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1 Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Document of The World Bank FOR OFFICIAL USE ONLY IMPLEMENTATION COMPLETION REPORT TANZANIA Report No.: NATIONAL AGRICULTURAL AND LIVESTOCK EXTENSION REHABILITATION PROJECT (CR TZ) Agriculture Operations Eastern and Southern Africa May 26, 1998 This document has a restricted distribution and may be used by recipients only in the perfornance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.

2 CURRENCY EQUIVALENTS Jun Jun Jun Jun Jun Jun Jun Jun FISCAL YEAR OF BORROWER Government of Tanzania July 1 - June 30 ABBREVIATIONS AND ACRONYMS ADF DIVEO IFAD FSR GOT MAC NALERP RALDO RELO SMS VEO African Development Fund Divisional Extension Officer International Fund for Agricultural Development Farming Systems Research Government of Tanzania Ministry of Agriculture and Cooperatives National Agricultural and Livestock Extension Rehabilitation Project Regional Agriculture and Livestock Development Officer Research Extension Liaison Officer Subject Matter Specialist Village Extension Officer Vice President Country Director Sector Manager Team Leader Callisto Madavo James W. Adams Sushma Ganguly Satish Kumar

3 IMPLEMENTATION COMPLETION REPORT FOR OFFICIAL USE ONLY TANZANIA NATIONAL AGRICULTURAL AND LIVESTOCK EXTENSION REHABILITATION PROJECT (NALERP) (Cr TZ) TABLE OF CONTENTS PREFACE... EVALUATION SUMMARY.ii PART I: PROJECT IMPLEMENTATION ASSESSMENT.1 A. STATEMENT/EVALUATION OF OBJECTIVES.1 B. ACHIEVEMENT OF OBJECTIVES.2 General.2 Institutional Change ,...3 Management and Supervision... 3 Training... 4 Civil Works... 4 Technical Assistance... 4 Monitoring and Evaluation... 5 Research-Extension Collaboration.5 Women and Youth and Environment.6 Impact.6 Project Costs and Financing...,. 7 C. MAJOR FACTORS AFFECTING THE PROJECT.8 Limits on Project Counterpart Funds.8 Poor Integration of Agricultural and Livestock Skills at Field LeveL.8 New Challenges, beyond Technical Matters, for which the Extension System was not Fully Prepared.8 D. SUSTAINABILITY.9 E. BANK PERFORMANCE.9 F. BORROWER PERFORMANCE.10 G. ASSESSMENT OF OUTCOME.10 H. FUTURE OPERATIONS.11 I. KEY LESSONS LEARNED.12 PART II: STATISTICAL TABLES Table 1: Summary of Assessments Table 2: Related Bank Loans/Credits.16 Table 3: Project Timetable.16 Table 4: IDA/Credit Disbursements: Cumulative Estimated and Actual.17 This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.

4 Appendices Table 5: Key Indicators for Project Implementation Table 6: Key Indicators for Project Operation Table 7: Studies Included in Project Table 8A: Project Costs Table 8B: Project Financing Table 9: Economic Costs and Benefits Table 10: Status of Legal Covenants Table 11: Compliance with Operational Manual Statements Table 12: Bank Resources: Staff Inputs Table 13: Bank Resources: Missions Mission's Aide Memoire 2. Government's Contribution to the ICR 3. Miscellaneous Tables 4. Yields and Production of Major Smallholder Crops

5 IMPLEMENTATION COMPLETION REPORT TANZANIA NATIONAL AGRICULTURAL AND LIVESTOCK EXTENSION REHABILITATION PROJECT (NALERP) (Cr TZ) PREFACE This is the Implementation Completion Report (ICR) for the National Agricultural and Livestock Extension Rehabilitation Project (NALERP) in Tanzania, for which IDA Credit 1994-TZ in the amount of SDR 13.7 million (US$18.4 million equivalent) was approved on March 21, 1989, and became effective on July 6, The project was co-financed in parallel by the African Development Fund. The Mid-Term Review took place in June 1993 and the Credit was closed on March 31, 1997, as foreseen at appraisal. An amount of SDR 73,700 (0.5% of the credit) remained undisbursed, and is scheduled to be cancelled. The ADF loan has not closed, and the remaining civil works under the project will be completed by March, At closing of the ADF loan, it is expected that US$8.45 million of a total of US$8.8 million will be disbursed. This ICR was prepared by a mission from the FAO/World Bank Cooperative Programme, on behalf of the Africa Agriculture Operations Group 1 (AFTA1) of the World Bank. Preparation of the ICR commenced with the mission's visit to Tanzania from October 3 to 17, This report is based on material gathered from the project files and supervision reports, as well as discussions with Bank and Government of Tanzania (GOT) staff associated with the project. These included staff from the Ministry of Agriculture and Co-operatives (MAC), particularly the Department of Extension Services, and the Department of Research and Training within MAC. The mission visited two regions of Tanzania to assess the impact of the project in areas of different agricultural potential and farming systems. The Mission held discussions with Regional and District Agriculture and Livestock Development Officers, Regional Extension Officers, and visited farmers, farmer groups, District, Divisional and Village Extension Officers. The mission also visited two research institutions. The Government contributed to the preparation of the ICR through discussions on the mission's Aide-Memoire, and prepared the Government's "Implementation Completion Report".

6 - ii - IMPLEMENTATION COMPLETION REPORT TANZANIA NATIONAL AGRICULTURAL AND LIVESTOCK EXTENSION REHABILITATION PROJECT (NALERP) (Cr TZ) EVALUATION SUMMARY Introduction 1. The NALERP was conceived in early 1987 at a time when the extension services in Tanzania had been fragmented between various parastatals and the Ministry, and the foodcrop research did not receive appropriate priority. Key aspects of extension - supervision, training, logistics, linkages with other knowledge and input systems - had suffered from lack of resources and an inefficient institutional structure. NALERP was also conceived at a time when the Bank was actively expanding its support to the training and visit (T&V) extension management system throughout the Africa Region. The project formed part of the Bank's development strategy for Tanzania which was to place emphasis on producer incentives to encourage production of basic staples for domestic consumption and cash crops for export. As part of this strategy, institutional improvements were being developed to improve service delivery with an increased attention to smallholders. The Bank's involvement was designed to support the Government of Tanzania's (GOT) objectives of food self-sufficiency, improving nutritional standards, restoring agricultural exports to former levels, and improving rural living standards. At the beginning of the preparation of the project, a pilot T&V project in five districts covering 50,000 farm families was initiated. The project was signed in May 1988, became effective in July 1989 and closed in March Project Objectives 2. The objective of the project was to enable the Government of Tanzania to provide the farming community with adequate extension messages to enhance agricultural production, productivity and rural incomes. The project represented the first phase, regarded as the rehabilitation phase, of a longterm process to establish an efficient, cost-effective and sustainable extension service. The project was to focus on a gradual but steady and well-planned merging of crop and livestock extension services into a multidisciplinary system, the strengthening of extension management, organization, coordination and supervision of activities, and the upgrading and/or provision of necessary human resources, physical infrastructure and logistic support. This was to be achieved through: (i) the establishment of a streamlined, adequately staffed organization and management structure; (ii) the introduction of an extension system incorporating the essential principles of the T&V management system, together with necessary training and supervision of activities; and (iii) strengthening of the Ministry's planning and implementation capacity, and assisting in the preparation of a second phase project, through both short and medium-term technical assistance. The cost of the project was estimated at US$30.4 million, financed by an IDA Credit (US$18.4 million), a loan from the African Development Fund (US$8.8

7 - iii - million) and the Government of Tanzania (US$3.2 million). The African Development Fund was responsible for the financing of the construction or upgrading of housing for Division staff, the rehabilitation and provision of facilities in four training institutes and the overseas training program. GOT was responsible for financing a share of the incremental recurrent costs of the project. 3. The strategy to achieve the objectives correctly envisaged a long-term program of which the project was the first rehabilitation phase. However, the objectives in the SAR were descriptive and no specific indicators for level of achievement that NALERP was to have reached, at project completion, towards longer-term program goals, were set out. Implementation Experience and Results 4. In general, the implementation of the project has been satisfactory. After a delay at the outset of the project which effectively put the start of implementation back by one year, implementation then proceeded as scheduled. The project was originally designed to cover 12 of the mainland Regions of Tanzania, but was expanded at the time of the mid-term review. At the time of termination, the project operated in 16 of the 20 mainland Regions, with the four Southern Highlands regions served by the Southern Highlands Extension and Rural Financial Services project. This project, funded by IFAD and GOT, also follows the T&V approach with the addition of a credit facility for farmers. Effectively therefore, the essential principles of the T&V management system were implemented nationally, but extension projects supported by other donors generally did not fully adopt the T&V approach. Achievement of Objectives 5. The project achieved the objective of revitalizing the extension service, building capacity to manage and make decisions on future directions, and giving the service a new work ethic. The overall numbers of the frontline extensionists declined due to retirements, termination of many under the civil services reform program and ban on recruitments imposed by the Government. The number of farm families in charge of a VEO over time typically increased, and reduced effective contact of the front-line extensionist with the farmers. The situation was later mitigated by the introduction of group approach under the revised extension methodology. 6. The ultimate objective of the project was enhanced agricultural production, productivity and rural incomes. There is clear evidence from the monitoring of results from adoption plots/units that increases in productivity have been achieved for adopters of the extension messages. This would translate into overall increases in production and incomes depending on the climate and season, scale of operations, continuation of improved practices and the relationships between revenues and input costs. Improved extension would also help to improve yields in poor seasons that would otherwise fall to a greater degree. The average yields in of some smallholder crops like sorghum, maize and millet were higher than estimates made during appraisal. Cashew also performed well but for some other crops like rice and beans, the yields were lower than the appraisal estimates. Overall total production trends over the period of the project were mixed. Knowledge is but one input and variable in agricultural production, and whilst extension plays a clear role in awareness, it is not possible to estimate to what extent it alone influences adoption. The absence of baseline studies makes it even more difficult to gauge

8 - lv - the overall impact. Therefore, no robust conclusion can be drawn on the effect of the project alone on the national production of food and cash crops. Major Factors Affecting the Project 7. VEOs generally remained in the same villages to which they were originally posted and dealt with the same farmer clientele. The messages delivered by the Extension service were predominantly technical, simple and showed a response during the growing and harvesting seasons in which they were applied. Given an ineffective Extension service prior to project initiation, these messages were relevant early on in the project and generally were considered useful, at least by those in close contact with extension staff. It is not fully determinable whether farmers found at least some of the technical messages strongly relevant, given their repetitiveness and growing farmer awareness. The changing farmer need should drive the generation of technology and its dissemination. Both the research systems and extension in agriculture need to be more demand-driven than was the case during NALERP period. 8. Whilst the training gave technical competence in both crops and livestock matters, some continued to emphasize their original background and were weak on the other aspects. Also, many VEOs lacked skills and knowledge on important topics such as farm budgeting, plant protection, farm economics, and land use. As the focus of groups for contact points was introduced, VEOs were not able to fully use the groups due to their lack of skills and knowledge in this area. These are the areas in which skills of the front-line extensionists need to be enhanced. 9. The effectiveness of the extension service declined in the second half of the project, due mainly to macro-economic conditions, from decreasing funds for regular activities, decreasing numbers of frontline staff, and an inability of the extension service to diagnose problems and change the messages in response to farmers needs and circumstances. Some of the vehicles, motorcycles and bicycles became unserviceable!!, and there had been a restriction on field activities and supervision by GOT since 1994 due to lack of operational funds. Although research and extension are priority areas for Government budgetary support in Tanzania, the extension activities did not attract sufficient funding. As a result, the numbers of farmers directly contacted by public extension service fell from 1994 onwards. Sustainability 10. The SAR considered sustainability from two viewpoints-institutional and financial. Institutional sustainability, which depends on reaching anticipated management strength following restructuring, commitment of all concerned and strong leadership in the MAC, was secured. The financial sustainability would be a question mark if it is viewed from the limited point of view of the MAC being able to finance the costs of extension with a continuously rising Government share and a declining IDA share, as the originally envisaged funding arrangement implied. This assumption did not materialize as the Government faced acute financial stringency which restricted funding to its development portfolio, including NALERP. However, viewed in the wider context of NALERP I' The project procured WD vehicles, 892 motorcycles and 9,483 bicycles.

