SUB-TROPICAL LANDS DEVELOPMENT

Fieldwork did not really get on track until 1977. In spite of its slow start, the project has successfully settled over 1000 families and farm production is excellent. Better planning would have improved implementation. The problem of the exploratory access trails hitting private property and then having to be relocated at considerable cost and lost time could have been avoided had aerial photography been available for the project area. Maps and photography would also have been useful for the location of penetration and lateral roads; for understanding the drainage patterns, vegetation, and ecology of the zone; and for land titling. Equipment needs should also have been better planned. After 3.5 years into the project, some of the needed equipment has yet to arrive. In future projects, the preparation of IFB"s should have first priority, air freight transportation should be considered, and more time should be allowed for the arrival of commodities. The lack of consultation between INC and USAID during project planning also slowed implementation. INC tended to consider the project as being AID"s and not INC"s. The project has had 4 USAID project managers over the last 3.5 years. Project management, both on the part of INC and USAID, has at times tended to be imperious. Unilaterally procuring excess US property tractors for INC was a serious error. Interagency communication has improved however. Settlement and orientation work is being carried out by INC and a contracting institution, the United Church Committee. The process developed for this is clearly successful and could apply to future projects. The consolidation process, however, has been given less attention: To date, no series of clearly defined agro-economic recommendations backed by credit have been developed for the settlers. USAID should consider an additional PVO grant to study the weed control problem and to develop alternative farm production methods.