-20-

positions, wall in advance<sup>of planned departures. Within four months, three</sup> advisors had left and within<sup>the year all were gone. This decision was extremely</sup> disrupting to the project.<sup>In some cases, unintended gaps in supervision</sup> occurred as expatriates left<sup>the project before senior Cameroonian staff away</sup> at advanced courses returned.<sup>In other cases, handing over of responsibility</sup> was rushed. And in the case<sup>of the PEM unit, two vacancies were created when</sup> the expatriate director left<sup>and his Cameroonian deputy was promoted. Almost</sup> two years later these posts<sup>still remain unfilled.</sup> Table 5: **MIDIMO Planned**<sup>**and Actual**ExDonditures b- Como2nnt. 1987</sup> __-------------__----------------------.------.-

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|Component||1982/83<br>(---------|1983/84<br>-----------|1984/85<br>-<sup>million</sup><sup>**_1_**</sup>|1985/86<br> <sup>C(A* -----</sup>|1986/87<br><sup>------------</sup>|Total<br>1982-86<br><sup>--------</sup>|
|---|---|---|---|---|---|---|---|
||||152|3424|1239|1345|6016|
|Extension and Adaptive<sup>**Research**</sup>|<sup>Planned</sup><br>Actual|190.1<br>37.7|s.<br>363.4|..<br>41.9.1|.<br>693.1|.<br>MA|.<br>1513.3|
|In.ut Supply|Planned<br>Actual|242.3<br>2.6|185.0<br>88.Z|252.8<br>1S3.3|330.8<br>152.6|160.2<br>NA|1021.1<br>426.7|
|Agricultural Credit|Planned<br>Actual|2.6<br>**0.0**|28.0<br>C.0|81.8<br>0.0|169.0<br>60.2|299.3<br>m|28X.2<br>60.2|
|Roads|Planned<br>Actual|204.4<br>0.0|212.3<br>0.0|271.5<br>0.0|421.7<br>0.0|415.0<br>**NA**|1109.9<br>0.0|
|**Vi1lage Water**Supply|Planned<br>|0.0<br>|75.0<br>|75.0<br>273|75.0<br>485|75.0<br>NA|225.0<br>1366|
||Actual|0.0|60.8|.|.||.|
|Cooperative Support|Planned<br>|107.9<br>|152.7<br>1527|133.7<br>1525|84.7<br>606|40.4<br>MA|479.0<br>4538|
||Actual|88.0|.|.|.||.|
|Training**|Planned<br>|113.1<br>|21.3<br>|26 2<br>440|17.1<br>561|16.5<br>NA|177.7<br>1527|
||Acti,al|1.9|50.7|.|.||.|
|**Project Management**Office|Plnned<br>|73.5<br>|65.0<br>2699|65.0<br>2334|73.5<br>2884|65.0<br>4A|277.0<br>9737|
||Actual|182.0|.|.|.|.|.|
|Planning, Evaluation,**and**|Planned<br>|133.1<br>|120.6<br>|109.6<br>|105.1<br>|87.6<br>|468.4<br>3651|
|Monitoring|Actual|23.9|112.6|100.2|128.4|NA|.|
|TOTAL|Planned<br>|1067.0<br>|1015.1<br>|1158.0<br>|1400.8<br>14879|1294.0<br>NA|4640.9<br>**40821**|
|--------------------------------------------------|**Actual**|336.1<br>,-------------|1098.3<br>---__---..---__----------------..-|1159.8<br>-------------|.||**.**|

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**Source:** MIDENO (1987b): **Table** 2 Notes: ***** Given **extroem** exchange **rate** fluctuations, conversion<sup>into US dollars</sup><sup>**is**not attempted.</sup> **aa The** training component<sup>includes expenses for</sup><sup>**the**extension,</sup> credit, **and** cooperative **support** components.

2.19 The last factor to influence the course of the project's implementation has been the deteriorating economic situation in the country<sup>since 1986. Because</sup> of lingering benefits of<sup>favorable exchange rates, MIDENO was relatively well</sup> insulated from the decline through<sup>1987. In the last year, as reserves have</sup> been exhausted and government<sup>contributions</sup> drastically reduced, MIDENO has had to begin the hard task of deciding<sup>whether certain project activities should be</sup> scaled back. Coming as it<sup>does at the end of the project's life, the range of</sup> economizing measures open to the project<sup>management are limited. Nevertheless,</sup> this process of introspection<sup>has prompted some useful insights about the</sup> replicability and sustainability of projects of this kind. These<sup>issues will</sup> be discussed in some detail in Chapter<sup>III.</sup>