Sub-project status and sustainability An estimated 90 percent of the financed sub-projects were already completed at the ICR stage, of which 51 percent are in full operation. Among the remaining 9.4 percent were in the final stages of completion, while only 2.0 percent have stood or abandoned. Table 2.8: Status of Sub-projects Malanje Huambo Bié Total Subprojects financed 93 86 78 257 Subprojects completed and operating normally 55 32 45 132 Subprojects completed and operating with deficiencies 34 45 16 95 Completed and non-operational 3 0 2 5 Still under execution 0 9 15 24 Abandoned 1 0 0 1 Factors that influenced positively the implementation of subprojects: The strategy of giving the associations the identification, implementation of has created real opportunities for empowerment; Functional organizational leadership in existence at both the Association and the monitoring level of the project; Technology Adoption through field schools, replicating in their own lessons learned; Existence of a system to account on revenues acquired through meetings between the members and the subproject management group; Supervision and support of sub-projects by the technicians of EDAs. Sub-projects completed and operating with deficiencies include some examples mechanization subprojects. In some cases communities did not fulfill their obligations clear the area, a situation that affected the mechanization of work. Mechanized service providers in the province also had limited capacity to meet increased demand during growing seasons. For mill subprojects, the main constraint is the weak organizational leadership of the association and the management group, changing the operators of mills and / or inefficient operators. As well as the constant interference of some community leaders. Component 3 - Project Management This component was designed to support Project management to use the funds in accordance with the objectives and procedures and monitoring and evaluation. The main activities carried out to date include: (i) project management including preparation of the procurement plan to procure all goods, works and equipment for the project; (ii) preparation of the mitigation measures for the sub-projects; (iii) verification of all indicators intermediary indicators; (iv) completion of three surveys on outcome indicators (baseline, 2013 and 2015 and end line data); (v) completion of the audits; and (vi)
Sub-project status and sustainability An estimated 90 percent of the financed sub-projects were already completed at the ICR stage, of which 51 percent are in full operation. Among the remaining 9.4 percent were in the final stages of completion, while only 2.0 percent have stood or abandoned. Table 2.8: Status of Sub-projects Malanje Huambo Bié Total Subprojects financed 93 86 78 257 Subprojects completed and operating normally 55 32 45 132 Subprojects completed and operating with deficiencies 34 45 16 95 Completed and non-operational 3 0 2 5 Still under execution 0 9 15 24 Abandoned 1 0 0 1 Factors that influenced positively the implementation of subprojects: The strategy of giving the associations the identification, implementation of has created real opportunities for empowerment; Functional organizational leadership in existence at both the Association and the monitoring level of the project; Technology Adoption through field schools, replicating in their own lessons learned; Existence of a system to account on revenues acquired through meetings between the members and the subproject management group; Supervision and support of sub-projects by the technicians of EDAs. Sub-projects completed and operating with deficiencies include some examples mechanization subprojects. In some cases communities did not fulfill their obligations clear the area, a situation that affected the mechanization of work. Mechanized service providers in the province also had limited capacity to meet increased demand during growing seasons. For mill subprojects, the main constraint is the weak organizational leadership of the association and the management group, changing the operators of mills and / or inefficient operators. As well as the constant interference of some community leaders. Component 3 - Project Management This component was designed to support Project management to use the funds in accordance with the objectives and procedures and monitoring and evaluation. The main activities carried out to date include: (i) project management including preparation of the procurement plan to procure all goods, works and equipment for the project; (ii) preparation of the mitigation measures for the sub-projects; (iii) verification of all indicators intermediary indicators; (iv) completion of three surveys on outcome indicators (baseline, 2013 and 2015 and end line data); (v) completion of the audits; and (vi)
ICR-clean-09282016.docx