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Language: ENGLISH Original: French
AFRICAN DEVELOPMENT BANK
PROJECT : MARRAKECH REGION WATER SUPPLY PROJECT COUNTRY : KINGDOM OF MOROCCO
PROJECT APPRAISAL REPORT Date: September 2012
Team Leader Belgacem BEN SASSI, Principal Water and Sanitation Engineer
OWAS.2
William DAKPO, Regional Procurement Coordinator
ORPF.1
Félix BAUDIN, Chief Legal Officer GECL.1
Laurette DADE, Regional Financial Management Coordinator
ORPF.2
Habib KAMOUN, Consultant, Financial Analyst
OWAS.2
Team Members Idrissa SAMBA, Consultant, Environmental Expert
OWAS.2
Appraisal Team Mohamed ELOUAHABI, Water and Sanitation Specialist
OWAS.2/MAFO
Mohamed EL ARKOUBI, Procurement Officer
ORPF.1/MAFO
Leila KILANI JAAFOR, Social Development Specialist
OSHD/MAFO
Iman SERROKH, Disbursement Assistant
FFCO.3/MAFO
Sector Division Manager Osward M. CHANDA OWAS.2
Resident Representative Amani ABOU-ZEID MAFO
Sector Director Sering JALLOW OWAS
Regional Director Nono MATONDO FUNDANI ORNB
Mahib CISSE, Chief Investment Officer OPSM.3
Mouldi TARHOUNI, Chief Irrigation Engineer OSAN.2
Ibrahima KONATE, Principal Energy Engineer ONEC.1
Peer Reviewers Francis Daniel BOUGAIRE, Principal Water and Sanitation Engineer
FAE
Jean-Noel ILBOUDO, Infrastructure Engineer OITC.1
Patrice HORUGAVYE, Socio-Economist OWAS.1
TABLE OF CONTENTS
Currency Equivalents, Fiscal Year, Weights and Measures, Acronyms and Abbreviations,
Project Information Sheet, Project Summary, Logical Framework, Project Implementation
Schedule. i - v
I – Strategic Thrust and Rationale .............................................................................................. 1
1.1. Project Linkages with the Country Strategy and Objectives ....................................... 1
1.2. Rationale for Bank’s Involvement .............................................................................. 2
1.3. Aid Coordination ......................................................................................................... 2
II – Project Description .......................................................................................................... 3
2.1. Project Components .................................................................................................... 3
2.2. Technical Options Retained and Other Alternatives Explored ................................... 3
2.3 Project Type / Instrument ............................................................................................ 4
2.4. Project Cost and Financing Arrangements .................................................................. 4
2.5. Project Area and Beneficiaries .................................................................................... 5
2.6. Participatory Approach for Project Identification, Design and Implementation…… 6
2.7. Bank Group Experience and Lessons Reflected in Project Design............................ 6
2.8. Key Performance Indicators ........................................................................................ 7
III – Project Feasibility .............................................................................................................. 8
3.1. Economic and Financial Performance ......................................................................... 8
3.2. Environmental and Social Impact ............................................................................... 9
IV –Implementation ................................................................................................................. 12
4.1. Implementation Arrangements .................................................................................. 12
4.2. Monitoring ................................................................................................................. 15
4.3. Governance ................................................................................................................ 15
4.4. Sustainability ............................................................................................................. 16
4.5. Risk Management ...................................................................................................... 16
4.6. Knowledge Building.................................................................................................. 17
V – Legal Framework .............................................................................................................. 18
5.1. Legal Instrument........................................................................................................ 18
5.2. Conditions Associated with Bank’s Intervention ..................................................... 18
5.3. Compliance with Bank Policies ................................................................................ 19
VI – Recommendation ............................................................................................................. 19
Annex I. Country’s Development Indicators .................................................................. 1
Annexe II. Table of ADB Active Portfolio in the Country (as at 31 January 2010) .......... 1
Annex III. Key Related Projects Financed by the Bank and Other Development
Partners of the Country .............................................................................................................. 1
Annex IV. Map of Project Area ...................................................................................... 1
The information and data in this report were collected by the project team led by Mr. Belgacem BEN SASSI, Principal Water and Sanitation Engineer, Task Manager, after a pre-appraisal mission carried out in Morocco from 23 October to 5 November 2011 and an appraisal mission from
6 to 11 February 2012.
i
Currency Equivalents August 2012
UA 1 = MAD 13.5054
UA 1 = EUR 1.22788
UA 1 = USD 1.50833
Fiscal Year 1 January – 31 December
Weights and Measures
1 km = kilometre = 1,000 m
1 km2 = square kilometre = 1,000 m
2
1 ha = hectare = 10,000 m2
1 ml = linear metre
1 m3 = cubic metre
1 m3/d = cubic metre per day
1 hm3 = million cubic metres
l/s = litres per second
inh/ha = inhabitants per hectare
lpd = litre per person per day
Acronyms and Abbreviations
ABH Water Basin Agency
AFD French Development Agency
CSP Country Strategy Paper
DEPP Directorate of Public Enterprises and
Privatization
DWS Drinking Water Supply
DWSS Drinking Water Supply and Sanitation
ESMP Environmental and Social Management Plan
ERR Economic Rate of Return
EU European Union
FIRR Financial Internal Rate of Return
GTZ German Technical Cooperation Agency
for Development
IWRMMP Integrated Water Resource Management
Master Plan
KFW Kreditanstalt für Wiederaufbau (German
Development Bank)
MAD Moroccan Dirham
MDG Millennium Development Goal
MEMEE Ministry of Energy, Mines, Water
and Environment
NHDI National Human Development Initiative
OCP Office chérifien de phosphates
(Moroccan Phosphates Authority)
ONE Office national de l’électricité
(National Electricity Authority)
ONEE Office national de l’électricité et
de l’eau potable (National Electricity
and Drinking Water Authority)
ONEP Office national de l'eau potable
(National Drinking Water Authority)
SME Small and Medium-Size Enterprise
RADEEMA Marrakech Autonomous Water and
Electricity Distribution Board
Water SAP Water Sector Adjustment
Programme
WHO World Health Organization
ii
Project Information Sheet
Client
BORROWER : National Electricity and Drinking Water Authority (ONEE)
EXECUTING AGENCY : National Electricity and Drinking Water Authority (ONEE)
GUARANTOR : Government of Morocco (Ministry of Economy and Finance)
Financing Plan
Source Amount (UA) Instrument
ADB
122.20 million
ADB Loan
AFD 45.60 million Loan
ONEE and OCP 44.30 million -
TOTAL COST 212.10 million -
Important ADB Financing Information
Loan Currency
EUR (80%) and USD (20%)
Interest Type* Enhanced variable spread
loan
Interest rate spread* EURIBOR / LIBOR
Commitment fee* Nil
Other charges* Nil
Grace period 60 months
FIRR, NPV (baseline scenario) 7.1%
MAD 577 million
ERR (baseline scenario) 10.7%
MAD 684 million
*where applicable
Time Frame – Main Milestones (expected)
Concept Note Approval
December 2011
Project Approval November 2012
Effectiveness March 2013
Completion December 2017
Last Disbursement December 2018
Last Repayment -
iii
PROJECT SUMMARY
Project Overview
1. The Marrakech Region Water Supply Project in Morocco consists in ensuring the secure
supply of drinking water to the city of Marrakech and its neighbouring urban centres from the Al
Massira dam and meeting the industrial water needs of the country’s Phosphates Authority (Office
chérifien de Phosphates – OCP). This area has three poles (Marrakech, Al Haouz and Al Kelaa)
which are experiencing significant urban, tourism and industrial development. The project aims to
meet drinking and industrial water demand in these areas by 2030. The project, at an estimated cost
of UA 212.1 million will be implemented over a 60-month period (2013-2017).
2. The project will prioritize the populations of the towns and cities concerned and
neighbouring urban and rural centres. In terms of supply, it will strengthen and improve the quantity
and quality of the drinking water supply of about 2 million people as from 2017 and provide both
ONEE (Water Branch) as producer and distributor, and the Marrakech Autonomous Water and
Electricity Distribution Board (RADEEMA) as distributor with the resources to sustain growing
demand in the areas concerned until 2030 – when the area’s population will reach about 3 million,
with over one million in in rural areas. It will also help to supply the industrial water needs of the
Phosphates Authority (Office chérifien de Phosphates – OCP) for its Ben Guerir site.
Needs Assessment
3. The project’s design was based on the priority needs outlined by ONEE (Water Branch) in
its Programme Contract with the Moroccan State for the 2012-2016 period. The urgent need to
implement the project now stems from the large volume of water to be mobilized (about 96 million
m3/year by 2030) to meet the future drinking water needs of the Marrakech region and the industrial
water needs of OCP given that surface and ground water resources currently available are saturated.
The solution retained to mobilize the waters of the Al Massira dam is the best option and is in line
with the national policy of transferring water from basins with surplus water to those with a deficit.
Bank’s Added Value
4. ONEE (Water Branch) was chosen to propose to the Bank to participate in financing this
project because of its proven comparative advantage in implementing this kind of project (with
fairly urgent operations affecting medium-and large urban centres). This is well illustrated in recent
Bank-financed water and sanitation sector projects in Morocco – the most recent being the Project
to Upgrade Drinking Water Supply in the Rabat-Casablanca Coastal Area, approved in 2010.
5. This operation will provide an opportunity for the Bank to foster its cooperation with a
major water sector partner in Morocco, the French Development Agency, which will participate in
financing the project.
Knowledge Building
6. The project will contribute to enrich ONEE’s (Water Branch) experience in terms of
implementing and managing urban and rural drinking water supply and sanitation projects. OCP’s
involvement will strengthen the integrated project approach in Morocco and partnership with
various water sector beneficiaries, contributing to the promotion of integrated water resource
management.
iv
RESULTS-BASED LOGICAL FRAMEWORK
Project Country and Name: Morocco – Marrakech Region Water Supply Project.
Project Goal: To strengthen and secure the drinking water production and supply system of the city of Marrakech and neighbouring centres and meet OCP’s raw water needs
RESULTS CHAIN PERFORMANCE INDICATORS MEANS OF VERIFICATION RISKS AND MITIGATION MEASURES
Indicator (including CSI) Baseline Scenario Target
IMP
AC
T The socio-economic and health
conditions of the population are
improved through a secure supply of
drinking water to urban and rural
centres.
1. Access rate to drinking water in urban areas
2. Access rate to drinking water in rural areas.
100% in 2011
92% in 2011
100% in 20301
100% in 2030 (95% in 2016)
Reports and statistics of ONEE, MEMEE
and other Ministries concerned
EF
FE
CT
S
1. The drinking water production and
supply system for the city of
Marrakech and neighbouring centres is
secure and strengthened.
2. OCP’s pre-treated water needs
assured.