9 v - being phase one of a long term national extension program, whose activities are now being sustained under the follow-on phase 2 NAEP II, sustainability in the longer term can be considered likely. Project Costs 11. Total costs of the project up to March 31, 1997 were US$27.7 million and, including committed costs of civil works to be financed by ADF of US$1.3 million, total costs will be US$28.6 million as against an appraisal estimate of US$30.4 million. Savings in costs, particularly for vehicles, enabled the project to expand into four additional regions within the financing available. Total recurrent costs were estimated in the SAR at US$11.2 million. Actual recurrent costs of the project were US$7 million. Investment costs were higher by $2.3 million than that anticipated at appraisal. The total Government contribution to financing the project amounted to US$855,000, or approximately 3% of total project costs. Bank Performance 12. Bank supervision missions were frequent, with staff from the Resident Mission and the Nairobi Mission often participating. Generally supervision was satisfactory, but there should have been closer supervision of the M&E activities under the project. Africa Region staff assisted the Government in the mid-tern review of the project and worked with the Government on the preparation of NAEP II and the development of pilot initiatives that will be supported under that project. Borrower Performance 13. Generally, the performance of the Borrower has been satisfactory. The main covenants relating to timely implementation of the project were complied with although there was a delay at the outset. Legal covenants have been complied with, with the exception of those covering the agreements on staffing levels and the increasing budgetary allocations to cover annual costs as determined in the annual work plan. Accounting and reporting have been carried to a satisfactory standard. The Government has also prepared its contribution to the ICR. Project Outcome 14. The project achieved the objective of revitalizing the extension service, building capacity to manage and make decisions on future directions, and giving the service a new work ethic. Structured work schedules of frontline extensionists brought orderliness in contacting farmers, and through extension intermediation farmer-extension-research linkages improved. The extension methodology underwent a slow but measured change to respond to some emerging challenges like the introduction of group approach for a participatory consultation and maintaining outreach; and extension participating in FAO-supported food security initiative and Sasakawa Global-scheme on input supplies. Beneficiary assessment study results show that a high percentage of farmers (77%) reported beneficial contact with extension. Substantial increases in yield on adoptors farms were recorded. Project surveys show substantial yield increases in several crops, particularly on adopters

10 - vi - farms. However, the extension management of MOA remained monolithic with insignificant structured role for local Governments and other stakeholders in policy fornulation or program operation; the extension advice was generally top-down than demand-driven; and due to acute financial stringency affecting its entire development portfolio the Government could not provide adequate counterpart funding to this project as well, affecting field implementation. Therefore, while the development objectives were achieved, the outcome of the project is considered to be marginally satisfactory. Summary of Findings, Future Operations and Key Lessons Learned 15. Findings: The experience of T&V extension in Tanzania reflects that of similar projects in the Africa Region as reported by OED 2 / * Whilst the project provided the necessary impetus to rehabilitate and build capacity within the extension service, to improve efficiency through the introduction of a unified extension system and to provide the much-needed resources, the project was negatively affected by a lack of adequate counterpart funds from Government for field activities including linkage promoting activities between farmers and the research/extension knowledge systems. This ultimately led to somewhat reduced impact. 16. Future Operations: As foreseen during the design of NALERP, a second-phase extension project, National Agricultural Extension Project Phase II (NAEP II) was prepared during 1995 and became effective in October, NAEP II incorporates lessons leaned from NALERP and includes measures to improve the sustainability and cost-effectiveness of the extension service. This project is financing the continuation of T&V activities in Tanzania with an emphasis on group contacts and farmer participation in farming systems-based extension messages. NAEP II will build on the experiences of NALERP and will pursue other extension approaches to ensure financial sustainability (e.g., cost-sharing and private sector and NGOs participation in crop-specific farming systems), participation in the knowledge generation process by the farmning community, and more cost-effective communication technology. 17. Key Lessons Learned: The key lessons learned from the project were as follows: In a long-term program, specific objectives, with indicators, for each of the phases in the program should be clearly identified at the start of each phase. In any case, indicators should be set out in order to objectively monitor project achievement. Simple technical messages are often initially relevant to farmers on first contact with an extension service but, after they choose either to adopt or not to adopt, messages need to address newly emerging needs of the various segments of farmers within the overall farming community. The current systems need to be strengthened to generate messages to satisfy farmer needs. The extension system needs to be more demand-driven. 21 "Agricultural Extension and Research - Achievements and Problems in National Systems", OED, June 1997.

11 - vii - Whilst project managers need to focus on the operational activities of an extension project - training and visiting regularly with impact messages and contact points - they should not lose sight of the overall objective of extension - outreach to most farm households in response to farmers' priorities. Excessive monitoring of project activities within the direct control of project management. (e.g., numbers and frequency of contacts, bi-monthly workshops, supervision visits) can detract attention from the more important evaluation of progress against overall development objectives. The project should have carried out a baseline survey at the beginning and later a survey at the conclusion to determine impacts (for example, increases in yields, farmer incomes and adoption rates). The involvement of farmers in designing and operating extension programs is a critical element in ensuring the continued technical relevance and usefulness of the service, which is essential for maintaining farmer demand and its technical sustainability. * The change to group-based extension was positive as ownership of the program was then transferred to the community. Extension staff should have skills and knowledge in managing groups, and participatory approaches. - In a country with large distances and poor road conditions, the cost of operating, maintaining and replacing a large fleet of vehicles is high and there is a risk that it will not receive priority in the Government's allocation of scarce funds. * In T&V extension systems, VEOs should be redeployed to new villages every two years in order to contact a new clientele who are unaware of the available simple technical messages. The Government does not consider this suggestion feasible, in view of costs involved in transferring VEOs every two years. If a Government finds difficulty in providing the required resources to support a T&V extension system, the operations should be scaled down to match the resources that the Government can reasonably be expected to allocate to extension in the longer term. * One of the main purposes of the ICR exercise is to analyse and document the lessons learned and assess the future operations of projects. An ICR exercise, completed after a follow-on project is already effective, can provide little input to the preparation and design of following projects, and an opportunity is thereby lost to fully incorporate the lessons learnt in further Bank assistance. In the context of a long-term program which envisages follow-on Bank assistance, the procedures for ICRs need to be altered to require the ICR to be completed and available at appraisal of succeeding operations.

12 IMPLEMENTATION COMPLETION REPORT TANZANIA NATIONAL AGRICULTURAL AND LIVESTOCK EXTENSION REHABILITATION PROJECT (NALERP) (Cr TZ) PART I: PROJECT IMPLEMENTATION ASSESSMENT A. STATEMENT/EVALUATION OF OBJECTIVES 18. The NALERP was conceived in early 1987 at a time when the extension services in Tanzania had been fragmented between various parastatals and the Ministry, and the foodcrop research did not receive appropriate priority. Key aspects of extension - supervision, training, logistics, linkages with other knowledge and input systems - had suffered from lack of resources and an inefficient institutional structure. NALERP was also conceived at a time when the Bank was actively expanding its support to the training and visit (T&V) extension management system throughout the Africa Region. The project formed part of the Bank's development strategy for Tanzania which was to place emphasis on producer incentives to encourage production of basic staples for domestic consumption and cash crops for export. As part of this strategy, institutional improvements were being developed to improve service delivery with an increased attention to smallholders. The Bank's involvement was designed to support the Government of Tanzania's (GOT) objectives of food self-sufficiency, improving nutritional standards, restoring agricultural exports to former levels, and improving rural living standards. At the beginning of the preparation of the project, a pilot T&V project in five districts covering 50,000 farm families was initiated. 19. The objective of the project was to enable the Government of Tanzania to provide the farming community with adequate extension messages to enhance agricultural production, productivity and rural incomes. This was to be achieved through: (i) the establishment of a streamlined, adequately staffed organization and management structure; (ii) the introduction of an extension system based on the Training and Visit (T & V) methodology, together with necessary training and supervision of activities; and (iii) strengthening of the Ministry's planning and implementation capacity, and assisting in the preparation of a second phase project, through both short and medium-term technical assistance. 20. The project represented the first phase, regarded as the rehabilitation phase, of a long-term process to establish an efficient, cost-effective and sustainable extension service. The project was to focus on a gradual but steady and well-planned merging of crop and livestock extension services into a multidisciplinary system, the strengthening of extension management, organization, coordination and

13 - 2 - supervision of activities, and the upgrading and/or provision of necessary human resources, physical infrastructure and logistic support. 21. The strategy to achieve the objectives correctly envisaged a long-term program of which the project was the first rehabilitation phase. However, the objectives in the SAR were descriptive and no specific indicators for level of achievement that NALERP was to have reached, at project completion, towards longer-term program goals, were set out. No time frame was given for the longer-term goals. B. ACHIEVEMIENT OF OBJECTIVES General 22. The project has satisfactorily achieved its development objective of rehabilitating the extension services provided to farmers and livestock keepers. The project re-invigorated the field, district and region extension staff who previously had no meaningful work program and only limited financial and logistic resources to carry out their work. At the time of termination, the project operated in 16 of the 20 mainland Regions of Tanzania having been included in the following order Tabora, Singida, Dodoma 1990 Kilimanjaro, Kagera, Arusha 1991 Shinyanga, Mwanza, Mara 1992 Morogoro, Lindi, Mtwara 1993 Kigoma 1994 Tanga, Dar es Salaam, Coast 23. The four Southern Highlands regions of Ruvuma, Rukwa, Mbeya and Iringa are served by the Southern Highlands Extension and Rural Financial Services project. The project, funded by IFAD and GOT, also follows the T&V approach with the addition of a credit facility for farmers. The project contributed to coordination of other donor activities in extension, but there was limited adoption of the strict T&V approach in other projects. Other projects in extension implemented outside the MAC did not unify their approach to that of NALERP, nor did they coordinate their programmes. 24. At the height of the project 3,628 VEOs were responsible for 3,680 villages, 2,145,000 farmers (assuming 583 farmers per village) and 591 farmers per VEO against project targets of 4,113 VEOs, 4,800 villages and 2,800,000 farmers at a ratio of 681 farmers per VEO. 25. The effectiveness of the extension service declined in the second half of the project, due mainly to macro-economic conditions, from decreasing funds for regular activities, decreasing numbers of front-line staff, and an inability of the extension service to diagnose problems and change the messages in response to farmers needs and circumstances. Some of the vehicles, motorcycles and bicycles became unserviceable, and there had been a restriction on field activities and supervision by GOT since 1994 due to lack of operational funds. The project had a program of periodically replacing the unserviceable vehicles, and this was done during the project period. Although research and extension are priority areas for Government budgetary support in Tanzania, the extension activities did not attract sufficient funding.

