DRC FOOD PRODUCTION, PROCESSING & MARKETING PROJECT (AID-623-C-11-00008) DEMOBILIZATION PLAN

The project aimed to instigate broad-based agricultural growth through the application of value chain methodology in three provinces: Bandundu, Bas-Congo, and Kinshasa. FPPM's objectives included increasing agricultural productivity, improving market efficiency, and developing capacity to respond to market opportunities. The project's implementation focused on facilitating access to inputs, services, and markets for smallholder groups, enabling them to become income-generating businesses. FPPM worked with producer organizations, public and private partnerships, and other donors to address quantitative and qualitative losses in the postharvest and processing stages. The project also aimed to enhance household food security and economic resilience by increasing opportunities for on-farm and off-farm employment. FPPM's closedown management plan was established in accordance with DAI's standard project closedown protocol. A closedown team, consisting of key staff members from FPPM and DAI's home office, was responsible for overseeing the closedown process. The team utilized DAI's Technical and Administrative Management Information System (TAMIS) to manage and monitor the closedown process. A separate module was added to the TAMIS specifically for closedown tasks, with all tasks assigned to members of the FPPM team. The closedown activities began in September 2014 and continued through December 2014. The process included an audit of inventory, finance, subcontracts, grants, and personnel files at FPPM offices in Kinshasa and DAI/Washington. The disposition of inventory was a critical aspect of the program closedown, with FPPM approaching it in a centralized manner. A closedown consultant and the Director of Administration and Finance started auditing inventory, identifying partners, and compiling a file list. The disposition plan involved evaluating potential recipient organizations using established principles and knowledge of past experience working with the organization. The recipient organizations were selected and prioritized, and a summary of the steps to be followed by each office was outlined. The process included an inventory audit, developing a short list of "star" partners, and verifying information regarding each item in possession of FPPM. FPPM's administrative closedown process involved approximately 30 days of activities, including an audit of all inventory, preparation of a draft disposition plan, audit and shipment of regional files, deconstruction of the office, dismantling of the local area network (LAN), transfer of approved inventory to local partners, and the closing of bank accounts. The project's closedown plan was designed to ensure a smooth transition and to capture lessons learned and success stories of FPPM.