Evaluation report : Tara II irrigated agriculture project, Niger

Evaluation covers the period 8/83-6/85 and is based on site visits, document review, and interviews with involved personnel. Progress has generally been good. The irrigated perimeter is operational, and while there have been some problems with water management, farming practices, extension, maintenance, and applied research, the perimeter appears to be economically viable (despite mounting operating costs). The rice co-op is paying most of the production costs and is fairly up to date in credit repayments; it has become increasingly independent from the project, but needs additional help with management, literacy, numeracy, and marketing. Training is also needed to improve water management by both co-op members and project staff (including TA specialists). The Women"s Poultry Co-op is less far along in self-management, but its egg sales are still profitable, despite poultry management difficulties, misunderstandings with project staff, and the rising input costs. Training/TA is needed in co-op management, financial principles, literacy, and marketing options. Problems have arisen with the Fishermen"s Co-op sections in Tondika and Momboy Tounga, as fishing is becoming less profitable. If the sections are to be maintained, credit rescheduling and additional training/TA will be needed. The Artisan"s Co-op has been on hold because of faulty design assumptions and the limited sources of supply for needed materials; this component should be redesigned to stress group savings on inputs rather than cooperative production or marketing. Overall, AFRICARE"s TA and project management have been reasonably successful, despite delays in start-up, a drought, design flaws, and shortcomings in TA. More back-up TA should have been provided and greater decentralization of management (from Washington to Niamey to Tara) implemented. Working with Nigerien government (GON) staff has been largely successful, but TA in monitoring and personnel management should be provided to the GON Project Director. In the time remaining, AFRICARE and USAID/N should sharpen project focus, reinforce successes, and assist in a real transition from project to co-op management. use should be made of expertise from other A.I.D. or other donor projects. AFRICARE should try in increase its core staff in Niamey, and should improve data collection and analysis to ensure that project lessons learned are identified. (Author abstract, modified)