14 -3 - As a result, the numbers of farmers contacted fell from 1994 onwards. At the conclusion of the project, the estimated number of farmers contacted by the extension service in 1996/97 was 1.5 million. 26. The Ministry modified the Extension methodology in response to operational experience and funding constraints. Within the first 12 months of project implementation, VEO training sessions were reduced in frequency from fortnightly to monthly and SMS training from monthly to bi-monthly. As a result, more time was available for extension, costs were reduced, and there was no loss of staff competence in the messages they were disseminating to farmers. 27. The major change has been away from contact farmers established for points of regular contact with VEOs, to VEOs working with groups, in many cases already established for other purposes. The pilot T&V project established to test the effectiveness of this methodology were based on the Ujamaa concept and were already established as part of an administrative set-up, or for collective agricultural production or political purpose. NALERP then attempted to set up contact farmer groups through the direct actions of VEOs. These new groups were sometimes formed on an incorrect perception of purpose - the members believed that they would obtain credit or inputs in addition to extension. This was observed in 1991 and questions of sustainability of the contact farmer groups newly set up for extension was questioned at that time. By the time of mid term review, the emphasis was on working with farmer groups that either existed already within the communities, or were established in harmony with community practices. At NALERP completion, the use of groups by the extension service was still evolving. One of the factors responsible for lack of better performance in this area was that the staff had little or no skills or knowledge on group formation and dynamics. Institutional Change 28. The Ministry amalgamated the Departments of Agriculture and Livestock under a Commissioner who reports to the Principal Secretary. Extension is under an Assistant Commissioner (AC) reporting to the Commissioner, who is supported technically by Assistant Commissioners for Plant Protection, Livestock Development, Crop Development and Irrigation. At the regional level, unification was achieved through a Regional Agricultural and Livestock Development Officer (RALDO) supported by specialists and a Regional Extension Officer (REO), a structure which is repeated at the district level. At the divisional (i.e., sub-district) level an Extension Officer, usually holding a Diploma, supervises 4-6 Village Extension Officers (VEOs). 29. The institutional changes associated with unification, in terms of structure, management and administration have been successfully implemented and are perceived as being a positive development at all levels in the organization. At the front-line, although retrained, a significant number of VEOs, particularly those who formerly were Livestock Extension Officers, emphasized their previous area of specialization. This is not surprising given a training period of only five months and a natural tendency to feel more confident in the discipline in which one was first trained and has the longest experience. Management and Supervision 30. Implementing the T&V system established a strong management system and management ethic within the Extension service. Regular visit schedules to contact farmers and groups are maintained and monitored through reporting procedures and field visits. Supervision at all levels however was adversely affected by lack of operational funds, and supervision by headquarters, regional, district and divisional staff were 34%, 50%, 42% and 54% respectively of target levels.

15 The Mid-Term Review, seen by management as an opportunity to take stock of progress and problems, was preceded by discussions and interviews with extension staff, trainers, farners, researchers, NGOs and others in 8 of the 13 regions of the project. The results of the survey guided discussion at the mid term review and enabled informed decisions to be taken on a wide range of issues including visit schedules, supervision, adoption plots, message content and the use of groups as an alternative to individuals as contact points for extension messages. These examples demonstrate an increased managerial capacity of MAC to plan, implement and supervise a national extension programme, and this increased capacity is attributable to the project. Training 32. Generalist front-line officers have been created by re-training through courses of five months duration as opposed to ten months as anticipated at appraisal. At project initiation, approximately 40% of front-line staff were untrained Field Assistants. No training was provided at this level and most of the Field Assistants were retrenched. 33. The VEO retraining program was slow up to the time of the mid-term review at which time only 18% of the target had been reached. The situation improved after mid term review and certificatelevel retraining of 1,446 extension officers, 69% of the target, or 50% of the total extension field force, was completed. Whilst the training gave some technical competence in both crops and livestock matters, VEOs continued to emphasize their original background and were weak on the other aspects. Also, VEO lacked skills and knowledge on important topics such as farm budgeting, plant protection, farm economics, and land use. The VEO did improve the delivery of information on markets and prices. The training of trainers program was 54% completed. Other higher-level, overseas training and overseas study tours were carried out satisfactorily. Civil Works 34. The civil works component for housing, financed by ADB, was not satisfactorily implemented. The initial assumption that village labour would be volunteered to assist in the construction of 300 Divisional Extension Officers (DIVEO) houses did not eventuate. A reduced building program was then planned (141 houses) with higher unit costs, but this then fell behind due to delays and failure of contractors to perform as required. At the time of closing of the IDA credit, a total of 67 houses had been completed but contracts for the remaining houses is in force and construction is underway. The DIVEO housing program has been incorporated into NAEP II. The rehabilitation of the Training Institutes was satisfactorily completed. Technical Assistance 35. The long-term technical assistance team to support project implementation started work during 1990, and finished in 1992 with the exception of the Financial Advisor who remained throughout the duration of the project. The experiences of the technical assistance financed by the project were mixed. In general, the long-term consultants in Agricultural Extension Methodology, Finance and Procurement proved to be satisfactory, but the Monitoring and Evaluation Specialist's terms of reference were not completed at the end the assignment. This had important implications on the performance of the Monitoring and Evaluation component of the project. The short-term consultancies proved to be effective with the exception of the consultancy on cotton research which did not result in developing appropriate recommendations for farmers.

16 -5 - Monitoring and Evaluation 36. Implementation of this component was negatively affected by the consultant not completing the task of developing and implementing systems for M & E of project activities and impact. The SAR specified that baseline surveys would be undertaken in the first and second years of the project and impact evaluations of T&V in the regions at the commencement of years two and three. These surveys were not undertaken. The Overall Evaluation System specified in the SAR was not installed. Although introduced only in September 1994, quantitative goals are now established prior to the commencement of the growing season. The M&E staff in the Ministry did make progress in regular reporting of activities from field level through a system of data gathering and analysis, and coordinated three yield/adoption surveys. Research-Extension Collaboration 37. Formal links between Research and Extension were built into the project design. These included the posts of Research-Extension Liaison Officers (RELOs), pre-season workshops, bi-monthly workshops for the training of SMSs and two annual workshops to be held at zonal research stations. The Farming Systems Research Programme was expected to provide additional opportunities for collaboration within the context of establishing and responding to priority needs of rural communities and RELOs were expected to be seconded to the Farming Systems Research (FSR) team to facilitate this work. 38. Limited improvements in working relationships were achieved during the project period. RELOs were not appointed as MAC management decided that the REO could perform this task. At best, the calendar of seasonal impact points selected by extension officers were sent to the zonal research station for their commnents. The monthly workshops, which were changed to bi-monthly early in project implementation, did provide a forum for effective interaction between extension and research. With NALERP funds, researchers generally attended as resource persons. However, research priorities were not reviewed at these workshops, but this role has now been taken over by Zonal Committee Meetings which set zonal research priorities. 39. At the mid term review, the FSR programme was found as being not fully successful in establishing closer relationships. Some improvements however occurred after The FSR programme has mapped sub-zones and increased its use of PRA approaches in identifying problems. Inevitably, the subsequent research plots are scattered and difficult and expensive to establish and monitor. Some research stations have entered into fonnal agreements with Extension for assistance to implement the research programme. Nevertheless, a check conducted by the ICR mission in one district in August 1997, showed that some extension messages have remained largely unchanged during the project period, although the economic analysis of fertilizer application was added after the mid term review. The messages concerned picking and grading of cotton, storage of paddy, transplanting, fertilizing, weeding and harvesting of vegetables, whereas farmer priority problems identified at the same time were credit, input supply, marketing, labour constraints and soil fertility. 40. Initiatives were taken by the Ministry to improve Research-Extension collaboration. The Commissioner of Agriculture and Livestock Development and the Commissioner of Research and Training in 1992 agreed to provide resources to improve linkages in defined areas. The 1992 policy statement and implementation guidelines addressed the issue, a Zonal Technical Committees were formed, Extension was regularly represented at the national and zonal levels of research committees, and donor

17 - 6 - coordinating committees formed in some regions to remove duplication in extension and research activities. These initiatives however appear to have been of limited benefit. For the future the Government could consider a more likely strategy for improving collaboration, namely, by steadily increasing formalization of roles, responsibilities, funding arrangements and lines of communication within the framework of FSR as this method would involve close collaboration with farming communities, by both research and extension systems. Women and Youth and Environment 41. NALERP data were not disaggregated with respect to gender. A limited study (300 farmers in six regions) of contact farmers/ members of contact groups conducted in 1995 gives an indication of the female participation in the project. The study revealed that 39% of contact farmers were women, 43% of the membership of contact groups were female, and adoption rates in both crops and livestock components were higher amongst women than men. These figures indicate that, at least at the interface between the extension system and farming communities, the project has had some success in reaching women farmers. The result is significant in the light of the fact that only 12% of VEOs and approximately 20% of SMSs are women. In contrast, of the 879 farmers who received specialist training under the project, only 185 were women. The mid term review observed that whilst women and youth groups are common, few VEOs used these groups as a contact groups for extension. In view of the fact that extension messages contained advice on soil conservation, optimal use of pesticides, farm forestry, improved fallows, afforestation activities (agro-forestry, fuelwood production), composting, rationalized use of fertilizers, and water harvesting the environment impact of the project should be regarded as beneficial. Impact 42. The first attempt to evaluate impact was carried out in 1995 as a part of the preparation for the proposed second phase of support to Tanzania's Agricultural Extension System ("An Evaluation of NALERP Phase I by Beneficiaries", Sokoine University, 1996). In this survey, a "random sample" of 50 farmners was taken in each of six districts in the villages where VEOs were resident (in 70% of the total villages under the extension program). Most respondents (77.7%) reported that they were visited by the extension agent every two weeks and those visited irregularly (22.3%) were divided equally among those who were contact farmers and belonged to a contact group, and those who were not contact farmers. Extension was thus able to reach a large majority of farmers in the target area. 43. Yield measurements for adopters were taken from adoption plots. The plots were demonstrating a package of recommendations and were monitored by the VEO during the growing season for their demonstration effect. Under these circumstances it would be reasonable to assume a yield gap between these plots and the fields of others who adopted. A survey based on a random sample of adopters which excluded the adoption plot would have more accurately represented yield increases on the farms of those farmers who had accepted extension messages. 44. The surveys conducted by the project to assess yield impact indicated high yield increases (e.g., maize yields doubled in the Coastal, Western and Central Zones, and were up 33% in the Northern

