Congo smallholders agricultural development I

PES covers the period 9/81-7/85 and is based on site visits and interviews with project officials. Project components were handled with varying degrees of success. Most of the construction activities were achieved - 18 grain storage warehouses, a training center, and housing. There is need to develop a training program to take advantage of the training center in Mossendjo, which is underutilized. One of the project"s greatest shortcomings is that training was limited to grain storage techniques; other forms of training in cooperative development, extension methods, and, especially important, management and administration were not conducted. The seed multiplication farm provided for in the project amendment cannot be justified on economic or technical grounds; termination of support is recommended. Certain assumptions for its success (such as presumed availability of improved seeds from the national research program and farmers" willingness to pay for seeds) proved invalid. Start-up and management of the farm were poor. In general, CARE/CONGO has made good progress under difficult conditions, and is well regarded by government officials. The major criticism of CARE"s implementation has been its inability to staff the project adequately. Unresolved questions also remain about financial management. Lessons learned include: (1) the importance of having the project manager in close proximity (the project was managed by USAID/Zaire); (2) the need to define the relation between USAID and the implementing agency, and the roles and responsibilities of each, before the project begins; and (3) the importance to project sustainability of finding a financially sound parastatal (or other organization) to assume responsibility for the project"s activities. Key action decisions are to extend the project 1 year, focusing on: finding alternative uses for the seed farm; providing management training at the village, project, and ministry level; improving training center management; preparing villagers to operate the grain warehouses; and engaging in policy dialogue with the host government, especially regarding marketing.