1.1. Rate of access to drinking water for the urban
population of the towns concerned.
1.2. Rate of access to drinking water for the rural
populations of the provinces concerned.
1.3. Infant mortality rate (caused by water-borne
diseases).
1.4. Maternal mortality rate (caused by water-borne
diseases).
1.5. Percentage of households’ spending on health
(caused by the quality of water)
2.1. Pre-treated (de-silted) water needs of the Ben
Guerir mining industry (OCP) assured.
100% in 2011
79% in Rehamna, 84% in Al Haouz
and 94% in Marrakech in 2011
29 deaths for 1,000 people in 2011
112 deaths for 1,000 people in 2011
57.4% in 2011
-
100% in 2020
95% in Rehamna, 91% in Al Haouz
and 96% in Marrakech in 2020
15 deaths for 1,000 people in 2020
50 deaths for 1,000 people in 2020
25% in 2020
100% in 2020
ONEE reports and statistics
Reports and statistics of Boards
National statistics
Risks
- Preservation and availability of water
resources and their integrated and optimal
management.
Mitigation Measures
- Implementation of the Water SAP
measures, the National Water Strategy
action plans and Integrated Water
Resource Management Master Plan
(IWRMMP) of Oum Rbia Water Basin
Agency (ABH).
O
UT
PU
TS
1.1. Water intake structure built on
the Al Massira dam.
1.2. A 48km pre-treated water
pipeline laid.
1.3. One treatment station constructed
in Guerir .
1.4. A 65-km pre-treated water
pipeline laid.
1.5. Pumping stations constructed.
1.6. Loading and storage reservoirs
constructed.
1. Flow rate of pumped water on the Al Massira dam.
2. Flow rate of pre-treated water distributed.
3. Treated water flow rate.
4. Treated water flow rate.
5. Number of pumping stations completed.
6. Number of reservoirs completed.
- Non applicable (NA)
- NA
- NA
- NA
- NA
- NA
7 m3/s in 2017 (for 1st and 2nd
phases)
3.5 m3/s in 2017 (1st phase)
2.5 m3/s in 2017 (1st phase)
2.5 m3/s in 2017 (1st phase)
3 stations in 2017 (1st phase)
2 reservoirs in 2017 (1st phase)
Quarterly project monitoring reports
submitted by ONEE, Bank supervision
reports
Reports and statistics of MENEE and
other Ministries concerned
Mid-term Review Report and Project
Completion Report (PCR)
Risks
- Grouping of ONE and ONEP into a single
entity.
- Significant delay in procuring the
necessary land.
- Failure to maintain and renew water
distribution and sanitation networks.
Mitigation Measures
- Mitigation measure stated in Act No. 40-
09 related to continuity of activity.
- Choice of itinerary of pipes and location
of works (outside urban centres, low-value
land).
2.1. One pre-treatment station
constructed downstream from the Al
Massira dam.
1. 2. Flow of pre-treated water.
- NA
3.5 m3/s in 2017 (including 0.7 m3/s
for OCP’s needs).
- Implementation of the DWSS sector
stakeholders’ (ONEE (Water Branch) and
Board) action plans for extending the
water distribution and sanitation networks
and improving the management conditions
of this infrastructure.
KE
Y A
CT
IVIT
IES
COMPONENTS RESOURCES
1. Strengthening of the DWSS of the city of Marrakech and neighbouring urban centres
1.1 Construction of a water intake structure.
1.2 Construction of a pre-treatment station (de-silting).
1.3 Construction of a treatment station.
1.4 Construction of 3 pumping stations and 2 loading and storage reservoirs.
1.5 Laying of about 113 kms of water supply conduit (pre-treated and treated water).
2. Technical support
2.1 Contractors’ working design validated.
2.2 Acceptance reports signed, attachments of works completed validated and monitoring reports drafted.
RESOURCES (in UA Million)
- ADB Loan: UA 122.2 M.
- AFD Loan: UA 45.6 M.
- Moroccan part (ONEE & OCP): UA 44.3 M.
1 To maintain a 100% access rate in urban areas, more has to be done to satisfy the water needs of the additional population and the water needs of new tourist and industrial activities programmed by 2030.
v
PROJECT IMPLEMENTATION SCHEDULE
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Loan approval by the Board
Signature of the loan agreement
Effectiveness of the loan agreement
1- TECHNICAL SUPPORT
Preselection of consulting firms
Consultation of consulting firms selectedBid appraisal
Contract award
Execution of services
Preparation of the completion report
2-STRENGTHENING OF DWSS SYSTEMS
Raw water intake
Consultation of contractors
Bid appraisal
Contract award
Works execution
Works acceptance
De-silting plant
Consultation of contractors
Bid assessment
Contract award
Works execution
Works acceptance
Equipment and GC (de-silted water)
Consultation of contractors
Bid appraisal
Contract award
Works execution
Works acceptance
De-silted water piping
Consultation of contractors
Bid appraisal
Contract award
Works execution
Works acceptance
Treatment plant + PS
Consultation of contractors
Bid appraisal
Contract award
Works execution
Works acceptance
Treated water piping
consultation of contractors
Bid appraisal
Contract award
Works execution
Works acceptance
Equipment and GC treated water)
Consultation of contractors
Bid appraisal
Contract award
Works execution
Works acceptance
Remote management
Consultation of contractors
Bid appraisal
Contract award
Works execution
Works acceptance
Electric line
Consultation of contractors
Bid appraisal
Contract award
Works execution
Works acceptance
3- PROJECT COMPLETION
ONEP's completion report
Bank's completion report
20172012 2013
Item2014 2015 2016
1
REPORT AND RECOMMENDATION OF MANAGEMENT TO THE BOARD OF DIRECTORS
CONCERNING A PROPOSAL TO AWARD A LOAN TO MOROCCO FOR THE MARRAKECH
REGION DRINKING WATER SUPPLY PROJECT
Management submits the following reports and recommendations concerning a proposal to award a
loan of EUR 120 million and USD 37 million (about UA 122.2 million) to the National Electricity and
Drinking Water Authority (ONEE) for the financing of the Marrakech Region Water Supply Project in
Morocco.
I. Strategic Thrust and Rationale
1.1. Project Linkages with the Country Strategy and Objectives
1.1.1 The new national water strategy in Morocco (Annex A) is based on three thrusts: (i) meeting
water needs and supporting the socio-economic development of the country; (ii) appropriate use and
management of water resources; and (iii) sustainable use of water. This strategy seeks to strengthen
the national water sector policy, by focusing on: (i) far more ambitious objectives for sustainably
meeting the country’s water needs and offsetting the effects of global warming; (ii) a radical change in
behaviour concerning the use and management of the resource through an integrated management of
demand and the resource; and (iii) fostering genuine long-term management of water (national
visibility, political commitment, public and private financing). This new water strategy will help to
support Morocco’s long-term development by meeting the requirements of economic growth and
accompanying major projects initiated while protecting the country from the effects of global
warming.
1.1.2 The projects recommended in this national strategy include the North-South Water Transfer
Project to Support the Socio-economic Development of the Central and South Basins which aims to:
(i) strengthen the spirit of solidarity among the Kingdom’s basins by harnessing the unused excess
waters of the northern basins; (ii) guarantee and ensure secure drinking water supply of strategic
towns such as Marrakech (one of the country’s main tourist destinations); (iii) restore the water
balance of certain basins especially the Oum Er Rbia basin and (iv) enhance the region’s developed
agricultural zones.
1.1.3 The Marrakech region, targeted by this project, is situated in the Tensift basin which benefits
from water transfers from the Oum Er Rbia basin. Water is now transferred through the Rocade canal
which, although chiefly intended for agricultural needs, also contributes to the drinking water supply
of Marrakech city. This transfer of water from the Oum Er Rbia water basin to the Tensift basin will
be strengthened under this project by the construction of the pipeline from the Al Massira dam. This
complementary input from the Oum Er Rbia basin was validated by the Oum Er Rbia Water Basin
Agency (ABH) during preparation of the Water Resource Development Master Plan (IWRMMP),
approved in 2011.
1.1.4 In line with the national strategy and the IWRMMPs of the relevant water basin, the strategic
plan of ONEE (Water Branch), the main actor in drinking water and sanitation infrastructure, focuses
especially on the following three thrusts: (i) ensuring widespread access to drinking water for the
population as a whole; (ii) active intervention in the liquid sanitation sector; and (iii) sustainability and
safeguarding of existing infrastructure. The project is consistent with the third thrust of ONEE’s
(Water Branch) strategy relating to the sustainability and safeguarding of existing infrastructure.
1.1.5 The safeguarding of water resources is also among the priorities of the OCP strategy. This
major concern led the Authority to establish a policy to, among others, optimize its use of water
resources. Optimizing the use of water resources entails not only optimizing water consumption
specifically but also preserving ground water resources and replacing them with surface water or even
non-conventional resources.
2
1.1.6 The project is aligned with Pillar II of the Bank’s assistance strategy in Morocco for the
2012-2016 period aimed at supporting the development of green infrastructure. It is also in keeping
with the Bank’s medium-term strategy (2008-2012) which prioritizes the infrastructure sector the
Bank’s Integrated Water Resource Management Strategy and its draft long-term strategy for 2013-
2022.
1.2. Justification for Bank Intervention
1.2.1 The Marrakech region is experiencing significant economic development and has tremendous
potential (tourism, phosphates, etc.). However, the lack of water impedes its economic and social
development. The project addresses this concern by providing supplementary resources that can meet
the region’s drinking and industrial water needs up to 2030, while ensuring for Marrakech additional
secure supplies of drinking water, which is currently obtained from a single arrival point.
1.2.2 The project was designed to meet the priority needs expressed by ONEE (Water Branch) in
its draft Programme Contract with the Moroccan State for the 2012-2016 period in view of the
imminent saturation of the water production and supply system of the towns concerned (2017). The
Bank was selected to participate in the financing of the project mainly because of its proven
comparative advantage in implementing this type of project (with fairly urgent operations covering
medium and large urban centres). This advantage is well- illustrated by recent projects financed by the
Bank in the drinking water and sanitation sector in Morocco. In recent years, its performance for
completed projects improved significantly with sustained coordination from the Bank’s Country
Office in Morocco (MAFO).
1.2.3 Primarily, the project will benefit the people of Marrakech, particularly the underprivileged
residents of peri-urban areas and the population of nearby urban and rural centres. In terms of water
supply, it will enhance and improve the quantity and quality of the drinking water supply of about 3
million people in Marrakech and nearby centres, and enable ONEE (Water Branch) to meet the
increase in demand induced by the natural growth and living standards of the population of the areas
concerned by 2030. Furthermore, the project will help to meet the Morocco Phosphates Authority’s
pre-treated (de-silted) water needs for its Béni Guérir production site (located on the road between the
Al Massira dam and Marrakech). It will also contribute to the achievement of Millennium
Development Goals Indicator 7 related to access to safe drinking water, since the rate of access to
drinking water in rural areas in Morocco will exceed 95% by 2016 compared to 92% in 2011.
