Mid-term evaluation of the Equatorial Guinea cooperative development project (653-0002)

Mid-term evaluation covers the period 8/83-11/85 and is based on document review, site visits, and interviews with Government of Equatorial Guinea (GREG) officials and co-op leaders. The impact of the project's transport component has exceeded expectations. Of 23 vehicles which had been been misused under project 6530001, 22 have been retrieved and 12 (vs. 5 targeted) made operational. Since 2/85 the vehicles have been used as the basis of a transport system on Bioko, in which 15 cooperatives of women producers participate, delivering over 12 MT of previously unmarketable food each week to Malabo. Further, as this transport system has more than doubled the supply of produce in Malabo, the project has initiated a program to restore a second market there. Since late 1985 a similar transport system has been operating in Rio Muni, delivering coffee and food products from 3 districts to Bata. Thus the project - along with external factors such as Equatorial Guinea's adoption of the Central African Franc and its entrance into the Union des Etats de l'Afrique Centrale - has significantly increased domestic marketing, benefiting both farmers and urban consumers. Rehabilitation of the vehicles has also enhanced CLUSA's image in the eyes of the GREG, which has developed a much more positive toward the project, and provided training and job opportunities for drivers and mechanics. However, purchase of new vehicles might have made the transport system operational sooner, and at a lower cost: maintenance for the next 2 years will cost $2,500-5,000 per year per vehicle, plus shop and tools costs. CLUSA has provided TA to co-op leaders and members through 2 co-op service centers (CSC's) set up in temporary quarters in Malabo and Bata (permanant CSC's are being built). However, unless the project becomes more involved in the economic aspects of the co-ops, the TA will not be relevant or successful. CSC's could potentially evolve into second-level cooperative businesses providing transportation and crop production/marketing services to member co-ops; studies should be conducted to assess CSC and CLUSA potentials in this regard. Lessons learned include: (1) the project benefited by not expecting any contribution from the financially strapped GREG and by budgeting for local staff costs (with realistic salaries offered, trained local personnel have been more available than had been assumed); and (2) TA and training must accompany equipment and spare parts must be available. Detailed recommendations are provided.