te wltreh,t, tetteehed lire

teeea,e tdcdte~---rtrarnîioeets

bo.e-edZtcehoet - tire t-p de Cet irply art tire part ef thI, Weed Bc r 0 0 9 ,eriet ~ - iMDGSA

e tt t es y sn ja dg -een an th . 1eg eiettte - of a ,ytp eerr ta y o,rc ,, enoem ,r or1 480 0 00M b G S A

43'40' ceetca eh teeS -Saec,e S O 1 200 M!ter 44'4'