1.3. Aid Coordination
1.3.1 The Moroccan Government has made significant efforts to ensure aid coordination. It intends
to set up a Geographic Information System (GIS) to monitor in real time the interventions of the
different Technical and Financial Partners (TFP) by geographic zone, sector and amount. Donor aid is
fairly well aligned with the Government’s strategic priorities and no parallel project implementation
unit exists. Several bilateral and multilateral donors are involved in the drinking water and sanitation
sector in Morocco. The key ones are the African Development Bank (ADB), World Bank (WB),
European Investment Bank (EIB), European Union (EU), French Development Agency (AFD),
German Development Agency (KFW), German Cooperation Agency (GIZ), Belgium, Spain, Italy,
Japanese International Cooperation Agency (JICA), the Islamic Development Bank (IsDB), AFESD
and FSD.
1.3.2 Moreover, ONEE (Water Branch) has an investment programme under its Programme
Contract with the Moroccan State for the 2012-2016 period. It finances this programme with the
assistance of its traditional donors. Donor coordination is done through a thematic group co-chaired
by AFD and EU. This thematic group meets regularly (2 to 4 times per year) in Rabat to, among
others, discuss sector trends, especially the country’s policy and strategy and each donor’s
3
intervention strategy and programme of activities so as to better coordinate and harmonize their
respective assistance in the drinking water and sanitation sectors. The Bank regularly participates in
these meetings since MAFO was opened in 2006.
II. Project Description
2.1. Project Components
The project will help to meet the drinking water and industrial water needs of the Marrakech region by
2030 by tapping surface water from the Al Massira dam. The project components are presented in the
following table. Table 2.1
Project Components and Costs
Name of Component / Sub
Component
Estimated Cost
(UA Million)
Description of Components
1 Development of water
production, storage and supply
infrastructure
Sub-component 1.1 : “de-silted
Water” part
108.00 Construction of a raw water intake structure from the
Al Massira dam (capacity = 7 m3/s) ;
Laying of raw water supply conduit (diametre 2,000
mm, linear distance about 3 kms) ;
Construction of a de-silting plant (capacity = 3.5
m3/s) ;
Laying of a desilted water conduit (diameter: 1,600 to
2,000 mm, linear distance of about 45 kms) ;
Construction of 2 reservoirs (R1, RMC1) ;
Construction of 2 pumping stations (SR1 and SR2).
Sub-component 1.2: “Treated
Water” part
100.85 Construction of a treatment station (capacity = 2.5
m3/s);
Laying of a treated water aqueduct (diametre of 1,300
to 1,800 mm, linear distance of about 65 kms);
Construction of 3 reservoirs (R2, RMC2 and North
reservoir);
Construction of an SR3 pumping station.
2 Technical support 3.25 Studies, works control and supervision
Total including contingencies 212.10
2.2. Technical Solutions Retained and Other Alternatives Explored
2.2.1 The water needs of the project zone are currently supplied from the Hassan 1st – Sidi
Driss and Wirgane – Lalla Takerkoust dams located in the south-west of the town of Marrakech and
ground water in the Haouz and Bahira water tables. A 2,100 l/s treatment station treats surface water;
its rated capacity can be increased to 2,400 l/s (overload capacity). After extension works, to be
completed at end-2012 (under the 10th
DWS Project financed by the Bank) the rated capacity of the
treatment station will rise to 3,100 l/s with an overload capacity of 3,400 l/s. Ground water resources,
for their part, are tapped through a series of boreholes whose current flow rate of 320 l/s will
eventually fall to 160 l/s, based on projections made.
2.2.2 Water balance estimates show a deficit in the project area from 2015. It has, therefore,
become essential to mobilize new resources to support this region’s development, ensure widespread
access to drinking water in urban and rural areas and meet OCP’s industrial water needs. An
additional annual volume of about 96 million m3 will be needed to meet the region’s needs by 2030.
2.2.3 Considering the volume of water needed to address drinking water needs in the project area
and the absence of sufficient water in the Tensift basin, the different departments concerned by the
4
issue (MEMEE, ONEE (Water Branch), ABH, OCP, etc) weighed all possible options and concluded
that the regulated waters of the Al Massira dam (Oum Er Rbia water basin) should be mobilized as
part of the project to transfer water from basins in the North to those in the Centre and South (see
paragraph 1.2 above). Thus, volumes of 100 million m3 and 18 million m
3 from the Al Massira dam
were allocated each year for the region’s drinking water needs and OCP’s industrial water needs
respectively (see map attached as Annex IV).
2.2.4 This solution and the other actions retained (improving distribution network yields, re-using
recycled wastewater to water green spaces and golf courses, limiting the tapping of ground water and
making it a strategic reserve) are fully in line with the national water strategy. This solution also
offers an additional guarantee of water supply to Marrakech city since it creates a second water
arrival point (to the North of the city) in addition to the existing one in the South (at the existing
treatment station).
2.2.5 The alternative solution explored concerns strengthening the current treatment station which
has been extended twice already and is supplied by the “Rocade” canal primarily intended for
irrigation. This solution was rejected for three reasons: (i) the drinking water quota from the canal has
been exceeded; (ii) the existing station cannot be further extended because the land is in an area of
high urban and tourism development; and (iii) it would be risky to concentrate all Marrakech’s water
resources in a single point (the existing station), in case of accident.
2.2.6 Once the decision to transfer water from the El Massira dam was taken, the preliminary and
detailed design studies and environmental impact assessment of the project were prepared by
independent consulting firms and approved by ONEE (Water Branch) and OCP. The solutions
retained were based on these studies and represent rational and optimal technical solutions to cover
the deficits at least cost. These technical solutions are detailed in Annex C.3.
2.3 Project Type /Instrument
This is an investment project to be financed with ADB, AFD, ONEE and OCP resources.
2.4. Project Cost and Financing Mechanisms
2.4.1 The total project cost, net of taxes and customs duties, is estimated at UA 212.10 million,
comprising UA 155.50 million in foreign exchange and UA 56.60 million in local currency. It
includes a provision of 7% for physical contingencies, 2% for foreign exchange price escalation and
3% for local currency price escalation. This estimated cost is based on the preliminary design studies
dated September 2011.
Table 2.2 Estimated Cost by Component (in UA million, net of taxes and customs duties)
Components Foreign
Exchange Cost
Local
Currency Cost
Total Cost %
Foreign
Exchange
DWS of Marrakech and nearby urban
centres
139.90 51.50 191.40 73.1
Technical support 3.00 0.00 3.00 100
Total base cost 142.90 51.50 194.40 73.5
Provision for physical contingencies 9.80 3.60 13.40 -
Provision for price escalation 2.80 1.50 4.30 -
Total Project Cost 155.50 56.60 212.10 73.3
5
2.4.2 The project will be jointly financed by the Bank, AFD, ONEE and OCP2. The Bank’s
financing will be EUR 150 million, or about UA 122.20 million (the exchange rate in August
2012 was UA 1 = EUR 1.22788). This amount represents about 57.6% of the estimated project cost
ADF’s contribution will be EUR 56.00 million, or 21.5%, while ONEE and OCP will finance 20.9%
of the total project cost. Mobilization of the financing to be provided by AFD will be a condition of
the Bank loan, based on the fact that the project can only achieve its development objectives if all
expected works are completed.
Table 2.3 Sources of Financing (in UA million)
Sources of Financing Foreign Exchange
Costs
Local Currency
Costs
Total Cost % total
ADB 122.20 0.00 122.20 57.6
AFD 33.30 12.30 45.60 21.5
ONEE and OCP 0.00 44.30 44.30 20.9
Total Project Cost 155.50 56.60 212.10 100
Table 2.4 Project Cost by Expenditure Category (in UA million)
Expenditure Categories Foreign
Exchange
Cost
Local
Currency Cost
Total Cost % Foreign
Exchange
Goods 47.90 5.30 53.20 90.1
Works 92.00 33.70 125.70 73.2
Services 3.00 0.30 3.30 88.9
Miscellaneous costs (*) 0.00 12.20 12.20 0.0
Total base cost 142.90 51.50 194.40 73.5
Provision for physical
contingencies
9.80 3.60 13.40 73.2
Provision for price escalation 2.80 1.50 4.30 64.6
Total Project cost 155.50 56.60 212.10 73.3
(*) Procurement of the necessary land for works and laying of conduits.
Table 2.5 Expenditure Schedule by Component (in UA million)
Components 2013 2014 2015 2016 2017
DWS for Marrakech and nearby
urban centres
9.60 38.30 57.40 57.40 28.70
Technical support 0.10 0.60 0.90 0.90 0.50
Total base cost 9.70 38.90 58.30 58.30 29.20
Provision for physical
contingencies 0.70 2.70 4.00 4.00 2.00
Provision for price escalation 0.20 0.90 1.30 1.30 0.60
Total Project Cost 10.60 42.50 63.60 63.60 31.80
2.5. Project Area and Beneficiaries
2.5.1 The project area covers three poles: (i) the Marrakech pole comprising the city of Marrakech
and the centres of Tamnsourt, Tameslouht, Tnine Loudaya, Kettara, Sid Zouin, as well as the rural
population of Marrakech Prefecture; (ii) the Al Haouz pole comprising the centres of Aït Ourir,
Amezmiz, My Brahim, Tahannout, Lalla Takarkoust, Ghmate and sidi Abdellah Ghiate, and the rural
population of Al Haouz province; and (iii) the Rehamna pole comprising the towns of Ben Guerir and
Sidi Bou Othmane, the Skhour Rhamna centre and the rural population of the Sidi Bou Othmane and
Rhamna administrative circles.
2 The Moroccan Party’s (ONEE + OCP) share of financing is estimated at about 21% of the project cost, net of taxes. After adding taxes estimated at
20% of the project cost, the financing to be borne by the Moroccan Party stands at about 34% of the project cost, inclusive of taxes.
6
2.5.2 Administratively, the project area comprises 5 districts, 3 municipalities, 12 urban centres, 74
rural communes and 1,640 douars3. Marrakech city, considered as the core of the project area, is
experiencing an unprecedented tourism and urban boom whose impact is reflected, among others, in a
6.5% annual increase in drinking water consumption compared to a national average of 2%.
2.5.3 The project beneficiaries, about 2 million people in 2015, will increase to about 3 million by
2030, over one-third of whom will live in rural areas. They will be mainly concentrated around the
city of Marrakech (over 50%) and distributed among the three above-mentioned geographic poles.
The main socio-economic characteristics of beneficiaries are given in Annex B8 (Social Analysis).
