Rural LivelihoodsImprovement

Programme (RLIP)in Attapeu

Total period of progress of the project

PROGRAMME GOAL

The overall goal of the programme is economic growth and the sustained improvement of livelihoods among

the rural poor (including women and other vulnerable groups)

PROGRAMME OBJECTIVES

• Communities manage their own development, including the operation of social infrastructure in ways that reduce poverty, are sustainable, participatory and gender sensitive.

• Communities use sustainable farming and natural resource management systems and off-farm income generating activities to meet their subsistence and income needs supported by rural microfinance and other services.

• Communities have access to the local roads needed to carry out their development.

• Decentralised and participatory rural development be managed, cooperated and supported by the Government and other services providers in ways that are sustainable, accountable, gender sensitive and pro-poor.

PROGRAMME AREA

Attapeu Province Phouvong district Sanxai district Saysettha district

PROGRAMME TARGET GROUP

• 6,550 poor and food insecure households living in the upland and households recently moved from the remote uplands to more accessible areas.

• Women and unemployed rural youth particularly targeted.

• 93 villages (merged into 76 and successively into 60 villages) targeted in Attapeu.

PROGRAMME COMPONENTS

• Component 1: Social development– Community development– Health– Education– Drug detoxification and rehabilitation (Only Sayabouly)

• Component 2: Economic development and natural resource management– Agriculture– Marketing, off-farm income generation, private sector and

SME– Rural Microfinance– Natural resource management

PROGRAMME COMPONENTS

• Component 3: Rural infrastructure– Local roads– Warehouse construction

• Component 4: Institutional development and capacity-building – Strengthening of capacity for policy analysis– Management and coordination of investment programme

IMPLEMENTATION ARRANGEMENTS

• Decentralised programme implementation– Villages responsible for implementation – Districts for planning, budgeting and implementation – Province for strategic guidance, coordination and

monitoring

• Creation of Provincial Programme Coordination Unit (PPCU), located in Attapeu, and three District Programme Coordination Units (DPCU)

• Technical assistance provided by GIZ from 2009 to 2011 for the implementation of Comp. 1 and Comp 2. (excluding sub-comp 2.1 Agric.)

COMPONENT 1: SOCIAL DEVELOPMENT

• Objectives: communities manage their own development, including the operation of social infrastructure, in ways that reduce poverty, are sustainable, participatory and gender sensitive.

• 4 Sub-components: Community Development – Health – Education – Support to Lao Women’s Union

Sub-component 1.1: Community Development

Main achievementsOutputs: • 40 staff trainings on participatory approach organized (102%)• 76 Village/Community plans formulated (100%)• 76 programmes implemented (100%).• 76 VACs trained in community management topics (100%)• 68 community workers and volunteers trained (400%)• 93 community groups formed/strengthened (76 VACs, 33 road

maintenance groups, 76 parent & teacher association, 121 water user groups, village gender committee) (100%)

Sub-component 1.1: Community Development

Main achievementsOutcome, impact:• 76 VACs overseeing development activities (100%). • 45 community groups (VACs) with women in leadership position (48%)• Full mechanisms for VAC are put in place covering mass organizations,

political organizations, organizations for the village development and production groups. All are trained on their roles and responsibilities.

• Decentralization of responsibilities is fully implemented at village level.• Majority of people in target villages are aware of Government policies

for poverty eradication and market oriented development.

• Changes in programme implementation strategies for community development after GIZ arrival (village development plans vs. cluster plans, VCF vs. village volunteers, change of TA, etc..).

• Field coaching for strengthening VACs in village development planning, implementation, monitoring and report writing was not pursued after all VCFs were discontinued from RLIP.

• Village development plan was done once at the beginning of the cooperation, no VDP has been checked and evaluated for its effective rate of implementation at the end of the programme.

• Information display board provided only to some target villages (29), no update of information has been done.

