USAID. MISSION TO LIBERIA
Evaluates OPG to Partnership for Productivity (PfP) to promote agricultural and enterprise development among non-mining enterprises in Liberia"s Upper Nimba County.
Birch, Draper; Diggs, Vivian · 1984
Abstract
Final PES covers the period 5/80-2/84 and is based on site visits and interviews. Despite severe external handicaps during the first 30 months - incomplete OPG planning and budgeting, inflation, local government harassment following the 1980 coup, a retroactive 9% increase in PfP overhead, and unrealistic OPG targets - project administration and performance improved markedly during 1983/84 and successful completion of the revised targets of 2/83 is expected. Agricultural extension, which has abandoned efforts to train farmers at a central site, is now meeting training goals and is promoting agricultural self-sufficiency, while enterprise development, after 9 inactive months in year 2, has hired 4 new extensionists and has surpassed 3 of 4 targets; PfP is currently integrating the women"s program into these efforts. With 166 loans totaling $77,000 extended to agriculture and enterprise clients, the impact of the now-institutionalized credit component is growing, although it must be reoriented from service and retail to productive businesses. Although the appropriate technology section must be restructured to respond to clients" rather than to PfP staff needs, the charcoal subproject has stimulated an unexpected interest nationwide. Direct beneficiaries include 1,670 farmers and farm employees in 51 villages, 750 enterprise clients and employees, 860 members of 2 cooperatives, and 12 charcoal producers with 78 employees. With USAID/L funding 89% of PfP/L"s budget, the largest issue is whether PfP/L will remain financially viable after OPG termination. Lessons learned include: the need for time to gain acceptance and effect change in a project area; a major need for banking services; the failure of efforts to establish a farmer training center and to use machines to create larger farms; the success of granting small loans to subsistence farmers and of having villagers contribute 25% towards the cost of wells and spring boxes; and the need for PVO"s to be selective in hiring staff. Twenty-five recommendations are provided.
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