18 -7 - Zone). However, an analysis of national yield data3_/ for the major smallholder crops indicates that yields for maize, millet and cassava are 3% to 4% above pre-project levels, yields for sorghum and beans are equal to, and yields for coffee and rice about 15% below pre-project levels. The main exception is cashew where yields for 1995/97 are up over 40% on 1987/98 levels. The national production experience over the life of the project has been mixed. Total production of millet and sorghum is over 20% higher than before NALERP, rice 3% higher, but production of coffee and maize declined by 10%, cassava 14% and beans 25%. However, it needs to be noted that crop yield data collected by different sources displayed considerable variability. 45. There is evidence from the monitoring of results from adoption plots/units that increases in productivity have been achieved mainly for adopters of the extension messages. This would translate into overall increases in production and incomes depending on the climate and season, scale of operations, continuation of improved practices and the relationships between revenues and input costs. Improved extension would also help to improve yields in poor seasons that would otherwise fall to a greater degree. Knowledge is but one input and variable in agricultural production, and whilst extension plays a clear role in awareness, it is not possible to estimate to what extent it alone influences adoption. The absence of baseline studies makes it even more difficult to gauge the overall impact. However, there is considerable anecdotal evidence of yield increased reported by farmers and these were due to several factors such as adoption of extension messages, better inputs, use of farm implements and better access to markets. Therefore, no robust conclusion can be drawn on the impact of the project alone on the national production of food and cash crops. Project Costs and Financing 46. Total costs of the project up to 31 March, 1997 were US$27.7 million and, including committed costs of civil works to be financed by ADF of US$1.3 million, total costs will be US$28.6 million as against an appraisal estimate of US$30.4 million. Savings in unit costs, particularly for vehicles, enabled the project to expand into four additional regions within the budgeted costs and financing plan. Total recurrent costs were estimated at US$11.2 million. Actual recurrent costs of the project were US$7 million. Investment costs were higher by $2.3 million than that anticipated at appraisal. 47. The SAR identified a level of Government financing of the project equal to US$3.2 million, representing its share of recurrent operating costs (33% of local costs). This represented approximately 10% of total project costs. Goods and services, including vehicles and equipment procured under the project were exempted from taxes and duties. Therefore the total Government contribution to financing the project comprised the actual Treasury releases applied to counterpart funding of the project. This amounted to US$855,000, or approximately 3% of total project costs. This was made up of $161,000 being the Government's 5% share of the recurrent costs over $3.05 million (SDR 2.2 million) up to US$6.3 million, and 100% thereafter up to the final total of US$7 million (figures are approximate). 3' FAOSTAT - World Agricultural Information Centre - an analysis of three-year moving averages of yields and total production of major smallholder crops.

19 -8- C. MAJOR FACTORS AFFECTING THE PROJECT Limits on Project Counterpart Funds 48. The fiscal analysis in the SAR set out the cash flow of the Extension service which would depend on the annually increasing allocations from the Government's recurrent budget. The project was designed to place increasing responsibilities on Government to fund recurrent costs and the requirement to make these increases was written into the Development Credit Agreement as a covenant. Originally, the Bank was to finance operating costs on a sliding scale, starting at 100% reducing to 55% up to a certain limit, then nil. Following a request from the Ministry of Finance in 1994 to alter the financing percentages on the basis of a tight budgetary situation, the Bank agreed to finance 95% of recurrent costs up to the ceiling set out in the Credit Agreement. 49. The Bank's supervision missions reported that, from 1994, inadequate funding of recurrent costs from Government sources affected the project's operations particularly in relation to supervision at field levels. Repairs, maintenance and operations of vehicles were also affected. The Ministry of Finance in July, 1994 requested the Bank to consider a reduction in the counterpart funds required to be committed to the project on the basis of prevailing economic situation and tight budgetary constraints. Whilst the request was for the Bank to finance 100% of recurrent operating costs, the Bank gave its agreement to amend the Development Credit Agreement to finance 95% of incremental operating expenses. 50. Above the limit of IDA financing of recurrent costs (US$6.3 million) the costs were borne totally by Government. Project activities were scaled according to expected availability of funds from Government. As mentioned above, total recurrent costs were some $4 million short of that anticipated at appraisal. This had an impact on the scale and frequency of project activities. The Government's total contribution to the project's costs out of $29 million was $855,000, about 3%. This places the project in non-compliance with OP Poor Integration of Agricultural and Livestock Skills at Field Level 51. Whilst the training gave some technical competence in both crops and livestock matters, some VEOs continued to emphasize their original background and were weak on the other aspects. Also, VEO lacked skills and knowledge on important topics such as farm budgeting, plant protection, farm economics, and land use. As the focus of groups for contact points was introduced, VEOs were not able to fully use the groups due to lack of adequate skills and knowledge in this area. These areas represent the future training needs for the field extensionists. New Challenges, beyond Technical Matters, for which the Extension System was not Fully Prepared 52. The messages delivered by the Extension service were predominantly technical, simple and showed a response during the growing and harvesting season in which they were applied. Given an ineffective Extension service prior to project initiation, these messages were strongly relevant early on in the project and generally were considered useful by the farmers. It is not fully determinable whether farmers found at least some of the technical messages strongly relevant, given their repetitiveness and growing farmer awareness. The changing farmer need should drive the generation of technology and its dissemination. Both the research systems and extension in agriculture need to be more demand-driven than was the case during NALERP period.

20 9- D. SUSTAINABILITY 53. The SAR considered sustainability of the project from two viewpoints - institutional and financial. Institutional sustainability which would depend on reaching anticipated management strength following re-structuring, commitment from all involved and a strong leadership within MAC, was achieved. Financial sustainability was expected to be achieved through a combination of (i) cost reductions due to the merger of agriculture and livestock extension, and the unification of extension programs financed by different donors; and (ii) an expected 4% growth in real terms in budget allocations to extension. The SAR estimated that the Ministry "would easily be in a position to sustain activities under the project". Government Budget allocations to MAC increased until 1992 in real terms and as a percentage of Agricultural GDP over 1988 levels. The allocation then fell below the 1988 levels in real terms and from 1.2% to 0.7% of the GDP. The financing of the project was evidently designed to place more demands on resources from within Government over the course of the project. Despite recognition in the SAR of the danger that eroding budget allocations could affect project implementation and full realization of its objectives this somewhat optimistic assumption was made, which in fact did not materialize. 54. We have also taken into account that the Bank and the Government have had an understanding of having a program approach in funding extension. In the SAR, the NALERP was deemed as " the first phase of a long -term process to establish an efficient, cost-effective, and sustainable --extension service on the Tanzanian mainland". Following this approach a second phase extension project was approved by the Bank (effective October 1996) and is currently under implementation. The activities started under the NALERP are being sustained under the phase 2 project NAEP II. E. BANK PERFORMANCE 55. The Bank's performance during the design stages was satisfactory, with the Bank providing guidance to the National Task Force on Extension during The Bank also assisted the Ministry to implement the pilot project, based on T&V, covering some 50,000 families in five districts. The pilot T&V project gave an insight into problems that later were to appear again during NALERP. The SAR identified the problems as: (i) lack of funds thereby reducing the frequency of regular training sessions and workshops; (ii) ineffective contacts between research, extension and farmers; (iii) inadequate supervision of activities. As mentioned above, the pilot addressed already-established farner groups, and not groups established by VEOs. The SAR admits that it was too early to evaluate the pilot performance and impact, but yet concluded (based mainly on results from other countries) that T&V was the correct approach as it was an efficient management tool, developed stronger and more efficient linkages with the research community, and induced research to develop farmer oriented programs. The design process should have included a comprehensive evaluation of the pilot phase. 56. Bank performance in portfolio management after the project became effective was satisfactory. Bank supervision missions were frequent, with staff from the Resident Mission and the Nairobi Bank Regional Mission participating. Bank staff assisted the Government in the mid-term review

21 -10- of the project and worked jointly with the Government on the preparation of NAEP II and the development of pilot initiatives that will be supported under that project. F. BORROWER PERFORMANCE 57. Generally, the performance of the Borrower has been satisfactory. The main covenants relating to timely implementation of the project were complied with although there was a delay at the outset. Legal covenants monitored by the Bank's supervision staff have been complied with. Accounting and reporting have been carried to a satisfactory standard through the Technical Assistance to the Department financed by the credit. The Government has also prepared its contribution to the ICR. 58. However, two covenants not monitored by the Bank in the Development Credit Agreement are worthy of mention. Section 3.04 required the Government to maintain the establishment of the extension service at the level agreed with the Bank as at September 1989, with staff leaving being replaced with diploma/certificate holders. The field staffing levels under T&V have a significant impact at the level of outreach achievable and, as mentioned above, substantial numbers of staff have been retrenched under the rationalization of MAC. Therefore, strictly speaking, this covenant was partially complied with. Indeed it was not possible for the Governmento comply, given the impact of later Banksupported adjustment operations on staffing levels within the public service. 59. There was also a covenant, Section 3.05, that concerned budgetary allocations to extension. The Government was to annually increase budgetary allocations over the level provided in 1987/88 fiscal year to cover annual costs as agreed in the annual work plan. This was not complied with. G. ASSESSMENT OF OUTCOME 60. The project achieved the objective of revitalizing extension service, building capacity to manage and make decision on future directions, and giving the service a new work ethic. The successfully executed training program helped improve knowledge base and skills of the extension service. Structured work schedules of the frontline extensionists brought orderliness in contacting farmers and in extension delivery. The two-way traffic between the researchers and the farmers in resolving farmer production issues through extension intermediation got well established, and linkages between farmers, extension and research improved. Substantial yield increases were recorded on adopters fields. Over the project period the extension methodology underwent a slow but measured change to respond to emerging challenges such as the down-sizing of civil service and consequently of the front-line extensionists. The program adopted the group approach in place of the earlier contact farmer approach to maintain its outreach and to make consultative process more participatory. The extension service participated in and helped carry out several pilot initiatives to respond to farmer needs - the FAO's food security pilot and Sasakawa Global's input supply initiative were supported and partly executed at the field level by the extension service. The lessons learned have been factored into the Phase 2 extension project.