Shortcomings

• Strengthening of Village Administrative Committees in respect of their development capabilities and abilities to engage in participatory planning, implementation and monitoring of their village development process shall be part of the village campaign for the new FNML programme and should be done in close cooperation with the provincial department of home affairs.

• VACs should also be strengthened in capacities/abilities to engage with problems of land concession, migration and marketing of their agriculture products.

Lessons learned

Sub-component 1.2: Support to LWU

Main achievementsOutputs:• 181 LWU Staff (district/province) trained (121%).• 4 TOT training courses conducted (50%)• 82 training courses on roles & responsibility of women in

socio-economic development organized (88%)• 76 village gender committees formed and trained (100%)• 76 village campaigns on gender mainstreaming organized

(100%)• 50 women’s groups on 3 goodness policies formed and trained

(54%)

Sub-component 1.2: Support to LWU

Main achievementsOutcome, impact:• 41 women members of VACs (ratio 1/5).• 37 (60) VACs with women chiefs and deputies (62%)• Majority of men and women are aware and take part on the

implementation of gender balance policies of the government, more women are selected for the leading position in the board of VAC, village organizations and farmer production groups.

• The workload of women is gradually reduced, more men are participating in the household works. It is also observed that the programme intervention in rural infrastructure, education and health also contributed to the positive development of gender balance.

• More equal shares of decision-making and control of income between husband and wife is reported.

• 29 villages & ? household declared as 3 goodness villages and households

• The implementation of gender sanitization campaign at village level has been limited through shortage of fund.

• Empowerment of women mainly focused on the political/social issues. Economical empowerment is seldom included in the programme (only one income generation activity (weaving) was introduced to women).

• Low level of education of women is still an issue that prevent them from getting certain functions (village chief, head of production groups, scholarships, etc.)

Shortcomings

• Including the socio-economic empowerment, leadership of women in the 3 goodness campaign of LWU - collaboration with Gender Development Association.

• Addressing the issue of access to finance for IGAs and strengthening their skills in profitable crop and livestock production.

• Providing more fund to support women education.• Gender campaign should be more balanced by

including/targeting also men• Gender mainstreaming trainings at all level and in all sectors as a

crosscutting issue

Lessons learned

Sub-component 1.3: Health

Main achievementsOutputs:• 121 drinking water supply schemes established (115 hand pumps

(115%), 10 gravity-fed water supply schemes (100%).• 2018 latrines installed (75%). • 8 dispensaries established and 7 equipped (100%).• 7 houses constructed for nurses (100%).• 13 ethnic boys & girls trained (117%)• 40 VHV selected and trained (43%)• 107 VAC, VHW, LWU members trained on hygiene (115%)• 76 sanitation campaigns organized (100%)

Sub-component 1.3: Health

Main achievementsOutcome, impactDispensary: • 4,019 households with access to health services.• Improved quality and quantity of health services offered in target

villages.• 13 ethnic nurses trained and are operating in the dispensaries. • Increased number of people changing habit regarding illness treatment

from traditional spiritual methods to treatment in dispensary/hospital• Increased number of children vaccinated (2008: 12,056/ 2013:13,227)*• Reduced cases of illness and mortality of people in target villages,

especially reduced cases of mother and child mortality.

Sub-component 1.3: Health

Dispensary: Shortcomings• No specific fund allocation from both programme and the

provincial health department for maintenance of the buildings.• Maintenance and cleanliness not ensured properly

Lessons learned• The PHD should allocate fund to support maintenance and drug

fund of the dispensaries• Upgrading of the VHV to the level of treatment specialist

Sub-component 1.3: Health

Main achievementsClean Water Supply Schemes: Outcome and impact

• 7,895 households with access to clean water in proximity.• Reduced workload of women; • Reduced time used for fetching water;• Increased hygiene and reduction of waterborne cases. • 121 Water user committee formed and trained and still operating• Fees for O&M are collected regularly from household members of water

user groups for repair.

Sub-component 1.3: Health

Clean Water Supply Schemes: Shortcomings• Lack of maintenance caused a number of hand pumps unusable.• No regular cleaning organized and no fencing• Not enough water supply schemes provided to target villages caused

overuse of the schemes.