2.6. Participatory Approach for Project Identification, Design and Implementation
2.6.1 During Bank preparation and appraisal missions, several meetings were held at central and
local level, involving all stakeholders – ONEE (Water Branch), OCP, RADEEMA, ABH, and the
MEMEE Water Department to note their respective concerns and take them into account in the project
design and implementation.
2.6.2 In addition to the different sensitization and communication campaigns organized by ONEE
(Water Branch) and RADEEMA (as part of the preparation of its master plan) and through which
people were informed about the project characteristics and objectives, ONEE (Water Branch) will also
ensure, prior to works start-up, that the local residents are informed through their communes and/or
local authorities, about the nature of works, possible damages and the corresponding compensation
and about the need to organize themselves in order to enjoy benefits (part-time jobs, etc.).
Consequently, contractors must maintain the same level of consultation with the local communities
throughout the duration of works (a mandatory works contract clause. The communication focus
mainly on: (i) the nature and period of works; and (ii) precautions to be taken regarding the movement
of machines.
2.6.3 Information, education and sensitization campaigns are also necessary to avoid water wastage
and pollution. These campaigns will focus on: (i) promoting a culture of respect of water and positive
behaviour towards water use; and (ii) fostering positive attitudes and behaviour towards hygiene.
Direct on-site actions aimed at different target groups constitute a preferred method by while
communicating the following messages: “Drinking water is necessary for good health, it is a common
right; use it but don’t waste it”. Target groups are: (i) children and youth (schools, summer camps, site
visits) ; (ii) women (women’s centres, associations, youth centres) ; (iii) subscribers (subscriber’s
guide) ; (iv) press agents (press day, dispatch of brochures) ; (v) public and private stakeholders; and
(vi) decision-makers, elected officials and other partners (information day). This sensitization
campaign will factor in a variety of socio-cultural data including people’s manners, customs and
habits and their propensity to take part in community actions.
2.7. Bank Group Experience Reflected in Project Design
2.7.1 The implementation performance of recent projects with ONEE (Water Branch) is deemed
satisfactory overall. ONEE (Water Branch) clearly understands Bank policies and procedures and the
Authority conducted quality studies. The key recommendations of previous project completion
reports, especially the last four (5th, 6th, 7th and 8th), are summarized as follows: (i) strengthen
technical support and make relevant provisions before the commencement of works right to project
completion; and (ii) strengthen project supervision missions (especially in terms of number of experts)
and guarantee better project oversight. These recommendations were taken into account in the most
recent projects being financed by the Bank in the sector (9th
and 10th
DWSS Project and the Rabat-
3 Douar: ‘Official’ local administrative unit, comprising a group of individuals actually or potentially having the same territory (used in official
censuses). The average size of a douar is about 500 inhabitants.
7
Casablanca DWS Project). This will also be the case for this project with the assistance of the Bank’s
Country Office in Morocco (MAFO). In 2005, the Bank’s Evaluation Department conducted a post
review of the performance of operations in Morocco for the period 1996-2004, concluding that loan
operations performed well (physical investments). Unlike some autonomous electricity and drinking
water distribution boards which still have uncontrolled costs, ONEE (Water Branch) projects,
especially those concerning drinking water production and supply of major urban centres (the case of
this project), experience no return-on-investment problems
2.7.2 The eleven Bank-financed projects (eight have been completed while three are ongoing) have
contributed to improve drinking water mobilization, supply and distribution as well as sanitation and
wastewater treatment services. The Water Sector Adjustment Programme (Water SAP) helped to
establish an institutional and regulatory framework of integrated water resource management to
address the challenges of ensuring secure supplies of drinking water throughout the country. These
projects target key towns in the Kingdom distributed nationwide (Rabat, Casablanca, Marrakech,
Tanger, Tetouan, Béni Mellal, Settat, Kénitra, Essaouira, Ouarzazate, Khouribga, Tan Tan) and have
contributed to safeguarding drinking water access in rural areas, which rose from 14% in 1990 to
about 92% at end-2011, and the sanitation access rate which rose from under 50% in 1990 to over
65% currently.
2.7.3 Based on these achievements, the main lessons learned from the partnership between the
Bank and ONEE (Water Branch) concern the need to build the project monitoring/evaluation and
post-evaluation capacity of ONEE staff (water branch) especially those in regional directorates. In that
context, a partnership project between OPEV and the Audit and Organization Directorate of ONEE
(Water Branch) was initiated after OPEV’s mission in December 2009 which led to the adoption of an
action plan. The proposed actions of that plan aim to assist ONEE (Water Branch) to design an
evaluation policy and a system of internal organization and management of review missions, and to
build monitoring/evaluation and post-review capacity.
2.8. Key Performance Indicators
2.8.1 In the short-term (2017), the project outcomes will be toguarantee an additional flow of 3.5
m3/s of raw water (2.5 m
3/s treated) pumped, treated and supplied to the Marrakech region from the Al
Massira dam in the first phase, with possibility of extension to 7 m3/s in the post-project period.
2.8.2 In the medium term (2020), the project will help to maintain the drinking water access rate at
100% in urban areas (towns concerned) and increase it in rural areas (provinces concerned) from 79%
to 95% (Rehamna), from 84% to 91% (AL Haouz) and from 94% to 96% (Marrakech). The project
will maintain the drinking water access rate at 100% in urban areas by supplying an additional
quantity of drinking water that matches the rising needs in the Marrakech region. In other words, if the
project is not implemented, the drinking water access rate in the area concerned will drop by a few
points. The project will also contribute to significantly reduce the rate of infant mortality (caused by
water-borne diseases) from 40 deaths per 1,000 infants currently to 15 deaths per 1,000 in 2020.
Lastly, the project will guarantee the industrial water needs of OCP’s Ben Guerir site, which will not
only ensure the proper operation of the site but also enhance the region’s economic development
(through the mining industry).
2.8.3 In the long run (2030), the project’s key performance indicator is the rate of access to
drinking water in urban and rural areas, and particularly in the project area. While the urban access
rate at national level will be maintained at 100%, the rural access rate will increase from 92%
currently to 100% in 2030.
8
III. Project Feasibility
3.1. Economic and Financial Performance
Table 3.1: Key Economic and Financial Data
IRR : 7.1% - NPV: MAD 577 million
ERR: 10.7% - NPV: MAD 684 million
Note: See Annex B7 for detailed calculations
3.1.1 This is an anchor project aimed at strengthening existing facilities for the production and
supply of drinking water to the urban and rural populations of Marrakech region (Marrakech, Al
Haouz and Rehamna provinces) and supply of pre-treated water to Morocco’s Phosphates Company
(OCP). Apart from the expected value added of an original sharing of the ONEE-OCP financing
package, the project will generate many financial and economic benefits. It will enable ONEE (Water
Branch) to improve its productive base and financial indicators, implement its development strategy
aimed at ensuring secure drinking water supply to Marrakech city and nearby areas (one of the largest
development poles in the Kingdom in terms of tourism) and meet at least cost the drinking water
needs of rural communities along the water conduit route and the pre-treated water needs of OCP.
This confirms the synergy among national economic entities and generates economies of scale with
immediate impact on the profitability of the Authorities. There are many project externalities: creation
of part-time and full-time jobs, catalytic role in new tourist, agricultural and industrial projects
(mining industries), generation of economic activities in rural areas, optimization of mining activities,
and improvement of the living environment and conditions of urban and rural populations.
3.1.2 The project financial internal rate oif return (FIRR) is 7.1% and the net present value
estimated at MAD 577 million. Sensitivity tests were conducted based on the following situations:
Table 3.2: Sensitivity Tests of Financial Internal Rate of Return
Event Impact on FIRR IRR NPV
(in MAD million)
10% increase in investment cost : 6.7 % 438
10% drop in demand : 6.8 % 470
10% increase in energy cost : 6.9 % 494
Combination of the three events : 6.4 % 343
10% increase in demand : 7.7 % 791
3.1.3 The different IRR sensitivity tests for poor performance scenarios show levels that are
above the weighted average investment rate estimated at 5.5%. A combination of three events – 10%
increase in investment cost, 10% drop in demand and 10% increase in energy cost – causes a
reduction of the IRR by 6.4%. Where performance matches project expectations and demand
increases by 10%, the IRR rises to 7.7%.
3.1.4 The project financial rate of return is acceptable, helping to service the debt and generate a
surplus. It appears fair for a project intended mainly for urban consumers. However, this return is
lowered by the fact that the project primarily constitutes a back-up and security basis for the part
reserved for Marrakech city. The project’s rated capacity will be used gradually manner and optimized
in 2020/2025. This is a capital-intensive project. Its components are inextricably linked, which
precludes partial or gradual implementation. The return is therefore diffuse and spread over time.
3.1.5 The economic rate of return (ERR) is 10.7 %. It is calculated on the basis of the same
financial return data after a 0.9% correction of local currency costs, application of the same foreign
exchange investment costs, 1.2% correction of the economic value of water, taking into account of
quantifiable benefits represented by the value of work-days generated during project implementation
9
and the water-fetching chore in terms of hours saved and used for more useful purposes (particularly
in rural areas) and lastly, health budget savings.
3.1.6 The economic rate of return is also satisfactory considering the nature of the project. The fact
that due consideration was given to several hard-to-quantify benefits confirms this rate of return. The
project will contribute to consolidate the structural foundations and financial and economic
management parameters of ONEE (Water Branch). It is financially sound and economically viable as
refelected in the above rates of return and the trend of ONEE’s (Water Branch) structure and financial
management parameters.
3.2. Environmental and Social Impact
Environment
3.2.1 The project is classified under the Bank’s environmental and social category 2. It was the
subject of an Environmental Impact Study (EIS) in January 2011 and an Environmental and Social
Management Plan (ESMP) that was published on the Bank’s website on 30 March 2012. Thus, it will
not lead to any significant irreversible and negative environmental and social impact or one that
might significantly affect environmental and social components considered as sensitive by the Bank
and the country. Indeed, the project only has specific impacts on project sites which have been
minimized by applying appropriate mitigation measures”. The analysis of project components and
activities, especially earthworks, civil engineering works, and the putting in place of a suitable sludge
management system at the station show that the project has no significant negative impact. Added to
that is the project’s expected positive impact both from a social and public health standpoint. It was
agreed that the Environment Division under ONEE’s Water and Sanitation Directorate will implement
the planned mitigation measures, in collaboration with the works supervision officials of the Technical
and Engineering Directorate (DTI).
Climate Change
3.2.2 Climate change in Morocco mainly affects already scarce water resources owing to the semi-
arid climate of the region, characterized by very low rainfall that is also very irregular in time and
space. Climate change, exacerbated by extreme phenomena, has resulted in increasingly longer dry
spells interspersed with episodes of brief and violent rains that have weakened water resources. In the
last three decades, the Kingdom has experienced 20 dry years with 3 dry spells each lasting four
consecutive years resulting in an overall drop of water resources of about 10 to 20%.