22 61. However, there were several emerging demands and challenges in its long implementation period that the project did not address adequately. It also faced implementation constraints due mainly to acute financial stringency faced by the Government. A central role for farmers in technology generation and dissemination was not envisaged in project design and therefore extension advice continued to be more top-down than demand-driven. The group approach in contacting farmers only partially addressed this deficiency. The extension management arrangement continued to be largely monolithic with MOA hierarchy remaining in charge, from policy formulation at the headquarters level to implementation at the village level. Local Governments, other stakeholder agencies like NGOs and farmer organizations did not have much structured contact with MOA implementers. Though private sector and NGOs started emerging as providers of extension in different parts of the country, the project did not take note of these developments. The project implementation in the field suffered from government's inability to find adequate counterpart resources to fund project activities (almost all development projects faced this issue including this project). Therefore, while the development objectives were achieved, the outcome of the project is considered marginally satisfactory for the above reasons. 62. These lessons of NALERP have been appropriately incorporated in the follow-on project namely the National Agricultural Extension Project Phase 2 (NAEP 2). The phase 2 project encourages pluralism in providing extension services. Local authorities and other stakeholders including NGOs are represented on the district extension coordination committees responsible for program planning and implementation oversight. The project provides for undertaking pilot initiatives in the areas of extension management, extension methodology, pluralism and other related issues articulated by the beneficiaries. Impact assessments through surveys and beneficiary assessments have been planned and would provide reliable indicators for evaluating project impact. H. FUTURE OPERATIONS 63. A review of NALERP was undertaken in 1995 as part of the preparation for NAEP II which then addressed further modifications to the T&V approach that would finally be part of the NAEP II design. These were to (i) address issues in financial sustainability through collaboration with NGOs, and through the transfer of responsibility for commodity-focused farming systems to private agro-industries; (ii) farmer participation in the generation and dissemination of technology; and (iii) use of communication technology in extension. In addition, the research programs now being undertaken have incorporated farming systems research with environmental and production sustainability as key objectives. 64. The operations of NALERP have been taken over by NAEP II, which will follow the T&V approach but will continue with the emphasis on group-based contact points and test through pilots several new initiatives in extension methodologies and extension management. NAEP II is operational in the same 16 regions as NALERP and the IFAD Southern Highlands project in the remaining four regions of mainland Tanzania iis expected to be extended and adopt similar alterations in emphasis.

23 I. KEY LESSONS LEARNED 65. The key lessons learned from the project were as follows: * In a long-term program, specific objectives, with indicators, for each of the phases in the program should be clearly identified at the start of each phase. In any case, indicators should be set out in order to objectively monitor project achievement. * The pilot scheme provided insufficient input to project design since inadequate time was allowed for experience to be generated and an evaluation to be made. However, later the lessons learned from fertilizer experiments were suitably incorporated into the extension messages under the program. * Simple technical messages are often initially relevant to farmers on initial contacts with an extension service. Later, the messages need to address newly emerging issues raised by the farmers. In order to appropriately respond to these issues the extension system should be more demand-driven. Whereas project activities within the direct control of project management (e.g., numbers and frequency of contacts, bi-monthly workshops, supervision visits) were adequately monitored, the impacts were not sufficiently studied. The project did not carry out initial base-line surveys to later measure project impacts. The involvement of farmers in designing and operating extension programs is a critical element in ensuring the continued technical relevance and usefulness of the service, which is essential for maintaining farmer demand and its technical sustainability. * The change to group-based extension was positive as ownership of the program was then transferred to the community. Extension staff should have skills and knowledge in managing groups, and participatory approaches. * Government commitment is essential for T&V projects to have a successful outcome, both in terms of staffing numbers and funding from Government budgetary resources. If a Government finds difficulty in providing the required resources to support a T&V extension system, the operations should be scaled down or redesigned to match the resources that the Government can reasonably be expected to allocate to extension in the longer term. * One of the main purposes of the ICR exercise is to analyse and document the lessons learned and assess the future operations of projects. An ICR exercise, completed after a follow-on project is already effective, can provide little input to the preparation and design of following projects, and an opportunity is thereby lost to fully incorporate the lessons learnt in further Bank assistance. In the context of a long-term program which envisages follow-on Bank assistance, the procedures for

24 ICRs need to be altered to require the ICR to be completed and available at appraisal of succeeding operations.

25 - 14- PART II: STATISTICAL TABLES Table 1: Summary of Assessments A. Achievement of objectives Substantial Partial Negligible Not (/) (1) (1) Applicable (/) Macro policies El :I 0 El Sector policies t1 El Financial objectives El F7i 0I [I] Institutional development E El El Physical objectives n7 F71 Eo E Poverty reduction 7 l E E Gender issues El E1 El El Other social objectives El Fl El E Environmental objectives EF F] El E Public sector management El El E E Private sector development El EZ E L Other (specify) El El El El B. Project sustainability Likely ll Unlikely Uncertain 1/ In the longer termn.

26 Highly C. Bank performance Satisfactory Satisfactory Deficient ('/) (1) (1) Identification [ Preparation assistance E E Appraisal i: Supervision 7 El Highly D. Borrower performance satisfactory Satisfactory Deficient (V') (/) (1) Preparation L 7 F Implementation Covenant compliance L F E Operation (if applicable) LI E L Highly Highly E. Assessment of outcome satisfactory Satisfactory-4J Unsatisfactory Unsatisfacto (5/)(a/) (a/) ~~~~ry /I Fgl Ltfc (V) "Marginally Satisfactory.

27 - 16- Table 2: Related Bank Loans/Credits Loan/credit title Purpose Year of approval Status Preceding operations 1. National Rehabilitation of ag Closing 31 Agricultural and Research services December Livestock Research Project Following operations 1. National Phase II of extension 1996 Ongoing Agricultural Extension rehabilitation. Project II 2. Agriculture Sector Support to rationalizing 1993 Ongoing Management Project MAC, strengthening core functions, sector expenditure review. Table 3: Project Timetable Steps in project cycle Date planned Date Actual/ Latest Estimate Identification (Executive Project Summary) March 1988 Preparation March-December 1988 Appraisal April 15, 1988 Negotiations November 1988 November 28, 1988 Board presentation February 1989 March 21, 1989 Signing 6 March 1989 May 8, 1989 Effectiveness May-June 1989 July 6, 1989 Midterm Review May-June 1992 June 1993 Project completion 31 March 1997 March31, 1997 Loan closing 31 March 1997 March 31, 1997

28 -17- Table 4: IDA Credit Disbursements: Cumulative Estimated and Actual (US$ million) FY FY FY FY FY FY FY FY FY Appraisal estimate Actual Actual as % of estimate 0% 36% 57% 57% 64% 75% 83% 99% Date of final disbursement July 31, 1997 Table 5: Key Indicators for Project Implementation I. Key implementation indicators in SAR/ Estimated targets1/ Actual (% achievement) President's Report 1. Farmers covered by extension program 2.8m 2.14m (75%) 2. Fanners contact groups 237,996 92,262 (38%) (regularly contacted) 3. Adoption of crop 85% 67% recommendations 4. Adoption of livestock 65% 43% recommendations 5. Monthly training sessions 4,944 77% 6. Bi-monthly workshops % 7. Adoption plots 221, ,909 (64%) 8. Supervision Div/Dis/ 32,268/4,404/900/434 54%/42%/50%34% Region/HQ trips 1/ Targets based on best farmers performance and fixed by MOA during implementation.

29 Table 6: Key Indicators for Project Operation I. Key operating indicators in SAR/President's Report Estimated Actual Not Applicable Not Applicable Table 7: Studies Included in Project Purpose as defined Study at appraisal/redefined Status Impact of study 1. Needs Assessment Not defined at appraisal Complete Input to NAEP II on Extension design Communication (Tanzania Food and Nutrition Centre) 2. Training Needs Not defined at appraisal Complete Input to NAEP 11 Assessment (Dr Ann design Stroud, Dr S Lugeye) 3. Benchmark survey Not defined at appraisal -- Input to NAEP II for NAEP II (Dr A design Temu, Sokoine University) 4. An assessment of Not defined at appraisal Input to NAEP II NALERP by dsg Beneficiaries (Dr N Molel, Sokoine University)

30 - 19- Item Table 8A: Project Costs Appraisal estimate (US$M) Actual/latest estimate (US$M) Local Foreign Total Local Foreign Total Costs costs Costs!' Costs../ 1. Extension Organization and Management 2. Staff and Farmers Training 3. Technical Assistance TOTAL _/ a/ Detailed distribution between local and foreign cost figure not available. b/ Actual cost is below appraisal estimate because of shortage in counterpart funding and reduction in Govermnent's share of operating costs. Table 8B: Project Financing Source Appraisal estimate (US$M) Actual/latest estimate (US$M) Local Foreign Total Local Foreign Total Costs Costs costs al costs a/ IDA _ African Development Fund Domestic contribution TOTAL a/ Detailed distribution between local and foreign cost figure not available. b/ Actual disbursements exceeded appraisal estimates due to depreciation of the US$ against the SDR.

31 Table 9: Economic Costs and Benefits No economic rate of return for the project was calculated at appraisal. The economic benefits that were to result were in the form of additional production from farmers adopting improved technology. The SAR estimated that incremental production of 1,800 tons of paddy, 99,000 tons of maize, 3,000 tons of cashew and 31,000 tons of seed cotton would be produced as a direct result of the project, which would relate to an economic benefit of US $30 million in 1988/89 real terms. As mentioned in the main text, an analysis of national yield data for the major smallholder crops indicates that yields for maize, millet and cassava are 3% to 4% above pre-project levels, yields for sorghum and beans are equal to, and yields for with coffee and rice about 15% below pre-project levels. The main exception is cashew where yields for 1995/97 are up over 40% on 1987/98 levels. Overall national production of millet and sorghum is over 20% higher than before NALERP, rice 3% higher, but production of coffee and maize has declined by 10%, cassava 14% and beans 25%. Cashew production has risen from 18,000 tons to 82,000 tons over the project period and whilst extension had a part to play in this increased production, the liberalization of marketing and the affordability and availability of the chemicals to contain powdery mildew disease had probably a greater effect.. There is no evidence that the potential yield improvements that could have been obtained through adopting new technology have been translated into national figures. No robust conclusions on the economic benefits of the project in terms of incremental production can be drawn.