Lessons learned• Construction with UN HABITAT of more performing water supply

schemes and sanitation, especially in village with severe shortage of clean water.

• Training village water user groups or private individuals on maintenance of the hand pumps.

• Regular monitoring of water quality

Sub-component 1.3: Health

Main achievementsSanitation campaign & Construction of latrine:• Increased access to adequate sanitation facilities (2,018 HH)• Increased awareness about sanitation and hygiene after

sensitization campaign at HH and village levels.• Reduced cases of disease (diarrhea, dysentery, cholera, etc.). • Cleaner village environment.• A number of villages declared as Sanitation model

Sub-component 1.3: Health

Sanitation campaign/latrine:

Shortcomings• Because of lack of water, some latrine facilities are not in use

(25%).

Lessons learned and Feedback for next interventions• Continue sanitation campaign, especially on advantage for the

use of latrine and prevention of water bone diseases• Ensure permanent access to water

Sub-component 1.4: Education

Main achievements

Outputs: 16 primary schools built and equipped. (9 complete primary schools

(75%), 7 incomplete primary schools (78%)) 27 primary schools rehabilitated (245%). 1 dormitory constructed and equipped (25%). 20 ethnic teachers received scholarship for training (100%). 76 village committees for education development formed/trained (100%). 205 village volunteers trained on conducting literacy courses (220%) 76 literacy courses organized (100%) 3042 people attending literacy classes (62% are women).

Sub-component 1.4: Education

Main achievementsOutcome, impact: Increased rate of students enrolment.(FY:05-06=67.2%/FY:12-13=95.4%) Better condition of learning for students Significant reduction of drop out rate (FY:05-06=16%/FY:12-13=11.1%) Ethnic teachers in their own villages New/updated teaching technologies have been applied through teacher upgrading

courses. Many village teachers promoted in their carrier and able to teach in higher grades. All primary schools constructed or rehabilitated and dormitory are still functioning.

Shortcomings• Poor maintenance and cleanliness system of infrastructure and equipment.• Limited number of latrines. No water supply system.• Parents and Teachers association mobilized only occasionally.• Duplication of schools financed by different donors in the same village/area causing

the abandon of the infrastructure. • Upgrading courses for village teachers suspended due to lack of fund.

Sub-component 1.4: Education

Main achievements

Literacy coursesOutcome, impact

All adults aged between 15-45 (1148 men,1894 women), especially women (62.26%) strengthened their literacy skills, a number of target villages declared as village with people completed compulsory primary education.

Adult learners, especially women gained confidence and ability to participate actively in decision-making.

More adult learners continue using their ability to read and write for upgrading their knowledge on agriculture and other livelihood activities.

Sub-component 1.4: Education

Literacy courses: Shortcomings• Difficulty in organizing literacy courses on the continuous basis due to

unregularly participation of some adult learners. In most cases, the course could only take place in the night time and lasting longer than 3 years to complete.

• Curricula not appropriate for functional literacy training. • REFLECT methodology not testedLessons learned• Functional literacy material/curricula should be developed in order to address

the main activities, concerns and needs of the population (agriculture, livestock topics, book-keeping, writing a meeting report, family planning, calculation of crop budget, or calculation of savings and credit repayment, nutrition, hygiene, etc.)

COMPONENT 2: ECONOMIC DEVELOPMENT AND NATURAL RESOURCES MANAGEMENT

• Objective: Communities use sustainable farming and natural resource management systems and off-farm income generating activities

• Four Sub-components: Agriculture; Marketing; Rural Finance; and Natural Resources Management

Sub-component 2.1 and 2.4: Agriculture and NRM

The Challenge of Context

• Agrarian, swidden, paddy, lowland-upland• Poverty, malnutrition, ethnic groups• Low population density, poor return to labour• Rapid changes in lowlands• Commercial plantations, mining• Transition, state and private sector