3.2.3 This aspect was taken into account in the project by first ensuring that the Water Basin
Agency (ABH) efficiently manages the available water of the Al Massira dam from which the
Marrakech region DWS will be enhanced and which offers the guarantee of project sustainability. The
ABH manages a series of dams4 upstream Al Massira intended to regulate all water resources and
guarantee a fixed reserve for drinking water needs (representing an absolute priority over other water
uses). Second, some project activities incorporate water saving processes such as water recycling in
the treatment station. Apart from the project, the country has an adaptation strategy being
implemented in zones of high water stress which, among other things, is based on the treatment and
re-use of wastewater to water golf courses; the promotion of drip irrigation; the improvement of the
efficiency of the drinking water distribution system with a national output objective of 75% in 2015 so
as to preserve substantial volumes of treated water.
4 My Youssef, Tioughza, Ait Segmine, Amsfrane, El Ouidane, Bou Inougoudane, Tagzirt, Ait Messaoud, Dcher El Oued,Taskdert, Tajemout,
Imezdelfane dams.
10
Gender
3.2.4 The project seeks to improve the living conditions of the population, particularly those of
women (51%). Gender mainstreaming in this project is aimed at ensuring that the needs and interests
of various social groups are taken into account and that the latter are involved in managing certain
structures. Gender has to do with social relations and the distribution of roles between men and
women. Since the two social groups are homogenous, gender mainstreaming takes into account the
diversity of project stakeholders. Lastly, to comply with the Moroccan Government’s policy
guidelines and Bank’s guidelines, the project will adopt a gender-based approach to ensure that the
needs and interests of various groups are taken into account during the project implementation phase
and beyond.
3.2.5 The availability of water in sufficient quantity and on a continuous basis will enable women
to seize opportunities offered by new projects in the tourism, industry and trade sectors or to create
their own income-generating activities (IGA) in synergy with other programmes (for example, the
National Human Development Initiative – NHDI). This will contribute to increase the number of
active women and thus bridge gender disparities in economic activities. The project area has major
tourism projects that are growing (the region accounts for 35.2% of the total number of hotel stays in
the country) and many business enterprises and services developing around these activities, known to
use high levels of female labour. This provides great opportunities to effectively contribute to the
advancement of gender equality (GE) in targeted zones in terms of involvement in economic life.
3.2.6 On the institutional front, Morocco has several instruments on equitable and sustainable
human development: (i) the National Strategy for Gender Equity and Equality by mainstreaming
gender in development policies and programmes, prepared by the Ministry of Social Development and
the Family and, (ii) the National Human Development Initiative (NHDI). These instruments provide
the project with a very favourable framework to give women and men equitable access to benefits and
reduce gender disparities.
Social
3.2.7 By virtue of its location and its key objective of safeguarding the water supply of the
Marrakech region, the project targets an area that is densely populated, especially during the tourist
season. It will contribute to improve the living conditions of the people, reduce poverty and provide
sufficient quantities of water to industrial and tourism enterprises for their activities. The project area
is a key tourism zone in the country and hosts one of the largest sites of the mining industry (OCP’s
Ben Guerir site which benefits directly from the project). It will help to create 43,935 direct and
indirect jobs in the tourism, construction, handicrafts and industrial sectors.
Poverty
3.2.8 With regard to poverty reduction, the project will contribute to improve the living conditions
of the population (mostly in peripheral neighbourhoods and nearby rural areas). The region has five of
the poorest provinces in the country. Except for the city of Marrakech (3.5%), the poverty index is
about 11.1% in El Kelâa des Saghna province and 14.9% in El Haouz province, whereas the national
average does not exceed 8.9%. Pockets of poverty persist in these provinces, with wide inter-
neighbourhood disparities (rates higher than the national average). Rural-urban migration is high in
the region and these job-seekers have settled on the outskirts of the city or in certain intra-urban
districts. The region lacks sufficient basic infrastructure for drinking water supply. By 2020, the
project will help to raise the drinking water access rate to 95% on average.
11
Health
3.2.9 On the health front, although drinking safe water prevents diseases such as cholera, this has a
marginal effect on endemic diseases which are transmitted by contaminated water and dirty hands.
The safeguarding of drinking water supply will provide households with sufficient quantities of water
to enable each to at least wash their hands before eating and after going to the toilet.
3.2.10 This project will procure several health benefits in the region: (i) better conditions of hygiene:
the time saved from water-fetching chores enables women to devote more time to their children; (ii)
fewer water-borne diseases: washing of hands with soap can reduce by about 40% the incidence of
diarrhea-related diseases, a major cause of infant morbidity and mortality. Currently, 16.3% of under-
five children suffer diarrhea attacks at least twice each year. There are still many cases of waterborne
gastro-enteritis in the region (241 cases in 2010), with several cases of typhoid and hepatitis A. This
health improvement will be greater if water is brought to homes; (iii) drop in the infant mortality rate
to 15/1000 live births by 2020 against 29/1000 currently; (iv) drop in maternal mortality by 2020 to
50/100,000 against 112/100,000 currently. Having water and better hygiene during pregnancy and
delivery means that the chances of post-natal infections are reduced and in the long run, women’s
reproductive health improves; (v) drop in the mortality and morbidity rates of the elderly, disabled
and HIV/AIDS carriers: they are more sensitive than others to disease and it is often difficult for them
to have access to water; and (vi) households’ spending on health drops to 25% in 2020 compared to
57.4% at present.
Education
3.2.11 When children spend hours helping their mothers to look for water, they often no longer have
time for education. Furthermore, if their parents become ill, girls often stay at home to look after
them. This project will help to halve the school drop-out rate in the region.
3.2.12 The absence of water and sanitary facilities in schools and the failure to build separate
gender-specific facilities are determining factors in girls dropping out of school. Access to adequate
sanitary facilities has a direct impact on their schooling and safety. This project will help to raise
school enrolment rates in the region to 100% for primary education in 2020 (97.2% currently) and
85% for secondary school (62% in 2011).
Millennium Development Goals (MDG)
3.2.13 The project will help greatly not only to improve the local population’s hygiene and living
conditions but also to achieve the MDGs. The 3rd
report of the Planning High Commission on the
MDGs concluded that Morocco has to speed up the current implementation of the following goals: (i)
control of make-shift housing; (ii) school enrolments; and (iii) access to drinking water.
Expropriation and Involuntary Resettlement
3.2.14 No resettlement operation is planned for this project. Procedures for expropriation for public
utility are already in progress for the private land identified for the treatment station and raw water
conduit (the landowners are already informed and are being sensitized to sell their land the cost of
which will be included in the project cost). This is in accordance with Act No. 7-81 promulgated by
Dahir No.1-81-254 of 11 Rajeb 1402 (6/05/1982) relating to expropriation for public utility and
temporary occupancy (see Annex B8) that governs expropriation procedure in Morocco and that was
deemed consistent with the relevant Bank requirements5.
5 Act No. 7-81 promulgated by Dahir No.1-81-254 of 11 Rajeb 1402 (6/05/1982) relating to expropriation for public utility and temporary occupation
were also enforced during recent DWSS projects in Morocco.
12
IV. Implementation
4.1. Implementation Arrangements
National Electricity and Drinking Water Authority (ONEE)
4.1.1 The grouping of ONE and ONEP into a single public establishment called “National Electricity
and Drinking Water Authority” (ONEE), subject of Act No. 40-09, sought to harmonize the new water
and energy strategies and ensure the continuity and rational management of the water and electricity
public service by adopting action plans to guarantee their availability.
4.1.2 Act No. 40-09 became effective on 24 April 2012 after expiry of the six-month period as from
the date of its publication in the Official Gazette of 24 October 2011. Decree No. 2-12-89 of 5 April 2012
to implement the above law specified the composition of the Board of Directors and headquarters of
ONEE (published in Official Gazette No. 6040 of 19 April 2012). The General Manager of ONEE will be
appointed by dahir, pursuant to the regulations in force (organic law No. 02-12 promulgated by Dahir
No.1-12-20 of 17 July 2012 and published in Official Gazette No. 6066 of 19 July 2012)..
4.1.3 Act No. 40-09 set up mechanisms and guarantees to ensure continuity of activity given the
importance of the services managed by ONE and ONEP. In that regard, the law provides as follows:
- Subrogation : Section 15 of the law stipulates that ONEE shall be ‘subrogated to the rights
and obligations of ONE and ONEP pertaining to works, supplies and service contracts
and for all other agreements and conventions, especially financial ones, signed by ONE
and ONEP before the effective date of this law and not finally paid on that date. ONEE
shall pay for such contracts and conventions in the forms and conditions stipulated
therein”.
- Continuity of activity: This principle is enshrined in Section 16 of the law which provides
that “the establishment of ONEE after grouping ONE and ONEP into a single entity shall
not lead to the suspension of activities. This grouping in no way calls into question the
assets, rights, obligations, conventions and contracts, including those signed with staff
members, their representatives and third parties, as well as authorizations of any nature in
and out of Morocco and shall in particular have no incidence on third-party contracts
signed by ONE and ONEP, their subsidiaries and companies in which they have equity
participation with third parties”.
- Discharge by ONEE of the same missions and activities as the two merged
establishments: Act No. 40-09 repealed the instruments instituting ONE (dahir of 5
August 1963) and ONEP (dahir of 3 April 1972), except for sections related to the
missions of the two merged entities and their respective areas of intervention.
4.1.4 Furthermore, the Moroccan authorities indicated that to ensure the smooth performance of its
duties and implementation of the projects, ONEE will adopt a separate operational management by
specialty, that is, either electricity or drinking water. Thus, the operational departments (engineering,
procurement, finance, etc) of the former entities (ONEP and ONE) will continue to implement all existing
and programmed projects in their respective spheres (water or electricity).
Institutional Arrangements
4.1.5 ONEE (Water Branch) is the project executing agency.. It is very familiar with the Bank’s
procedures, having successfully implemented several Bank-financed projects. The Development Pole
Central Directorate implements and monitors the project through the Technical and Engineering
Directorate. It has sufficient material and human resources to implement the project on schedule. This
13
Directorate will closely manage all technical aspects of the project in association with the Supplies
and Procurement Directorate for the procurement of goods, services and works, the Finance
Directorate for project accounts and financial management and general coordination with the Bank
and the Sanitation and Environment Directorate for monitoring measures to mitigate the project’s
impact on the environment. The Regional Directorate at Marrakech will provide support for the day-
to-day management of the project.
4.1.6 The Technical and Engineering Directorate, which oversees project technical management,
will designate a project coordinator who will implement and manage all components of the project.
Further, a consulting engineer will be recruited to supervise and inspect works under the component
related to project technical support.