32 -21 - Table 10: Status of Legal Covenants Original Revised Covenant Present fulfilment fulfil- Description of Agreement Section type status date ment covenant Comments date DCA 3.01 (b) 05 C NA The borrower shall cause the With an exception of time implementation of the project in loss in the initial period accordance with the program in Schedule resulting in late (delayed) 4 commence-ment by one year, implementation has progressed as scheduled. Complied with. DCA C NA The borrower shall establish and maintain With an exception of.time an Extension Unit headed by Assistant loss in the initial period Commissioner for Extension Services resulting in late (delayed) commence-ment by one year, complied with. DCA CP NA The Borrower shall (a) until September (a) and (b) complied with; maintain its present (c) not complied with. establishment for the Extension Service, Partial compliance (b) by September 30, 1989, furnish to the Association the revised establishment for the Extension Service in accordance with MALD's new structure, and (c) thereafter maintain the establishment at that level, with the recruitment of extension staff from fresh diploma/certificate holders being offset by attrition. DCA NC' NA The Borrower shall annually increase the Not complied with. budgetary allocations for agricultural and livestock extension over the levels provided in 1987/88 fiscal year, to cover annual costs as agreed in the annual work plan. DCA 4.01(b) 05 C NA Furnish Audit report within 9 months In compliance. after the financial year end. DCA 4.01(c) 01 C NA Maintain satisfactory records of SOE. Separate audit for Special Account and for expenditures on the basis of SOEs. In compliance. Status: C = Complies with. CD = Complied with after delay. CP = Complied with partially. NC = Not complied with. NA = Not available.

33 Table 11: Compliance with Operational Manual Statements Statement number and title Describe and comment on lack of compliance Basically, there was compliance with the applicable Operational Manual Statements. Table 12: Bank Resources: Staff Inputs Stage of Planned Revised Actual 1/ project cycle _ l Weeks US$ Weeks US$ Weeks US$ Preparation to NA NA Appraisal Appraisal NA NA l Negotiations through NA NA Board approval Supervision NA NA Completion TOTAL / Including travel costs (direct costs). NA = Not available--not recorded in the FACT system.

34 Table 13: Bank Resources: Missions Performance rating Stage of Month! Number Of Days in Specialized Staff skills Implemen -tation Development Types of project cycle year Persons field Represented a! status objectives b/ Problems c/ Through appraisal. Appraisal through Board approval Supervision Sep Ext NR NR EF 66 Feb Ext, Serv S S Mktg, Cr 44 May Ext, Ser, Coops, S S Staff, M&E Train C4 Dec Ext, Ser S S Staff, Fin MTR Jun Ext, Serv S S Fin Supervision Nov Ext, Ser, Fin, Proc S S Fin Oct Ser S S Fin Mar Ser, Ext S S Fin Sep Ser, Ext S S Fin Dec Ser, Ext S S Fin Feb Ser, Ext S S Fin Completion5/ Oct Econ, Ext I I Abbreviations a/ c/ Ser - Agricultural Services Specialist EF - Conditions for Effectiveness and Implementation Ext - Agricultural Extension Specialist start-up Coops - Cooperatives Specialist Mktg - Marketing Train - Training Specialist Cr - Credit Proc - Procurement Specialist Staff- Staffing of the extension service Econ - Economist Fin - Financial Management, counterpart funds. b/ S - Satisfactory 5' Undertaken by FAO/CP.

35 APPENDIX 1 TANZANIA NATIONAL AGRICULTURAL AND LIVESTOCK EXTENSION REHABILITATION PROJECT (CR TZ) IMPLEMENTATION COMPLETION MISSION AIDE MEMOIRE

36 AIDE MEMOIRE CONTENTS Project Objectives and Components Implementation Timing Achievement of Objectives Implementation Experience and Results Financial and Economic Aspects Bank Performance Borrower Performance Major Factors Affecting Project Future Operations Sustainability... 35

37 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS Investment Centre Division TANZANIA: National Agricultural and Livestock Extension Rehabilitation Project (NALERP- IDA Credit 1994-TA; ADF Loan LVS/88/22) Implementation Completion Report - Aide-memoire Introduction 1. A missionl from the FAO Investment Centre visited Tanzania from 3 to 17 October, 1997 to prepare the Implementation Completion Report for the National Agricultural and Livestock Extension Rehabilitation Project (NALERP) under the FAO/World Bank Cooperative Program. The mission worked closely with officials from the Ministry of Agriculture and Co-operatives (MAC), particularly the Department of Extension Services, and had discussions with the Department of Research and Training within MAC. The mission visited two regions of Tanzania to assess the impact of the project in areas of different agricultural potential and fanning systems. The Mission held discussions with Regional and District Agriculture and Livestock Development Officers, Regional Extension Officers, and visited farmers, farmer groups, District, Divisional and Village Extension Officers in Morogoro and Kilombero Districts in Morogoro Region and Magu District in Mwanza Region. The mission also visited the Katrin Research Centre and Ukiriguru Research Institute. 2. This aide-memoire was discussed at a wrap-up meeting, chaired by the Commissioner of Agriculture and Livestock Development which was attended by staff of the Ministry who were involved in the implementation of the project. 3. The mission would like to record its appreciation for the cooperation and assistance shown by all officers and staff of the Govemment with whom the mission has been working. Project Objectives and Components 4. The objective of the project was to enable the Govemment of Tanzania to provide the farming community with adequate extension messages to enhance agricultural production, productivity and rural incomes. The project represented the first phase, regarded as the rehabilitation phase, of a long-term process to establish an efficient, cost-effective and sustainable extension service. The project was to focus on a gradual but steady and well-planned merging of crop and livestock extension services into a multidisciplinary system, the strengthening of extension management, organization, coordination and supervision of activities, and the upgrading and/or provision of necessary human resources, physical infrastructure and logistic support. 'Tim Lamrock (Economist/Mission Leader - TCIR) and Brian Scoullar, (Extension Specialist - Consultant) 25

38 5. This was to be achieved through: (i) the establishment of a streamlined, adequately staffed organization and management structure; (ii) the introduction of an extension system based on the Training and Visit (T & V) methodology, together with necessary training and supervision of activities; and (iii) strengthening of the Ministry's planning and implementation capacity, and assisting in the preparation of a second phase project, through both short and medium-term technical assistance. 6. At the wrap.-up meeting, the Govemment viewed the project's objectives as the rehabilitation of the extension service in order to set a base for a systematic extension delivery mechanism. 7. The Mission considers that the objectives were appropriate but were not clearly stated in the SAR, particularly as to the level of achievement that NALERP was to have reached, at project completion, towards the longer-term goal of establishing an efficient, cost-effective and sustainable extension service. Implementation Timing 8. The credit ifor SDR 13.7 million (US$ 18.4 million equivalent) was signed in May, 1989 and became effective in July, The project was co-financed by the African Development Fund (ADF loan LVS/88/22) which was responsible for the financing of the construction or upgrading of housing for Division staff, the rehabilitation and provision of facilities in four training institutes and the overseas training program. 9. The IDA credit closed on schedule on 31 March, 1997 with the credit fully disbursed. The ADF loan has not closed, and the remaining civil works under the project will be completed by March, At closing of the ADF loan, it is expected that US$ 8.45 million of a total of US$ 8.8 million will be disbursed. Achievement of Objectives 10. The project has satisfactorily achieved its development objective of rehabilitating the extension services provided to farmers and livestock keepers. The project re-invigorated the field, district and region extension staff who previously had no meaningful work program and only limited financial and logistic resources to carry out their work. The project has had some impact on agricultural production, productivity and rural incomes (but see para 0). 11. The project suffered in the second half of its life, due to mainly macro-economic conditions, from decreasing funds for regular activities, decreasing numbers of front-line staff, and an inability of the extension service to diagnose problems and change the messages in response to farmers needs and circumstances. Project activities are now being supported by National Agricultural Extension Project Phase II (NAEP II) which was effective in October,

39 Implementation Experience and Results General 12. In general, the implementation of the project has been satisfactory. After a delay at the outset of the project which effectively put the implementation schedule back by one year, implementation has proceeded as scheduled. At the time of termination, the project operated in 16 of the 20 mainland Regions having been included in the following order. 1989: Tabora, Singida, Dodoma 1990: Kilimanjaro, Kagera, Arusha 1991: Shinyanga, Mwanza, Mara 1992: Mtwara, Morogoro, Lindi 1993: Kigoma 1994: Tanga, Dar es Salaam, Coast 13. The four Southern Highlands regions of Ruvuma, Rukwa, Mbeya and Iringa are served by the Southern Highlands Extension and Rural Financial Services project. The project, funded by IFAD and GOT, also follows the T&V approach with the addition of a credit facility for farmers. 14. At the height of the project 3,319 VEOs were responsible for 3,680 villages, 2,145,000 farm families (assuming 583 farm fanilies per village) and 646 farm families per VEO against project targets of 4,113 VEOs, 4,800 villages and 2,800,000 farm families at a ratio of 681 farm families per VEO. 15. The project contributed to coordination of other donor activities in extension, but there was limited adoption of the strict T&V methodology in other projects. Other projects in extension implemented outside the MAC did not unify their approach to that of NALERP, nor did they coordinate their programmes. 16. The second phase of Bank support to extension, NAEP II, was prepared and appraised during the course of NALERP. Institutional change 17. The Ministry has amalgamated the Departments of Agriculture and Livestock under a Commissioner who reports to the Principal Secretary. Extension is under an Assistant Commissioner (AC) who is supported technically by ACs for Plant Protection, Livestock Development, Crop Development and Irrigation. At the regional level, unification was achieved through a Regional Agricultural and Livestock Development Officer (RALDO) supported by specialists and a Regional Extension Officer (REO), a structure which is repeated at the district level. At the divisional (ie subdistrict) level an Extension Officer, usually holding a Diploma, supervises 8-10 Village Extension Officers (VEOs). 18. The institutional changes associated with unification, in termns of structure, management and administration have been successfully implemented and are perceived as being a positive development at all levels in the organization. At the front-line, although retrained, a significant number of VEOs, particularly those who formerly were Livestock Extension Officers, preferred their previous area of specialization. This is not surprising given a training period of only five months and a natural tendency to feel more confident in 27