• Asset creation through expansion of paddy land (362 ha Apr 32%; Apr target not met due to lack of funds from WWF)

• Increased productivity from inputs to paddy lands• Diverse and small irrigation schemes (342 ha Apr 171%)• Establishment and management of homestead gardens

(49 nr Apr 98%) • Expansion of area under coffee in uplands (860 ha Apr

5375%)

Main Achievements

Main Achievements

• Distribution of targeted livestock and disease management; fish ponds (487 nr Apr 487%) and fish raising (690 hh Apr 690%)

• Introduction of improved inputs• Attempts to improve extension• Farmer and staff capacity building

• Tenure security not provided to expanded paddy lands• Inadequate focus on formation and strengthening of

water user groups• Area under coffee based on seedling supply and an

overestimation; environmental considerations; inadequate field monitoring and extension; productivity variable; absence of processing and marketing support

• Quality of planting material• Asparagus demonstration farm promising but farmer

sites indicate poor results and need to be reviewed

Shortcomings

Shortcomings

• Land use planning not completed• Pro poor intervention targets not met• (Pig raising Apr 14%; Buffalo Apr 43%; Cattle Apr 71%;

Paddy field expansion Apr 32%)• Inadequate focus on identifying and developing • NTFPs with potential• Community forestry plans not developed• Assessment of quality, and effectiveness of capacity

building and training not undertaken• Documentation of capacity building and training weak

• Pursue and integrate land tenure• Renewed focus on building farmer organizations, user

groups, and cooperatives• Develop interlinked village-cluster plans that integrate

adjacent land, forest, and water resources• Build capacity on conservation agriculture • technologies in uplands• Identify and develop NTFPs with potential

Lessons learned

• Develop management plans and community forestry groups

• Undertake independent assessment/review to evolve approach and strategy to strengthen

• Extension and outreach mechanisms• Monitoring and Evaluation• Capacity building and training• Improve compliance with social, cultural, resettlement,

and environmental safeguards

Lessons learned

Sub-component 1.2: Marketing, off-farm income, private sector and SME development

Main achievements (1)OutputsMarketing: 3 marketing facilities established (15% appraisal) but no processing facilities, 6 community market established (300%), broadcasting of prices in markets, dialogue with private sector for PPPOff-farm income generating activities:• 36 activity groups created with 267 members (45% appraisal), 33%

with women in leadership position• 267 people trained (weaving, dyeing, bamboo and rattan handicraft,

blacksmith) – Participation to trade fairs

Sub-component 1.2: Marketing, off-farm income, private sector and SME development

Main achievements (2)OutcomesMarketing: 6 operational markets and 3 marketing facilities (40% appraisal), development of businesses around the community markets, PPP for asparagus production (SWIFT) and coffee (Kanchai)Off-farm income generating activities: only 20 activity groups are still operational

Impact• Diversification of incomes with additional off-farm incomes during

dry season• Potential market opportunities through PPP and contract farming

Limited effectiveness (appraisal, AWPB)• Many disconnected activities and pilots with no overall market

assessment, no business plans• Limited scope of IGAs.• No concrete linkages with B.1 (marketing of agricultural

products and NTFP) and with B.3 (financing of IGA) • Limited capacity building in entrepreneurship, negotiating

power.

Shortcomings (1)

• Improvement of farm gate prices through provision of better marketing and price information to production groups formed

• Formation of product-focused marketing and processing groups for farm and off-farm products

• Outreach, market potential of IGA prioritized• Focus on DoIC capacity building• Value-chain prioritized (market potential, risk exposure), performance so

far (production volumes)

Shortcomings (2)

Design : ensuring quick start-up, realistic activities and relevant implementation arrangementsÞ Clear timeframe for preparatory activities to avoid delays, specific

budget allocation, initial selection of subsectors, implementation arrangements, clear operational linkages between subcomponent

Selection criteria: potential scope of impact and sustainability as drivers

Financing mechanisms: linkages with existing offer of financial servicesÞ with VBs for small-scale IGAs, link with formal banking sector for SME

and PPP

Lessons learned

SME and private sector development: sound and realistic business plans as the basis, tailored business development services

