DIRECTED AGRICULTURAL PRODUCTION CREDIT

Evaluation covers the period 7/77-12/79 and is based on a review of files and interviews with project personnel. ACOSCA has improved its administrative, accounting, and training capabilities and has developed a 5-year management plan. Credit union affiliates have expanded into 22 countries, with proportionate increases in membership, savings, loans, and services. However, ACOSCA lacks senior technical staff and is heavily dependent on donor support; self-sufficiency is doubtful before 1995. Self-sufficiency is also a problem for the pilot credit union leagues in Cameroon and Lesotho, who have had difficulty acquiring qualified, indigenous staff members. Neither the host countries nor the leagues have provided counterparts for project-supplied country specialists. ACOSCA"s achievements include: individual membership has increased from 910,651 to 1.35 million; loans to small farmers have increased from $31.8 to $78.7 million; and affiliated societies have grown from 8,687 to 10,907. CUNA studies have taken place in six nations. Various publications and a bi-monthly newsletter have been distributed. In addition, 168 credit union and regional officers were trained, 206 officials attended workshops, 900 staff attended local courses, and 3,300 local committee members were trained. Financial improvement efforts have included designing an improved dues system; introducing risk management coverage to eight countries; and appointing an ACOSCA Central Finance Department Chief. Institution-building efforts included creation of an Organizational Development Program at ACOSCA. The project has shown the difficulty of implementing regional projects. It is recommended that each host country have a key contact office and a U.S. employee designated as project coordinator. The project ended in 12/79 and a new design was authorized for FY80. A special evaluation and progress and final reports (PD-AAI-381-D1, A1, -382-A1) are attached.