Procurement Arrangements
4.1.7 All goods, works and consultancy services financed with Bank resources will be procured in
accordance with the Bank’s Rules of Procedure for the Procurement of Goods and Works (May 2008
version as revised in July 2012) or, as the case may be, its Rules of Procedure for the Use of
Consultants (May 2008 version as revised in July 2012) using the standard bidding documents of the
Bank. Through “Water Pole” structures namely, the Supplies and Procurement Directorate, ONEP
will be responsible for all procurements as described in detail in Annex B5. The resources, capacity,
expertise and experience of ONEE (Water Branch) are presented in detail as Annex B5. The
procurement plan was prepared and discussed with ONEE and will be finalized and adopted during
negotiations of the loan agreement.
4.1.8 Given the scope and nature of contracts to be financed by the Bank under this project, the
parties have agreed that all bidding procedures will be submitted for the prior opinion of the Bank.
The Borrower requested and obtained the Bank’s approval for advance procurement action (APA) for
consultancy services for technical support. This action will help to guarantee the presence of the
Consulting Engineer (CE) at project start-up and particularly during the evaluation of works-related bids
(especially for the water intake structure and treatment station that require proven expertise).
Disbursement Arrangements
4.1.9 Disbursements of the ADB loan will be made in accordance with the applicable provisions of
the Bank’s disbursement manual (2012 version). ONEE (Water Branch) will use the different
disbursement methods specified in that manual. During negotiation of loan and guarantee agreements, a
disbursement letter will be reviewed by both parties and forwarded to ONEE (Water Branch) once the
Bank approves the project.
Financial Management
4.1.10 ONEE (Water Branch) has a financial management system deemed highly reliable for all the
projects it implements. However, the Bank recommends measures for improving the periodic and
annual reporting of project financial information and audit opinions produced in line with the relevant
general conditions and specific requirements of the Bank and taking into account the Authority’s
accounting and financial procedures. Thus, the fiduciary risk assessment conducted in line with Bank
guidelines on project financial management concluded that initial fiduciary risk was moderate for the
Bank mainly because of financial reporting to the Bank. The satisfactory implementation of the
priority action plan for financial management detailed in Annex B4 (not a loan condition), will help to
achieve a low-level residual risk. Furthermore, since the ONE/ONEP merger can impact projects
financial management, the Bank asked to be notified of any re-organization of accounts/financial
services or change of procedures because it may undertake a supervision mission to ensure the
reliability of new arrangements in place for the financial management of projects financed.
14
4.1.11 The project’s financial management will be based on the financial system of ONEE (Water
Branch) as a whole and, especially, the relative organization of the Finance Directorate and other key
Directorates or positions involved in resource management or supervision (Planning, Supplies and
Contracts, Management Supervision and Information System, Operations Oversight Agency, Internal
Audit and Organization). These Directorates have adequate, qualified and experienced staff. Since
ONEE is a public establishment endowed with moral personality and administrative and financial
autonomy, it is managed autonomously and subject to the principles and obligations of the
Commercial Code and the Finance Minister’s order on privatization of 20 December 2005 laying
down the management instruments of public establishments that are eligible to support supervision.
Thus, during project implementation, the public financial management system will not be used, except
for the timeliness of internal and external audits undertaken by other State audit bodies. Each year,
ONEE (Water Branch) implements a programme of activities budgeted for and approved by its Board
of Directors. It will also forward to the Bank an annual investment budget note, highlighting Bank-
financed projects.
4.1.12 ONEE (Water Branch) maintains the financial accounting (in accordance with Moroccan
accounting standards) and the cost and budgetary accounting of the entity integrated in the SAP CFI
module, whose principles and procedures are documented. Although ONEE (Water Branch) does not
keep separate accounts for each project, some items of information that can be reconstituted from
financial accounting and the cost and budgetary charges of ONEE will serve to compile (outside the
accounting framework) the project’s financial statement whose residual funds will be backed by
verifiable accounting data. ONEE (Water Branch) has a collection of detailed, documented and
updated procedures for all its operational activities (purchases, accounts-finance, human resources,
commercial, operation, stock, management oversight, etc.). If implemented, they will guarantee a
reliable control of expenditure commitment and justification, financial transactions, accounting entries
and safeguard financial data and ONEE (Water Branch) and project assets. The recent study to map
the risks of ONEE (Water Branch) and the measures considered by the Directorate will lead to a better
rationalization of the expenditure control chain. Internal audit will be performed both by the Internal
Audit Division based on its charter and procedures, and the Audit Committee. Being a public
establishment, ONEE is subject to the control of the Ministry of Economy and Finance (through the
Directorate of Public Enterprises and Privatization) or other authorized public auditors and State audit
institutions (IGF, Court of Auditors, etc.). A project technical and financial activity report will be
prepared quarterly based on the usual format. The financial part of the report will be backed by the
statements indicated in Annex B4. The project will be subject to financial management oversight both
on and off the project sites.
Audit Mechanisms
4.1.13 The financial statements of ONEE (Water Branch) and those of projects implemented with
ADB resources are currently audited by an external audit firm recruited by ONEE (Water Branch).
Projects will be audited according to international audit standards and taking into account procedures
outlined in TORs agreed with the Bank. TORs for FY2011-2013 have already been discussed and
approved by the Bank. The report on the audit of project financial statements and those of ONEE
(Water Branch) will be submitted to the Bank along with the letter to the Directorate on the internal
audit of the project, no later than six (6) months after the close of the relevant fiscal year. ONEE
(Water Branch) will also submit to the Bank an extract summarizing the key remarks and
recommended measures of the internal audit report of ONEE (Water Pole). Further, ONEE (Water
Branch) can also be audited by the Court of Auditors of Morocco.
15
4.2. Monitoring
4.2.1 The physical implementation of the project will cover a period of 60 months, from 2013 to
2017. This time-frame is considered reasonable, taking into account the nature of the works and
ONEE’s (Water Branch) experience in similar works.
4.2.2 ONEE (Water Branch), the project executing agency, will assume prime responsibility for
monitoring the project and will prepare, in accordance with the method of presentation recommended
by the Bank, quarterly status reports of project implementation covering all aspects of its outputs. In
particular, the reports will assess the project implementation status, the expenditure, commitments and
disbursements by component, expenditure category and source of financing, the major problems
encountered as well as the recommended solutions. Beyond the implementation period and during the
operation phase, ONEE (Water Branch) has appropriate structures for monitoring the project impact;
it will establish a database, references and statistics for monitoring and evaluating various
performance indicators, in accordance with ONEE’s (Water Branch) standard models.
4.2.3 The Bank will monitor project implementation through supervision missions, ONEE (Water
Branch) activity reports and financial statements. The assistance of the Country Office in Morocco
(MAFO) will help to improve project implementation management and monitoring, especially as
regards the project’s technical, procurements, disbursements and financial management. Thereafter,
the Bank will prepare the project completion report and the project performance review report.
4.2.4 The detailed project implementation schedule is presented at the beginning of this report. The
completion of the project is scheduled for December 2017. The proposed project implementation
schedule is summarized below:
Period Stages Monitoring Activities / Feedback Loop
2010 – 2012 Detailed designs Validation of studies by ONEE (Water Branch)
2nd
half 2012 Consultation of CE Launch of consultation by APA
November 2012 Approval of project Bank Board of Directors
4th
quarter 2012 – 2nd
quarter 2013
Issue of BD for goods and
works
Preparation by ONEE (Water Branch) and Bank’s non-
objection
2013 – 2014 Bid evaluation Preparation by ONEE (Water Branch) and Bank’s non-
objection
2013 – 2014 Award of contracts Preparation by ONEE (Water Branch) and Bank’s non-
objection
2013 – 2017 Works Implementation Implementation by contractors and acceptance by ONEE
(Water Branch)
2013 – 2017 Works Monitoring Performed by CE and accepted by ONEE (Water Branch)
December 2018 Completion report Joint preparation by the Bank and ONEE (Water Branch)
4.3. Governance
4.3.1 ONEE (Water Branch) pays special attention to strengthening management and
organizational procedures, as seen in the new organization put in place to gradually decentralize its
activities and give broad autonomy to regions. The first measures concerned the devolution of
essential functions such as studies, works, partial human resource management and management
control by separating production and service-related tasks to foster greater proximity and visibility in
terms investment and commercial management.
4.3.2 In light of the reliability and efficiency of strategic and operational management tools
available at the ONEE (Water Branch) level (State-ONEE Programme Contract, internal management
contract, management control, SIONEP system, post-evaluation and quality management system,
etc.), the governance-related risks are low. Similarly, the reliability and efficiency of the control,
organization and, internal and external audit system has earned ONEE (Water Branch) the privilege of
16
moving in April 2006 from an a priori control by the State to support control, reserved for entities
with proven competence in internal auditing, optimal management of resources and budget
implementation, and regularity of expenditure. In June 2009, ONEE (Water Branch) initiated a study
to strengthen its internal audit system and put in place an overall risk management strategy. This study
culminated in the mapping of risks ( curative and preventive risks).
4.4. Sustainability
4.4.1 Project sustainability depends mainly on ONEE’s (Water Branch) capacity to implement the
project as well as monitor and maintain the facilities that will be put in place. ONEE (Water Branch)
has an appropriate set-up as well as sufficient qualified technical staff who can operate and maintain
the drinking water production and supply systems of the cities concerned. In addition and as reflected
in ONEE’s (Water Branch) financial projections, adequate financial resources will be generated and
will cover the recurrent operating and maintenance costs of each of the structures to be put in place.
4.4.2 The sustainability of drinking water supply from the Al Massira dam depends on several
factors: the preservation of water quality, the right balance between abstraction (water removal and
losses from infiltration and evaporation, and the useful volume of the lake) and supply (which depends
on rainfall and climate change) and regulated transfer between basins of the North, Centre and South.
All these factors are managed by the Oum Er Rbia Water Basin Agency (ABH) in order to ensure the
sustainability of the resources of the storage dam (see Annex C1) and that the different water needs
of the Oum Er Rbia basin are satisfied.
4.4.3 Project sustainability also depends on the sound management of water distribution systems
by the Marrakech Autonomous Water and Electricity Distribution Agency (RADEEMA) for the city
of Marrakech and ONEE (Water Branch) for the other smaller urban and rural centres. This
management is reflected in the performance indicators of networks mentioned in annual reports of
RADEEMA and ONEE (Water Branch) and the two operators as well as the level of satisfaction of
their clients (Annex C2). The water tariff policy seeks to reconcile the interests of consumers and
those of stakeholders in order to guarantee service sustainability. The tariffs are based on a national
equalization system that makes it possible to establish social equity. The progressive rate system
accommodates low income-earners and incites the big consumers to use drinking water more
economically. Under a draft State-ONEE (Water Branch) Programme Contract revised periodically
which entrenches the objective of service sustainability, the DWS in rural areas and sanitation benefit
from targeted subsidies to maintain the financial balance of ONEE (Water Branch).