Promote the 3 training packages developed by ILO called “Generate Your Business Idea” (GYBI), “Start Your Business” (SYB) and “Improve Your Business“ (IYB)

Marketing / PPPÞ Finance and establish village and cluster level collection and payment

mechanism for coffeeÞ Volume and quality of coffee production should guide initial marketing

strategy and should take into account factors related to market price, negotiating power of farmer’s, and storage among others

Þ Asparagus production on farmer fields needs to be reviewed, however there is no marketing risk due to buy back arrangements with SWIFT at a fixed price

Lessons learned

Sub-component 1.2: Rural microfinance

Outputs• 29 village banks established, equipped and trained (31% appraisal)• 2,308 members (50% appraisal / 24% of target population), 421 active borrowers• Cumulative savings: 493 M KIP / outstanding loans: 476 M KIP• On the job training of committee members by the Network Support Organization staff

(NSO)Outcomes• VBs still not fully operational > limited financial management capacities technical

backstopping still needed• Network Support Organization operational but still supported by GIZ (no self-sufficiency)

Þ Quality of outputs and outcomes: high tolerance to delinquency, good repayment rates reported by VB vs high default reported by previous supervision missions, consolidated provincial PAR of 3%-12% (NSO), linkages with the formal sector (wholesale and retail lending by the NSO)

Þ Relevance / subcomponent objective: start the support of sustainable savings and loan systems (secure savings tool) + create potentially bankable clients

Sub-component 1.2: Rural microfinance

ImpactÞ Financial services provided in rural areas with low penetration of the formal

banking sectorÞ Establishment of a culture of savings

Structure of the portfolio: not answering agriculture and IGA financing needs• A reflection of the target groups liquidity problems rather than investment needs (emergency

loans, consumption loans)• A reflection of the lack of linkages with B1 and B2: few or no loans for agricultural and off-farm IGA,

high exposure to livestock sector

Human resources: slow pace of capacity-building• High turn over of VB committees’ members > lengthens learning curve (new trainings required)• High tolerance of defaults and low financial discipline• Limited risk management capacities and high risk aversion towards innovative/new IGA

Linkages between VB and NSO: a nascent and unbalanced relationship• Lack of understanding of the role and decisions of the NSO from the VB (provision for loan losses

leaving, etc.)

Competition of commercial banks (Nayobai Bank with lower interest rate) and confusion around parallel revolving funds for certain activities and target groups

Shortcomings

Complementarity of financing mechanisms according to the needs of/and the target groupsÞ Short term liquidity constraints through informal mechanisms Þ Investment needs in agriculture and for larger players (SME, private

companies) through formal banking system > need to strengthen linkages with commercial banks (direct retail lending and wholesale lending to VB)

Þ Matching grants for the poorest

Adaptation to change in policy and regulation during implementationÞ Dialogue with regulating bodiesÞ Mitigation measures

Lessons learned

Component 3: Rural Infrastructure

• Objective: communities have access to local roads needed to support their development activities.

• 2 sub-components: 3.1 Roads and 3.2 Warehouses

• 106.23 km (104%) of roads well constructed/rehabilitated (18,5 km Phouvong, 82,21 km Sanxai, 5,52 km Saysettha) and maintained by 33 road maintenance committees formed, trained and equipped (97%).

• Including 59,26 km made with FFW (128%).• Synergy created with other donors to complete roads (e.g. ADB, KfW).• Opening up 70 villages, increased mobility of population using cars and

motorcycles.• Easier access to the socio-economic infrastructure and services

(district, health centres, schools, markets, etc.).• Opening up to market places, information, increased possibility of

trading outside the village.• Increased number of private investors coming to the villages to

promote new crop production and traders to collect products.• 4 warehouses constructed (133%)

Main Achievements (Output, Outcome, Impact)

• Fast and heavy degradation due to: rainwater erosion, heavy truck traffic, limited resources of District/Provincial Public Works department.

