Qualitative) Date achieved 12/31/2011 09/30/2014 03/31/2016 Comments (incl. % achievement) Target exceeded by 155%. The project was set to reach a rate of at least 40 percent (20,000 farmers). The project reaching 32,300 farmers (61.5%). Indicator 3 : Number of clients who adopted an improved agricultural technology promoted by project – female. Value quantitative or Qualitative) 0 10,000 13,621 Date achieved 09/30/2014 03/31/2016 Comments (incl. % achievement) The number female farmers that adopted technology was determined based on sample 461 farmers that adopted technology and determined that 42.7 percent were female and 57.3 percent were male. (b) Intermediate Outcome Indicator(s) Indicator Baseline Value Original Target Values (from approval documents) Formally Revised Target Values Actual Value Achieved at Completion or Target Years Indicator 1 : Number of smallholder farmers that benefitted from training. Value (quantitative or Qualitative) 0 126,000 50,000 54,982 Date achieved 12/31/2011 09/30/2014 09/30/2014 03/31/2016 Comments (incl. % achievement) Number of farmers trained was combined at project Restructuring in February 2013. The adjusted target number was fully achieved. Indicator 2 : Participating smallholder farmers in the Project areas who belong to farm organizations. Value (quantitative or Qualitative) 20% 50% 100% Date achieved 12/31/2011 09/30/2014 03/31/2016 Comments (incl. % achievement) Fully achieved - all project beneficiaries are members of associations.
Indicator 7 : Increase in average yield of major crops (maize, cassava, beans and potato) of participating smallholder farmers. – BEANS. Value (quantitative or Qualitative) 0.3 t/ha 0.4 t/ha 0.45 t/ha Date achieved 12/31/2011 09/30/2014 03/31/2016 Comments (incl. % achievement) Target exceeded by 13%. Final value measured in impact evaluation survey. Indicator 8 : Increase in average yield of major crops (maize, cassava, beans and potato) of participating smallholder farmers. – POTATO. Value (quantitative or Qualitative) 4.0 t/ha 5.0 t/ha 7.1 t/ha Date achieved 12/31/2011 09/30/2014 03/31/2016 Comments (incl. % achievement) Target exceeded by 42%. Final value measured in impact evaluation survey. G. Ratings of Project Performance in ISRs No. Date ISR Archived DO IP Actual Disbursements (USD millions) 1 11/30/2008 Satisfactory Moderately Satisfactory 0.00 2 05/29/2009 Unsatisfactory Unsatisfactory 0.00 3 12/10/2009 Unsatisfactory Unsatisfactory 0.00 4 05/21/2010 Unsatisfactory Moderately Unsatisfactory 0.00 5 02/08/2011 Unsatisfactory Unsatisfactory 0.30 6 07/07/2011 Moderately Unsatisfactory Moderately Unsatisfactory 0.30 7 10/02/2011 Moderately Unsatisfactory Moderately Unsatisfactory 0.30 8 05/01/2012 Moderately Unsatisfactory Moderately Unsatisfactory 0.52 9 01/11/2013 Moderately Unsatisfactory Moderately Satisfactory 4.23 10 07/09/2013 Moderately Satisfactory Moderately Satisfactory 6.31 11 04/06/2014 Satisfactory Satisfactory 13.26 12 11/01/2014 Satisfactory Satisfactory 15.68
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)