40 the discipline in which one was first trained and has the longest experience. Management and Supervision 19. Implementing the T&V system established a strong management system and management ethic within the Extension service. Regular visit schedules to contact farmers and groups are maintained and monitored through reporting procedures and field visits. Supervision at all levels however was adversely affected by lack of operational funds, and supervision by headquarters, regional, district and divisional staff were 34%, 50%, 42% and 54% respectively of target levels. Mid-term Review 20. The Mid-Term Review, seen by management as an opportunity to take stock of progress and problems, was preceded by discussions and interviews with extension staff, trainers, farmers, researchers, NGOs and others in 8 of the 13 regions of the project. The results of the survey guided discussion at the MTR and enabled informed decisions to be taken on a wide range of issues including visit schedules, supervision, adoption plots, message content and the use of groups as an alternative to individuals as contact points for extension messages. These examples demonstrate an increased managerial capacity of MAC to plan, implement and supervise a national extension programme, and this increased capacity is attributable to the project. Training Program 21. Generalist front-line officers have been created by re-training through courses of five months duration as opposed to ten months as anticipated at appraisal. At project initiation, approximately 40% of front-line staff were untrained Field Assistants. No training was provided at this level and most of the Field Assistants have been retrenched. 22. The VEO retraining program was slow up to the time of the mid-term review at which time only 18% of the target had been reached. The situation improved after MTR and certificate-level retraining was completed by June, The training of trainers program was 54% completed. Other higher-level, overseas training and overseas study tours were carried out satisfactorily. Civil Works 23. The civil works component for DivEO housing, financed by ADB, was not satisfactorily implemented. The initial assumption that village labour would be volunteered to assist in the construction of 300 DivEO houses did not eventuate. A reduced building program was then planned (141 houses) with higher unit costs, but this then fell behind due to delays and failure of contractors to perform as required. At the time of closing of the IDA credit, a total of 67 houses had been completed but contracts for the remaining houses is in force and construction is underway. The DivEO housing program has been incorporated into NAEP II. The rehabilitation of the Training Institutes was satisfactorily completed. Technical Assistance 24. The long-term technical assistance team to support project implementation started work during 1990, and finished in 1992 with the exception of the Financial Advisor who remained throughout the 28

41 duration of the project. The experiences of the technical assistance financed by the project were mixed. In general, the long-term consultants in Agricultural Extension Methodology, Finance and Procurement proved to be satisfactory, but the Monitoring and Evaluation Specialist's terms of reference were not completed at the end the assignment. This had important implications on the performance of the Monitoring and Evaluation component of the project. The short-term consultancies proved to be effective with the exception of the consultancy on cotton research which did not result in developing appropriate recommendations for farmers. Monitoring and Evaluation 25. Implementation of this component was negatively affected by the consultant not completing the task of developing and implementing systems for M & E of project activities and impact. The SAR specified that baseline surveys would be undertaken in the first and second years of the project and impact evaluations of T&V in the regions at the commencement of years two and three. These surveys were not undertaken. The Overall Evaluation System specified in the SAR was not installed. Although introduced only in September 1994, quantitative goals are now established prior to the commencement of the growing season. Research - Extension Collaboration 26. Formal links between Research and Extension were built into the project design. These included the posts of Research-Extension Liaison Officers (RELOs), pre-season workshops, bi-monthly workshops for the training of SMSs and two annual workshops to be held at zonal research stations. The Farming Systems Research Programme was expected to provide additional opportunities for collaboration within the context of establishing and responding to priority needs of rural communities and RELOs were expected to be seconded to the FSR team to facilitate this work. 27. Limited improvements in working relationships were achieved during the project period. RELOs were not appointed as management decided that the REO could perform this task. No pre-season workshops were held. At best, the seasonal impact points selected by extension officers were sent to the zonal research station for their comments. The monthly workshops, which were changed to bi-monthly early in project implementation, did provide a forum for effective interaction between extension and research. With NALERP funds, researchers generally attended as resource persons. However, research priorities were not reviewed at these workshops, but this role has now been taken over by Zonal Committee Meetings which set zonal research priorities. 28. At the MTR the FSR programme was also judged as being unsuccessful in establishing closer relationships. Some improvements however have occurred since The FSR programme has mapped sub-zones and increased its use of PRA approaches in identifying problems. Inevitably, the subsequent research plots are scattered and difficult and expensive to establish and monitor. Some research stations have entered into formnal agreements with Extension for assistance to implement the research programme. TORs have been agreed and time allocated in Extension workplans for collaboration at district and field levels. These arrangements are currently rated as useful by both Research and Extension staff in the zone in which it was observed by the mission. 29. Initiatives were taken by the Ministry to improve Research-Extension collaboration. The CALD and the CRT in 1992 agreed to provide resources to improve linkages in defined areas. The 1992 policy statement and implementation guidelines addressed the issue, a Zonal Technical Committees have been 29

42 formed, Extension is represented at the national and zonal levels of research committees and donor coordinating committees have been formed in some regions to remove duplication in extension and research activities. These initiatives however appear to have been of limited benefit. The most likely strategy for improving collaboration is a steadily increasing formalization of roles, responsibilities, funding arrangements and lines of communication within the framework of FSR because this method involves close collaboration with farming communities, by both research and extension systems. Extension - Farmer Contact 30. For at least half of the project duration, VEOs measured contact by counting the number of farmers who attended each extension activity; ie demonstrations on the fields of Contact Farmers, with Contact Groups and at field days. All farmers, including contact farmers, who attended each activity were counted as a new contact, even though they may have participated previously, and therefore the figures represent more a measure of contact frequency and not the number of farmers contacted. Moreover no adjustments were made in the figures for more than one adult attending from one farm household. This methodological problem was not raised at the MTR and no reference to it was seen in the supervision reports of the Bank which were available to the mission. 31. The Ministry became aware of this discrepancy and took steps to rectify it during the second half of project implementation. The M&E Unit introduced a listing of farmers by name and by farm household as the means of establishing the degree of farmer contact. For various reasons, acceptance of this method within the Service was not complete by project termination. 32. It is therefore difficult to arrive at a figure for extension contact with farm households in the project area, but the figure of 2,140,000 probably overstates the actual numbers contacted. Adoption 33. The first attempt to evaluate impact was carried out in 1995 as part of the preparation for the proposed second phase of support to Tanzania's Agricultural Extension System. Undertaken by a consultant for the Ministry and implemented through the M&E Unit of NALERP, a "random sample" of 50 farmers was taken in each of six districts. Most respondents (77.7%) reported that they were visited by the extension agent every two weeks and half of the remainder also identified themselves as Contact Fanners. The subsequent report of the Ministry indicated that the farmers were selected from villages in which a VEO was residing. In 1995 approximately 30% of villages did not have a resident VEO. The survey therefore was an analysis of the impact of the T&V system on awareness and adoption amongst Contact Farmers from villages in which a VISO resided and not of the farming population as a whole in the six districts studied. As a result,the Ministry report gives wider credence with respect to contact, awareness and adoption than is justified. 34. Field visits by the mission revealed that the study was not an isolated incidence of this error. Discussion with Ministry staff revealed that adoption figures quoted were for farmers with whom the Extension service had contact and not from the farming population as a whole. Visits by the mission to villages which did not have a resident VEO gave an initial indication that extension- farner contact and adoption was lower than in those where a VEO resided. Insufficient time was available however to test further this initial impression. 30

43 Yields 35. Yield measurements for adopters were taken from adoption plots. The plots were demonstrating a package of recommendations and were monitored by the VEO during the growing season for their demonstration effect. Under these circumstances it would be reasonable to assume a yield gap between these plots and the fields of others who adopted. A survey based on a random sample of adopters which excluded the adoption plot would have more accurately represented yield increases on the farms of those farmers who had accepted extension messages. Modifications to the Basic T& V during Project Implementation. 36. The Ministry modified the Extension methodology in response to operational experience and funding constraints. Within the first 12 months of project implementation, VEO training sessions were reduced in frequency from fortnightly to monthly and SMS training from monthly to bimonthly. As a result, more time was available for extension, costs were reduced, and there was no loss of staff competence in the messages they were disseminating to farmers. 37. The major change has been away from contact farmers established for points of regular contact with VEOs, to VEOs working with groups, in many cases already established for other purposes. The pilot T&V project established to test the effectiveness of this methodology targeted 6,500 groups covering about 50,000 families. These groups were based on the Ujamaa concept and were already established as part of an administrative set-up, or for collective agricultural production or political purpose. NALERP then attempted to set up contact farmer groups through the direct actions of VEOs. These new groups were often formed on an incorrect perception of purpose - the members believed that they would obtain credit or inputs in addition to extension. This was observed in 1991 and questions of sustainability of the contact farmer groups newly set up for extension was questioned at that time. By the time of MTR, the emphasis was on working with farmer groups that either existed already within the communities, or were established in harmony with community practices. Relevance and Feasibility of Extension Messages 38. The messages delivered by the Extension service were predominantly technical, simple and showed a response during the growing season in which they were applied. Given an ineffective Extension service prior to project initiation, these messages were relevant early on in the project and generally were considered useful, at least by those in close contact with extension staff. As demand was satisfied (or could not be adopted through resource constraints) farmers' needs changed. In resource-poor areas farmers were concerned with environmental degradation and a lack of capital. In resource-rich areas, farm families were looking to intensify and diversify their farming enterprises. In both cases farmers' needs for new knowledge and skills increased in complexity, cut across sectors and to some extent embraced a longer time horizon. Generally, however, extension messages did not change, and therefore no longer were relevant. 31

44 Financial and Economic Aspects. Project Costs 39. Total costs of the project up to 31 March, 1997 were US$ 27.7 million and, including committed costs of civil works to be financed by ADF of US$ 1.3 million, total costs will be US$28.6 million as against an appraisal estimate of US$ 30.4 million. Savings in costs, particularly for vehicles, enabled the project to expand into four additional regions within the budgeted costs and financing plan. Table 1: Project Costs and Financing (US$,000) Financina Sourcel IDA AUF (;UI lotal SAH Estimate Component Extension Organization and Management 13, , , ,109.0 Training 3, , , ,053J Technical Assistance A Total 19,2773 8, , , Total recurrent costs were estimated at US$ 11.2 million. Actual recurrent costs of the project were US$ 7 million. Investment costs were higher by $2.3 million than that anticipated at appraisal. 41. The SAR identified a level of Government financing of the project equal to US$ 3.2 million, representing its share of recurrent operating costs (33% of local costs). This represented approximately 10% of total project costs. Goods and services, including vehicles and equipment procured under the project were exempted from taxes and duties. Therefore the total Government contribution to financing the project comprised the actual Treasury releases applied to counterpart funding of the project. This amounted to US$ 855,000, or approximately 3% of total project costs. This was made up of $161,000 being the Government's 5% share of the recurrent costs over $3.05 million (SDR 2.2 million) up to US$ 6.3 million, and 100% thereafter up to the final total of US$ 7 million (figures are approximate). Counterpart Financing 42. The Bank's supervision missions reported that, from 1994, inadequate funding of recurrent costs from Government sources affected the project's operations particularly in relation to supervision at all levels. The Ministry of Finance in July, 1994 requested the Bank to consider a reduction in the counterpart funds required to be committed to the project on the basis of prevailing economic situation and tight budgetary constraints. Whilst the request was for the Bank to finance 100% of recurrent operating costs, the Bank gave its agreement to amend the Development Credit Agreement to finance 95% of incremental operating expenses, as opposed to a sliding scale of 95%, 80% and 55%. 43. Above the limit of IDA financing of recurrent costs (US$ 6.3 million) the costs were borne totally by Government. Project activities were scaled according to expected availability of funds from Government. As mentioned above, total recurrent costs were some $4 million short of that anticipated at appraisal. This had an impact on the scale and frequency of project activities. 32

