SOLUTIONS

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processing plant and over five years commission
the implementation of the production of food
crops (yams, cassava, maize etc.) are also included
the rehabilitation and maintenance of rural
roads and irrigation schemes, the establishment
of village water infrastructure as well as the
construction and the rehabilitation of school
facilities and community health centers in the
concerned villages.
All these PPP projects should help improve food
security.
Investment pipeline
Through the New Alliance for Food Security
and Nutrition, 21 letters of Intent were received
In June 2013, from companies that referenced
over half billion dollars of planned investment.
Major donor investments in agriculture have
begun to flow. The French Development Agency
(AFD) will provide $150 million in a first tranche
of budgetary support for the sector. The World
Bank is contributing, $50 million towards PNIA
implementation, particularly to develop the
rubber, coffee-cocoa and oil palm value chains.
Under the 11th European Development Fund,
agriculture and food security remain priorities
for Côte d’Ivoire.
Results achieved so far
• There is an intervention framework 7 for private
sector investors under the SNDR;
• Rice development Clusters were identified and
assigned to “Cluster Leaders”;
• Cluster Leaders are at different levels in
administrative procedures (most clusters leaders
have not yet installed rice processing units);
• Some investors (SDTM-CI, AJAM GROUP
and GREENWICH INTERNATIONAL) have
expressed interest in the SNDR;
• Three frameworks agreements (LDC, ETG and
Yaanovel) for PPPs were signed and began to
buy paddy in their areas;
• Three frameworks agreements (SIPRA,
OBAMCI, CHP) for PPPs were signed and
projects are ongoing in their areas;
• Three frameworks agreements (AMC, GAN
Logis and Singapore Agritec/GAA) for PPPs
are in preparation.
Emerging Cross-cutting
Issues and Contribution
to Development Evaluation
For PPPs to create transformational change in
developing countries, more partnerships are
required. Creating awareness and providing
data for interested parties are key steps in this
process. So maximum use must be made of the
currently limited evidence. Staying engaged
beyond financial closure of a PPP remains a
strategic necessity.
Concerning the monitoring and evaluation
of PPPs, 8 contracting authorities are invited
to, permanently, ensure the successful
implementation of PPPs by investors in
accordance with the contractual schedule.
Contracts are subject to a periodic audit conducted
at least every three years by the authorized bodies.
The National Steering Committee is responsible of
the monitoring and evaluation 9 of PPP Contracts
implementation.
However, the task could be very tough to achieve
since in the cases of PPPs, investors (profitseeking
organizations) play the role of both
funding agency and project implementation
Unit. Furthermore, PPPs M&E system is not
fully operational in agricultural sector yet. It
will be relevant to design result-based guidelines
to promote a result-based evaluation culture and
to better assess PPPs outcomes and performance
in a changing development environment.
7 Framework agreements, contracts, guideline for feasibility studies, etc.
8 Decree No. 2012-1151 on December 19, 2012, Article 24.
9 Decree No. 2012-1152 on December 19, 2012, Article 8.
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