• Limited community capacity for maintenance, also due to insufficient and unequal distribution of equipment given to road maintenance groups.

• No contribution of the main users (mining/agro-business companies) to the road maintenance.

• Warehouses not used for food for work purposes

Shortcomings

• Road construction is a tremendous mean to open the access to/from the remote areas and develop them. However, this can have positive as negative effect on population livelihood. Follow Lao PDR ECOP (Environmental Code of Practice) for road construction, and obtain prior environmental clearance from PONRE/DONRE especially in environmentally sensitive upland areas.

• FFW is a good way of supporting small feeder roads opening to increase village access.

• Involve communities in high intensity works can increase ownership/ usefulness of the infrastructure and then ensure continued maintenance.

• Provide adequate equipment (shovels, spades, barrows, etc.) and define a mechanism to replace it when needed.

• Sensitize and negotiate with private companies/partners their financial contribution - a cost-sharing system - to ensure main access roads maintenance.

Lessons learned

Food for Work

Main Achievements• 4 training organized (50%)• Provision of tools and equipment for 48 villages (52%)• Expansion of paddy land: 362 ha (32%)• Construction of fish pond: 487 (487%)• Bush clearance and land development for cash crop garden:

846,5 ha (169%)• Construction of micro-irrigation canal: 0,98ha (10%)• Construction of stone busket/earth weir: 1 (100%)• Construction of access road: 59,26 km (128%)• Construction of suspension bridge: 5 (100%)• 2 429,31 tons of food received

Outcome: Access to food during the hungry season (2429 T) and promotion of food and nutrition security through fish ponds mainly.

Shortcomings:• WFP financing constraints in 2011 and 2012.• Big demand for paddy land extension not met.• Insufficient equipment given.

Lessons learned:• Very fruitful partnership to be enhanced with capacity building in nutrition

(Feeding for future approach).• For FNML, increase synergy of action among PPCU, UXO and WFP for

better planning and through regular meetings, invitation to participate to supervision mission/wrap-up.

Food for Work

Component 4: Institutional Strengthening and Capacity building

• Objective: Decentralized and participatory rural development is managed, coordinated and supported by the Borrower’s government and other service providers in ways that are sustainable, accountable, gender sensitive and pro-poor.

• 6 main topics: Policy Analysis & Capacity building, Programme Management & Coordination, Institutional Cooperation/Support IFAD/GIZ/UNOPS, Monitoring & Evaluation, Targeting and Methodologies

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Policy Analysis & Capacity building

Main achievements (outcome and impact):• Increased capacity building of PPCU/ DPCU, line

agencies staff, CD workers, VAC, through:– on-the-job training, – experience exchange workshops, – ToT trainings, – study tours, etc.

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Programme Management & Coordination

Main achievements:• PPCU and DPCU put in place, trained and operational.

Monthly meetings.• AWPB and Progress reports produced annually. • Line agencies staff trained and operational.• Big investment put into Government staff capacity building.

Many staff have received promotions.• Higher quality of the work performed.• Management very engaged in attracting private sectors

investors (e. g. SWIFT for asparagus, Kanchai for coffee, etc.).

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Institutional Cooperation/Support of UNOPS, IFAD, GIZ

Main achievements and activities:• Programme directly supervised by IFAD since 2008

(UNOPS for 2006-07) for higher ownership and reactivity.• 2008 Mid-Term Review Mission.• GIZ providing TA from 2009 to 2011.• Collaboration with UN-HABITAT, CIAT, LEAP, PROCASUR,

ODOP• Several short-term technical support provided by IFAD or

mobilized by the PPCU.• 2014 Programme Completion Review Mission.

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• GIZ collaboration as TA provider and implementing agency has aimed to substantial changes in programme strategy (CD, microfinance, LUP/LA, etc.), methodology and human resources. Which aimed to an initial slowdown of project implementing rhythm/performance.