4.4.4 Finally, project sustainability is guaranteed by the reforms and programmes initiated by the
Government of Morocco particularly through the Water Sector Adjustment Programme (Water SAP) co-
financed by the Bank, the World Bank, the European Union, the National Irrigation Water Saving
Programme (PNEEI) and the National Sanitation Programme (PNA). These reforms, most of which have
already been implemented, will lead to integrated water resource management, watershed erosion control,
rehabilitation of DWS distribution and irrigation systems to reduce losses, the promotion of new
irrigation techniques to save water, the development of an adequate sanitation service, the reduction of
pollution and lastly, the introduction of adequate tariffs based on economic cost.
4.5. Risk Management
4.5.1 Possible project risks concern (i) the preservation and sustained availability of water
resources and the integrated and optimal management of these resources; (ii) the grouping of ONE
and ONEP into a single entity; (iii) delays in the procurement of the necessary land for building
structures; and (iv) failure to maintain and renew water distribution and sanitation networks.
17
4.5.2 The conservation, sustained availability and integrated and optimal management of water
resources is one of the major concerns of the Water SAP measures co-financed by the Bank, the
European Union and the World Bank. These measures define quality standards for surface water and
water intended for DWS. These standards fix the threshold values for water discharged into the
sanitation systems and the natural environment as well as the values for liquid discharged from
different industrial and handicraft sectors. Furthermore, implementation of the action plans of the
national water strategy and PADAIREs contribute to ensuring integrated water resource management.
4.5.3 The grouping of ONE and ONEP could represent a risk for project implementation
(organizational aspect) as well as for the financial balance of the Authority (financial aspect).
However, this risk is low because Act No. 40-09 relating to this merger provided for the continuity of
business. In that regard, the operational departments (engineering, procurement, finance, etc) of the
former ONEP will continue to implement existing and programmed projects which concern them
(drinking water and sanitation). This separation by specialty will also be extended to financial aspects.
Separate financial statements will be prepared, to be consolidated later, as well as a Programme Contract
with the State in two parts (one for drinking water and sanitation and the other for electricity) that will
seek to preserve the financial balance of ONEE.
4.5.4 The sometimes fairly long time required to acquire the necessary land for laying pipes and
building structures could represent a risk for the timely implementation of the project. However, the
preliminary designs and environmental impact study have shown that the land parcels to be acquired
are either: (i) public land (public works, municipalities, etc); or (ii) have a low market value
(unfarmed arable land). In determining the planned route of the pipelines and location of structures, all
the existing urban centres were by-passed and, consequently, no construction will be affected.
Moreover, in order to take into account lessons learned from projects being implemented with ONEE,
it was agreed that officials of the Central Directorate in charge of legal affairs should assume
responsibility for the land acquisition file before the start of works and undertake on-site missions to
better identify possible land tenure constraints the project might face. Lastly, the Directorate in charge
of legal affairs will be backed by a legal expert during the technical support mission.
4.5.5 Failure to maintain and renew water distribution and sanitation networks is a risk that will be
mitigated by implementing the networks extension action plans of DWSS sector stakeholders (ONEE
(Water Branch) and Boards) and improving the infrastructure management conditions (see Annex
C2).
4.6. Knowledge Building
4.6.1 Project implementation will help to enrich ONEE’s (Water Branch) experience in carrying
out and operating drinking water supply and sanitation projects in urban and rural areas. The
involvement of ONEE (Water Branch) in integrated water resource management and the people’s
participation in the various components and their sensitization on the choice of projects are obvious
assets for the project.
4.6.2 The project implementation approach will seek the involvement of the maximum number of
staff members in the design and application of technical options, optimization of investments and the
rational use of water, adoption of technical options adapted to the environment of the different project
components and reconciling environmental, financial and socio-economic interests. The experience of
micro-enterprises for outsourcing certain functions and generating jobs locally especially for young
diploma-holders can also be an opportunity for the project
4.6.3 ONEE (Water Branch), through its website, will share its experience within the country and
beyond its borders. Its training centre will play a knowledge dissemination and research role, as
recognized by the WHO. The dissemination of experience will further confirm the status of ONEE as
a DWSS sector benchmark in Africa having close links with universities, research centres and similar
18
bodies throughout the Continent and beyond, and collaboration geared towards sharing knowledge
and know-how. (ONEE already operates in some fifteen African countries). The Bank will definitely
benefit from it for the future direction of its DWSS sector operations, and will share the experience
from this project with its other units.
4.6.4 Technical support will be an instrument of assistance and transfer of knowledge and lessons
learnt in monitoring and supervising the environmental and social aspects. Technical support will
include an environmentalist who will help ONEE to properly monitor and evaluate environmental and
social indicators. It will facilitate the transfer of knowledge through the design of a monitoring and
surveillance guide and the necessary tools for this work which is new to ONEE (Water Branch). All
the documents and tools produced for the environmental and social component will be disseminated
on the ONEE (Water Branch) website.
V. Legal Framework
5.1. Legal Instrument
This is an ADB loan agreement.
5.2. Conditions Associated with the Bank’s Intervention
The granting of the ADB loan shall be subject to the following conditions:
Conditions precedent to effectiveness
Effectiveness of the loan agreement shall be subject to its signature.
Conditions precedent to first disbursement
Provide the Bank with evidence of the appointment of the Project Coordinator whose qualification and
experience shall have been deemed acceptable beforehand by the Bank.
Other conditions
i) Submit to the Bank, before commencement of the works on each structure, justification
for the occupancy of each plot of land concerned;
ii) Submit to the Bank, at the end of each quarter, a quarterly environmental and social
monitoring report based on the implementation of the environmental and social
management plan approved by the Bank. The report could form part of the quarterly
project implementation report.
19
5.3. Compliance with Bank Policies
5.3.1 A waiver of the Policy on Expenditure Eligible for Bank Group Financing approved by the
Board on 19 March 2008 was requested to enable the Bank to finance over 50% of the total cost, net
of taxes and customs duties, of the Marrakech Region Drinking Water Supply Project. The
justification note, prepared in line with the provisions of Section 4.2.2 of the Policy, obtained the non-
objection of the relevant Bank services.
5.3.2 The project complies with all other applicable policies, in particular the Bank’s policies,
guidelines and procedures on environmental and social management. It is a category 2 project. The
ESMP summary was prepared and the cost of implementing mitigation measures was included in the
project cost.
VI. Recommendation
It is recommended that an ADB loan not exceeding a total amount of EUR 120.0 million and USD 37
million (about UA 122.2 million) be awarded to ONEE with a State guarantee. The loan will be used
to finance 57.6% of the total project cost, net of taxes and customs duties.
Annex I
Page 1/1
Country Development Indicators
1990 2011 *
Superficie ( 000 Km² ) 30 323 80 976
Population totale (millions) 24,8 32,3 1 044,3 5 732,2
Croissance annuelle de la population (%) 1,9 1,0 2,3 1,3
Espérance de vie à la naissance -Total (années) 64,1 71,8 56,0 67,1
Taux de mortalité infantile (pour 1000) 64,6 32,2 78,6 46,9
Nombre de médecins (pour 100000 habitants) … 62,0 58,3 109,5
Naissances assistées par un personnel de santé qualifié (%) … … 50,2 64,1
Taux de vac. contre rougeole (% d'enfants de 12-23 mois) 79,0 98,0 77,9 80,7
Taux de scolarisation au primaire (% brut) 68,3 113,7 100,4 107,2
Ratio Filles/Garçons au primaire (%) 67,6 94,3 90,9 100,0
Taux d'alphabétisation (% de la population >15 ans) … 56,1 65,1 80,3
Accès à l'eau salubre (% de la population) 75,0 81,0 64,5 84,3
Accès aux services sanitaires (% de la population) 52,0 69,0 41,0 53,6
Valeur de l'IDH (Rang sur 187 pays) … 130,0 n.a n.a
Indice de pauvreté humaine (IPH-1) (% de la Population) … 31,1 34,7 …
Indicateurs macroéconomiques 2000 2009 2010 2011
RNB par habitant, méthode Atlas ($ courant) 1 312 2 832 2 939 …
PIB (Million de dollars courant) 37 060 90 907 90 803 100 865
Croissance du PIB réel (% annuel) 1,8 4,8 3,7 5,0
Croissance du PIB réel par habitant (% annuel) 0,6 3,6 2,7 4,0
Investissement intéreur brut (% du PIB) 25,5 35,6 35,1 36,0
Inflation (% annuel) 1,9 1,0 0,9 0,9
Solde budgétaire (% du PIB) -5,5 -2,2 -4,7 -6,1
Commerce, Dette extérieure & Flux financiers 2000 2009 2010 2011
Variation en valeur des exportations (%) 3,3 -27,4 32,4 14,3
Variation en valeur des importations (%) 3,6 -19,0 12,9 19,6
Variation des termes de l'échange -7,4 5,7 -32,2 -4,8
Balance commerciale ( Million de dollars E.U.) -3234,9 -16279,2 -20010,7 -23833,6
Balance commerciale (% du PIB) -8,7 -17,9 -21,1 -22,7
Solde des comptes courants ( Million de dollars E.U.) -477,9 -4909,0 -4086,1 -6556,2
Solde des comptes courants (% du PIB) -1,3 -5,4 -4,5 -6,5
Service de la dette (% des exportations) 32,4 7,5 6,6 6,1
Dette extérieure totale (% du PIB) 48,6 23,3 23,6 24,0
Flux financiers nets totaux ( Million de dollars E.U.) 600,7 2082,4 … …
Aide publique au développement nette ( Mn de dollars E.U.) 418,8 911,6 … …
Investissements nets directs ( Million de dollars E.U.) 422,2 1951,7 1303,7 …
Réserves internationales (mois d'importations) 3,6 7,7 6,8 5,2
Développement du secteur privé et infrastructures 2000 2005 2010 2011
Temps requis pour demarrer une affaire (jours) … 12 12 12
Indice de protection des investisseurs (0-10) … 3,0 3,3 5,0
Abonnés aux téléphones fixes (pour 1000 hab.) 49,5 44,1 117,3 …
Utilisateurs d'internet (pour 1000 hab.) 81,3 407,8 1001,0 …
Routes asphaltées (% du total des routes) 54,6 59,6 … …
Ferroviaire, Marchandises transportées (million ton-km) 4576,0 5919,0 … …
* Année la plus récente. Dernière mise à jour : février 2012
Maroc
Source: Département de la statistique de la BAD, à partir de sources nationales et internationales.
Indicateurs sociauxMaroc
AfriquePays en dévelo-
ppement
711
Annex II
Page 1/1
Table of ADB Active Portfolio in the Country (August 2012)
Taux
d'
exec.
