Mid-term evaluation report of the edible oil processing and distribution project - Burma (project no. 482-0006)

Mid-term, formative evaluation covers the period through 7/88. Though behind schedule (due to, inter alia, untimely commodity deliveries, lack of candidates for training, and non-utilization of planned in-country training consultancies), the project has made progress toward its objectives. A TA team (an engineer and two master mechanics) has been in place since 10/86, and 116 of a planned 262 person-months of long- and short-term training in the United States is underway. A central quality control lab and three mill labs have been established, and commodities are on order to help establish ten more mill labs. Rehabilitation has begun on six oil mills using existing equipment, and standardized oil expeller worms and cages have been designed and a prototype is being installed at the Prome oil mill. However, implementation delays mean that the original goal of rehabilitating 10-15 mills over the life of the project is no longer feasible. The training component has also suffered from the delays, since there is no longer time for Master"s degree candidates to complete their training. Additionally, the Government of Burma (GOB) has contributed only 6% of its planned funding (vs. 54% by A.I.D.). Despite these problems, the project can still make an important contribution to Burmese agriculture. Its goal and purpose are still achievable, if certain important design changes are agreed upon. Accordingly, recommendations are made to improve project management and coordination with the GOB. More specifically, the Mission should cut A.I.D. funding from $9.5 million to $6.9 million, reduce the number of oil mills to be rehabilitated from 10-15 to 10 mills capable of operating at 75% capacity, and limit the Master"s degree training program to the four candidates currently selected. The GOB should provide a full-time project manager and make better use of the short-term training component. Finally, mill rehabilitation efforts often involve too many institutions; work could be speeded up by making individual workshops and mill personnel responsible for expeller rehabilitation repair and physical rehabilitating and maintenance, and by making the GOB responsible for quality control.