• Limited capacity transfer from the GIZ-TA; no real hand-over before phasing out.

• Limited added value of technical advisors.• Limited coordination and integrated work between the

sectors.• Limited presence of technicians at field level.

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Shortcomings

• Joint visits and work plan of the different line agencies should continue in order to enhance, always more, the complementarity of their actions.

• Provincial meetings gathering decentralized line agencies, private investors and farmers representatives, should be organized to share respective agenda, taking into account farmers’ priorities, interests and needs.

• A comprehensive overall and consistent strategy should be followed by all co-financer to ensure impact.

• International TA and national implementing agencies must work together (one strengthening the other) and team meetings must be organised regularly.

• A comprehensive technical needs assessment should be done, at all level, on a regular basis. 58

Lessons learned

Monitoring & Evaluation

Main achievements:

• RIMS training in 2006 and 2011.• RIMS Impact survey undertaken in 2006, 2010

and 2014.• M&E officer at District and Provincial level.• 93 PRAs and village profiles made.

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• Conception of a multitude of forms, tools, surveys for data collection, but not all/always used. Multitude of data scattered and not always consistent.

• M&E system at district level only used to report on the implementation status of activities.

• Data from the Provincial M&E system treated only on specific request. No regular critical analysis for managing, decision making, and learning purpose.

• Limited use of the logframe as a dynamic management and planning tool.

• Limited number of thematic studies done (only 3 for the PCR) and 4 done by PROCASUR.

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Shortcomings

• Despite several trainings provided, there is still a need to reinforce M&E capacity in logframe, M&E concepts, RIMS, critical data analysis and learning process.

• Keep simple the M&E system, number of indicators, to be able to measure them on a regular and reliable basis.

• Consider logframe as the key element of programme implementation. Organize a stakeholders’ workshop to review/valid the logframe, its indicators and targets; and thus project strategy.

• Ensure a common understanding and ownership of project result indicators to ease data collection and analysis.

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Lessons learned

Targeting

Main achievements:• All 93 (60) poor villages targeted have benefited from

programme activities (100%).

• Women have benefitted mainly from direct targeting (LWU activities, handicraft) and Health, FFW, water supply.

• Overall improvements in livelihood and poverty reduction at village level but may not be entirely attributed to the programme activities.

• Improvements in social infrastructure can be directly attributed to the programme but increases in agricultural productive income are mainly due to external market forces.

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• No specific strategy to address the poor HHs priority needs, mainly in upland areas.

• Limited specific activities to strengthen the most vulnerable groups (women, young people, ethnic groups).

• There was a one-size fits all approach to implementation which did not suit the different social agro-ecological specificities.

• Villagers noted a certain empowerment but still rely on District support for major maintenance works and additional investments.

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Shortcomings

• Design a detailed targeting and gender strategy (leadership, economic empowerment).

• Work on a smaller number of villages at a time, on demo plots, consolidate progress and lessons learnt before expanding progressively within the target area.

• Closer follow-up and animation work with villagers, strengthening endogenous capacity, to build up a real faithful and long-term relationship.

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Lessons learned

Financial management

Lessons learned• Need for accounting software for double entry accounting system• Need to improve Quality of record keeping and financial statements – to

match expenditure by components with expenditure by categories with the withdrawal applications and the audited accounts

• Supporting documents for activities to be maintained – for capacity building – the subject covered, the training material provided, the resource person, number of participants and the feedback of the participants to be documented

• Procurement processes and documentation to be improved

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Programme disbursements

Component Social Development

Economic Development &

Natural Resource Management

Rural Infrastructure

Institution Building and

Capacity BuildingTotal Expenditure

Total amount disbursed 2 634 284,82 4 812 648,48 3 244 241,90 4 206 989,46 14 898 164,65

Appraisal Estimates

including all grants

2 764 518 6 122 212 3 064 249 3 562 361 15 513 340

% achieved 95% 79% 106% 118% 96%

THANK YOU VERY MUCH FOR

YOUR ATTENTION.

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