Phys.
(%)
SECTEUR AGRICOLE 1.9 0.6 3.5 139,139,051 160,374,880 2,263,606 158,111,274 1.4% 18.6% 7.3%
1 Projet d'ap. tech. prom. jeunes entrepreneurs - DON PRI 12-janv.-12 4-May-12 4-May-12 30-juin-14 0.6 0.1 UC 497,200 497,200 0 497,200 0.0% 100.0%
2 Projet d'ap. au Prog. nat. d' eco. d'eau d'Irrig. (PNEEI) 14-déc.-09 04-mars-10 2-Jul-10 31-Dec-15 2.7 0.4 6.7 EUR 47,651,651 53,590,000 1,609,400 51,980,600 3.0% 17.0%
3Ass. Tech. progr. Protec. sauvegarde des oasis du Sud du Maroc
(POS) - DON PRI28-avr.-09 31-juil.-09 31-juil.-09 30-juin-13 3.3 0.8 3.1 UC 496,000 496,000 386,338 109,662 77.9% 77.9%
4 Appui tech. dév. Infrastr. d’irrigation - DON PRI 21-févr.-11 17-mars-11 17-mars-11 31-déc.-12 1.5 0.8 0.8 UC 494,200 494,200 158,834 335,366 32.1% 62.1%
5 Programme d' appui au Plan Maroc Vert (PAPMV) 18-juil.-12 0.1 EUR 90,000,000 105,000,000 105,000,000 57.1%
SECTEUR TRANSPORTS 3.1 0.6 7.7 510,263,406 585,720,000 51,733,548 533,986,452 8.8% 17.4% 26.9%
6 2è phase Progr. Nation. de routes rurales (PNRR 2) 5-sept.-07 23-nov.-07 8-mars-08 31-déc.-13 4.9 0.8 6.2 EUR 41,754,428 45,000,000 45,000,000 0 100.0% 100.0%
7 3ème Projet aéroportuaire 16-avr.-09 8-mai-09 22-oct.-09 31-déc.-13 3.3 0.7 6.3 EUR 214,456,130 240,000,000 5,940,008 234,059,992 2.5% 11.0%
8 Réparation ouvrages 7 ports - DON PRI * 01-avr.-10 17-mars-11 17-Mar-11 31-août-12 2.4 1.0 11.7 UC 600,000 600,000 12,675 587,325 2.1% 100.0%
9 Projet d'augm. de capa. Ferrov. Tanger-Marrakech 17-déc.-10 17-mars-11 30-Jun-11 31-déc.-16 1.6 0.2 6.5 EUR 253,452,847 300,000,000 778,528 299,221,472 0.3% 10.0%
SECTEUR ENERGIE 1.0 0.5 4.9 559,688,984 650,820,000 12,811,146 265,008,854 2.0% 29.0% 29.5%
10 Progr. déve. réseau transp. et réparti. élect. 02-déc.-09 11-déc.-09 29-Apr-10 31-déc.-14 2.7 0.5 4.9 EUR 101,830,388 109,820,000 12,811,146 97,008,854 11.7% 29.0%
11 Projet de la centrale solaire de Ouarzazate 16-mai-12 31-déc.-16 0.2 EUR 137,858,596 168,000,000 168,000,000
12 Programme intégré éolien et PERG 13-juin-12 31-déc.-16 0.2 EUR 320,000,000 373,000,000
SECTEUR SOCIAL 1.4 0.8 0.2 470,406 544,942 544,942 0 100.0% 100.0% 0.0%
13 Appui strat. dével. enseig. Privés - DON PRI 11-mars-11 17-mars-11 17-mars-11 31-déc.-12 1.4 0.8 0.2 UC 470,406 470,406 470,406 0 100.0% 100.0%
SECTEUR EAU ET ASSAINISSEMENT 3.6 0.7 7.7 309,565,848 369,375,833 89,517,146 275,557,100 24.2% 41.5% 16.3%
14 Neuvième Projet d'AEPA 21-juil.-06 18-déc.-06 16-mai-07 30-juin-13 6.1 0.9 10.0 EUR 70,666,446 81,000,000 63,900,423 17,099,577 78.9% 90.0%
15 Dixième Projet d'AEP 16-nov.-08 26-déc.-08 17-juil.-09 31-déc.-13 3.7 0.7 8.1 EUR 30,702,510 33,840,000 11,247,016 22,592,984 33.2% 60.0%
16 Dixième Projet d'AEP 16-nov.-08 26-déc.-08 17-juil.-09 31-déc.-13 3.7 0.7 8.1 USD 34,540,816 53,340,000 12,918,748 40,421,252 24.2% 60.0%
17 Onzième Projet d'AEPA Rabat-Casa 12-mai-10 19-août-10 13-janv.-11 31-déc.-14 2.2 0.4 8.2 EUR 135,258,333 162,310,000 0 162,310,000 0.0% 12.0%
18 Onzième Projet d'AEPA Rabat-Casa 12-mai-10 19-août-10 13-janv.-11 31-déc.-14 2.2 0.4 8.2 USD 36,706,667 55,060,000 3,123,581 51,936,419 5.7% 12.0%
19 Projet recharge artificiel. nappe du Haouz - DON FAE ** 12-janv.-09 8-mai-09 8-mai-09 30-nov.-12 3.6 0.9 3.9 EUR 1,691,076 1,892,500 1,637,700 254,800 86.5% 100.0%
SECTEUR MULTISECTEUR 1.5 0.7 1.6 201,445,338 227,027,046 224,529,840 2,497,206 98.9% 99.3% 10.6%
20 Projet d'améliorat. du syst. de garantie - DON PRI 19-janv.-11 17-mars-11 17-mars-11 31-déc.-13 1.6 0.5 1.9 UC 464,988 464,988 159,388 305,600 34.3% 76.5%
21 Projet de renf. du contr. marché. fin. - DON PRI 13-déc.-10 17-mars-11 17-mars-11 31-déc.-12 1.7 0.8 3.1 UC 480,350 480,350 171,410 308,940 35.7% 100.0%
22 Projet de dévelop. du Secteur Financier II (PADESFI-II) 23-nov.-11 23-Nov-11 6-déc.-11 31-déc.-12 0.7 0.6 0.4 EUR 200,000,000 224,000,000 224,000,000 0 100.0% 100.0%
23 Appui inst. SG UMA ( Multinational) - DON PRI 30-avr.-09 28-mai-09 28-mai-09 30-déc.-12 3.3 0.9 0.9 UC 500,000 500,000 110,735 389,265 22.1% 100.0%
24 Statistical Capacity Building II - DON PRI /ψ 15-mars-11 1.4 UC 490,000 490,000 490,000 100.0%
25 Etude sur la croissance et l' emploi au Maroc - DON PRI /ψ 2-juil.-12 0.1 EUR 587,200 704,640 704,640 100.0%
SECTEUR PRIVE 1.8 0.2 7.8 179,094,963 223,333,333 208,942,333 14,391,000 93.6% 93.5% 9.4%
26 Fond Argan pour le développement des infrast. 17-févr.-10 21-juil.-10 21-juil.-10 31-déc.-18 2.5 0.2 5.1 EUR 14,000,000 15,000,000 609,000 14,391,000 4.1% 3.0%
27 Prêt à l'Office Chérifien des Phosphates 29-juin-11 10-mai-12 10-mai-12 10-mai-15 1.1 0.1 10.5 USD 165,094,963 250,000,000 250,000,000 100.0% 100.0%
Récapitulatif: Répartition sectorielle des opérations Approbations (millions EUR) Situation des décaissements
Montant du portefeuille Total %
En Unités de compte 1,899,667,996 100.0%
Prêts (16 projets) 1,892,896,576 99.6%
Dons (11 projets) 6,771,420 0.4%
En Euros 2,217,196,034
Actuel Proj. 2012
Montant des approbations en 2012 542,301,280 903,830,500
Montant Total des décaissements en Euros 590,342,561 772,592,754
Prêts 587,453,031
Dons 2,889,530
Taux de décaissement global 37.6% 34.8%
Prêts 43.5% Dons 52.7%Montant moyen par prêt (en UC) 126,193,105
Delai moyen de mise en vigeur (mois) 4.8 Prêts 6.4 Dons 3.1Age relatif du portefeuille (an) *** 0.6
Age moyen du portefeuille (an) 2.0 Prêts 2.7 Dons 1.7
Note: Les zones gisée correspondent à des opérations non encore en vigueur ( ψ): Projet non encore en vigueur et par conséquent non inclus dans la détermination du taux de décaissement global du portefeuille.* PRI: Pays à revenu intermédiaire
* PRI: Pays à revenu intermédiaire ** FAE : Facilité africaine de l'eau *** Age relatif (ratio < ou = à 1): Age du projet depuis sa mise en vigueur rapporté à la période entre la date de mise en vigueur et la date de clôture telle que prévue à l'évaluation du projet.
Part
dans
le
portef
euille
Montant approuvé Décaissement
cumulé en
monnaie du prêt
par projet / en
euro par
secteur
Annulatio
n en
monnaie
du prêt
Montant non
décaissé en
monnaie du prêt
par projet /en
EUR par secteur
Taux décaissements
cumulés (en %)Nom
breNom du Projet
Date
d'approbation
Date de
signature
Date de
mise en
vigueur
Date de
clôture
Age
moyen
projet
(an)
Age
relatif
du
projet
(an)
delai
mise en
vigeur
(mois) en Unités de
compte
en monnaie du
prêt (total par
sect. en EUR)
ActuelProject.
2012
Monnaie
du prêt
Agric Transp. Energ. Social Eau/ass. Multisect. Sect. privé Moyenne
6%
17%
5%
100%
42%
99%
3%
30%
1%9%
2%
100%
24%
40%
52%
24%
Tx déc. prév. fin 2012 Tx de décais. fin juin 2012
158
643 634
476
646
904
2008 2009 2010 2011 act.2012
proj.2012
Agric7.3%
Transp26.9%
Energ29.5%
Eau/as16.3%
Multisec.10.6%
Privé 9.4%
Annex III
Page 1/1
Key Related Projects Financed by the Bank and Other Development Partners of the Country
1. The list of the main projects financed by the Bank and and the other development partners in the DWSS sector is given in Annex-A.
2. The distribution of the main donors’ operations in Morocco’s DWSS sector in March 2012 is presented below (un EUR million).
Main Water Sector
Donors
ADB KFW AFD World
Bank
EIB JICA EU Belgian
Coop.
IsDB Spanish
Coop.
Total
Total (EUR Million) 555.17 504.64 414.50 272.98 253.50 188.00 165.66 79.40 72.40 10.00 2,521.91
% 22.01 20.01 16.44 10.82 10.05 7.45 6.57 3.15 2.87 0.40 100.00
Annex IV
Page 1/1
Map of Project Area
Project area