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1) There is a need for project cost estimates based on realistic estimates of various international commodities and services, and reflecting exchange rate trends to avoid supplementary costs and delays in the course of project implementation.
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6) The appraisal report should have included a logical framework clearly defining the chain of objectives, activities, outputs and outcomes as separate indicators for measuring outputs, on the one hand, and assessing outcomes, on the other
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7) The PMU’s management of the project (ad hoc mission) seems to be the most appropriate and the most adapted to projects similar to the Aftout Essahli Project. However, this option should have been accompanied from the start of works by mechanisms and practical terms to ensure transfer of know-how from the PMU to the institution that would be charged with managing the structures, after project completion (making the best of expertise for enhanced management).
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8) The Public-Public partnership adopted as option to strengthen the SNDE’s capacity seems the most appropriate, given Mauritania’s context (drinking water and sanitation sector in the launching phase and public institutions in the reform and organization phase).
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9) The technical assistance provided by SONEDE (Tunisia) and ONEP (Morocco) to the SNDE (capacity building) are positive elements and necessary attendant measures to ensure sustainable project support and management in an institutionalized framework. This exemplary cooperation and sharing mechanism needs to be developed at the sub-regional level.
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10) Project co-financing and its implementation did not block the execution of various project components. The key success factor of this financing system lies in the good coordination among the various donors, orchestrated by an independent and autonomous PMU that handled all aspects linked to project management.
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