45 44. A review of the statement of Government counterpart funds released to the project indicates that in March, 1994, a Treasury release of TSh 176 million was effected which brought the Government's total counterpart funds for that year to TSh 198 million (US$ 438,700 equivalent). Treasury releases in the remaining stages of the project amounted to TSh 189 million (US$ 326,000 equivalent). This amount was used to pre-finance activities under NALERP. When the project closed on 31 March, 1997, a substantial portion of these releases for counterpart funds remained unutilized and an amount of TSh 290 million (US$ 480,000 equivalent) was transferred to NAEP II accounts as Government pre-financing of NAEP II. Benefits 45. The ultimate objective of the project was enhanced agricultural production, productivity and rural incomes. Knowledge is but one input and variable in agricultural production. The mission feels that it would be unreliable to draw national or regional conclusions on project benefits based on production increases as it is difficult to identify benefits that derive from extension alone. 46. The absence of baseline studies makes it even more difficult to gauge the overall impact. There is clear evidence from the monitoring of results from adoption plots/units compared with non-adopters that, although the quantum may be overstated, (as discussed in para 35) significant increases in productivity have been achieved for adopters. This would translate into overall increases in production and incomes depending on the scale of operations, continuation of improved practices and the relationships between revenues and input costs. The extent to which this is the case cannot be determined from available data. Bank Performance Project Design 47. The pilot T&V project gave an insight into problems that later were to appear again during NALERP. The SAR identified the problems as: (i) lack of funds thereby reducing the frequency of regular training sessions and workshops; (ii) ineffective contacts between research, extension and farmers; (iii) inadequate supervision of activities. As mentioned above, the pilot addressed already-established farmer groups, and not groups established by VEOs. The SAR admits that it was too early to evaluate the pilot performance and impact, but yet concluded (based mainly on results from other countries) that T&V was the correct approach as it was an efficient managementool, developed stronger and more efficient linkages with the research community, and induced research to develop farmer oriented programs. 48. The mission feels that the design process should have included a comprehensive evaluation of the pilot phase. Supervision 49. Bank supervision missions were frequent, with staff from the Resident Mission and the Nairobi Mission often participating. Generally supervision was satisfactory, but the Bank staff should have recognized the imprecision in the method of recording of farmer contacts. This overstated the coverage of the extension service which was being monitored as a key performance indicator. There also should have been closer supervision of the M&E activities under the project. 33

46 Borrower Performance. 50. Generally, the performance of the Borrower has been satisfactory. The main covenants relating to timely implementation of the project were complied with although there was a delay at the outset. Legal covenants monitored by the Bank's supervision staff have been complied with. Accounting and reporting have been carried to a satisfactory standard through the Technical Assistance to the Department financed by the credit. The Government has also prepared its contribution to the ICR. 51. However, two covenants not monitored by the Bank in the Development Credit Agreement are worthy of mention. Section 3.04 required the Governmento maintain the establishment of the extension service at the level agreed with the Bank as at September 1989, with staff leaving being replaced with diploma/certificate holders. The field staffing levels under T&V have a significant impact at the level of outreach achievable and, as mentioned above, substantial numbers of staff have been retrenched under the rationalization of MAC. Therefore, strictly speaking, this covenant has not been complied with. Indeed it was not possible for the Government to comply, given the impact of later Bank-supported adjustment operations on staffing levels within the public service. 52. There was also a covenant, Section 3.05, that concerned budgetary allocations to extension. The Government was to annually increase budgetary allocations over the level provided in 1987/88 fiscal year to cover annual costs as agreed in the annual work plan. This was not complied with (see discussion below). Major Factors Affecting the Project 53. The major factors affecting the project were: X Retrenchment of front-line staff, X (tgradual reduction of contact activity over time; X Limits on project funds; X Poor integration of agricultural and livestock skills at field level through cross-training; * New challenges, beyond technical matters, for which extension staff were fully prepared. Future Operations 54. A review of NALERP was undertaken in 1995 as part of the preparation for NAEP II which then addressed further modifications to the T&V approach that would finally be part of the NAEP II design. These were to (i) address issues in financial sustainability through collaboration with NGOs, and through the transfer of responsibility for commodity-focused farming systems to private agro-industries; (ii) farmer participation in the generation and dissemination of technology; and (iii) use of communication technology in extension. In addition, the research programs now being undertaken have incorporated farming systems research with environmental and production sustainability as key objectives. 55. The operations of NALERP have been taken over by NAEP 11, which will follow the T&V approach but will continue with the emphasis on group-based contact points. NAEP II is operational in the same 16 regions as NALERP and the IFAD Southern Highlands project in the remaining four regions of mainland Tanzania is expected to be extended and adopt similar alterations in emphasis. 34

47 Sustainability 56. The SAR considered sustainability of the project from two viewpoints - institutional and financial. 57. Institutional sustainability would depend on total commitment from all involved and a strong leadership within MAC. The mission considers that the project has achieved the anticipated management strength. 58. Financial sustainability was expected to be achieved through a combination of (i) cost reductions due to the merger of agriculture and livestock extension, and the unification of extension programs financed by different donors; and (ii) an expected 4% growth in real terms in budget allocations to extension. The SAR estimated that the Ministry "would easily be in a position to sustain activities under the project". The financing of the project was designed to place more demands on resources from within Government over the course of the project to ensure that the Government financed the recurrent costs of the project in full in its eighth year The following table gives the Government Budget allocations to MAC. The figures indicate that the budget for agriculture increased until 1992 in real terms and as a percentage of Agricultural GDP over 1988 levels. It since has fallen to below 1988 levels in real terms and from 1.2% to 0.7% of Agricultural GDP. Table 2: Government Budget Allocations to Ministry of Agriculture Year Current % of Agrcultural Constant 1987 ending June TSh million GDP TSh million , % 2, , % 1, , % 2, , % 3, , % 2, , % 2, , % 2, , % 2, , % 2, The SAR recognized the danger of eroding budget allocations that would undermine the main project objectives of establishing a technically viable and financially sound extension system. The activities under NALERP will now be sustained under NAEP II which is also designed to increase Government commitment to extension by requiring increasing budget allocations. Follow-up 2 Assurances to this effect were made by Government at credit negotiations. 35

48 61. On return to Rome, the mission will prepare a draft ICR to be forwarded to IDA by mid-november, This will include further analysis, including impact and cost-effectiveness of the Project and details of the lessons learned. Dar es Salaam 17th October,

49 APPENDIX 2 TANZANIA NATIONAL AGRICULTURAL AND LIVESTOCK EXTENSION REHABILITATION PROJECT (CR TZ) GOVERNMENT CONTRIBUTION TO THE ICR

50 THE UNITED REPUBLIC OF TANZANLA MINISTRY I OF AGRICULTURE & COOPERATIVES NAT1ONAL AGRICULTURAL & LIVESTOCK EXTENSION REHABILITATION PROJEICT j <~~~~~~.' NAL_EItI..1' IMPLEIVMENTATION COMPFLETIN' REPORT 1 (,k' : l' /,:0.

51 TABLE OF CONTENTS: 1.0 Introduction... - > 2.0 Objectives and Summary of Major achievement Organization and Managernent Procurement Performance of Technical Assistance Civil works Extension Methodology and Technology T&V Field Implementation The mid-term Review T&V Tools and Pillars NALERP Final Review Staff and Farmers Training Research Extension Farmers/Linkage Field Implementation and MTR findings Indigenous Technical knowledue Adoption/Observation Plots Development of Impact Points...33 e.5 Field Days. Tours and Agricultural Shows Professional Societies NALERP Completion Review Coordination of Extension Oriented Activities Mionitoring & Evaluation. 3(3 9.0 Beneficiaries Table I: Key Performance Indicators. 8 Tables: Table 2: Table 3: Procurement status as on March Status of Civil works at NALERP completion 14 Annexes: Annex I.43 Annex Annex Ill...,,,

52 1.0. Introduictioni Agricultural extension has undergo nemany changes overithe years since indeperndence. The most important change took place in 1972 when the development oriented functions of the government including extension were transfered to regional administrations. In 1983 the Ministry of Agriculture was re-centralized in the hope that its functions would be discharged more efficiently. However, actual implementation of extension services was below expectations. The extension services were deficient aid faced the following major _...problemnslweaknesses.,,_.. _, - * nadequate and fragmented organizational arrangement (e.g. crop and livestock divisions had parallel extension services); * Weak linkages with other knowledge systerns and inputs suppliers; * Lack of logistical support (e.g. shortage of transport, training, working gear. funds etc); and Low staff motivation due to poor personnel utilization. weak supervision, renumeration, poor housing, inadequate re-training etc.). From the above mentioned problems, the government through the Ministry of Agriculture (MOA) designed an intervention to address themn. This was done through the National Agricultural Extension and Livestock Rehabilitation Project (NALERP) funded jointly by the World Bank (IDA), the African Development Bank (ADS) and the Government of Tanzania (GOT). The project started in 1987/88 fiscal year on a pilot basis in five dis.ricts of Dodoma and Kondoa (Dodoma region), Sincida (Singida recion), Nzega and Urambo (Tabora region). The pre!ilmitnary experiences in the pilot phase under Training and visit (T & V) extension approach, led to the full implementation of an eight year project in the 16 regions of mainland Tanzania ( ) Objectives and Summary of Major Achievemnents The main objective of the project was to enable the government provide improved extension services to small holder farmers for incrpasing their productivity and incomes in a sustainablp and cost effective manner. 0

53 This broad objective was to be acihieved thirouugl: * Strengthening of extension maniagerment anid organizatioxn. Focusinig on a steady anc:d well plainriedi niiergirly of crop an(d livestock extension services witlh a Imulltidiscipliliary systei i. Upgrading anid/or provision of essential resources in terinis of physical infrastructure and logistical sulpjol t. Adequate and relevant traininlg to staff and farmers..* Effective linkage with otlher in1stitutiotns suchi as reseaich, F`Si' etc..project Acihievemilenits ( ) Ilie phase I achieved alimost all of its objectives inciudin1g establisliriient of a unified extensiun service and a strong extensioni rtianageriierit capacity supported with logistics and pihysical infrastructure. Otlher achiieveinents included: * Increased coverage The project coverage plani was 12 reuions uf Mainlanid Tanzania L)ult in the course of implemtenitationi four more regionis were added followilng the iniiproved implemietationi capacity and adecluate resources. TVhe regions involved in the project were: Tabora, Sinigida and Dodorna G Kilimanjaro, Kagera anrd Aruslia Shinyanga, Mwanza and Mara Mtwara, Morogoro, Liridi Kigoina Tanga, Dar es Salaain and Coast The four Southerni Highland regions of Ruvunia, Rukwa, Mbeya and Iringa are served by a similar project called Southern 1-lighlanids Extelisioll and Rural Financial Services Project (SHEiRFSP). This' project is fulided by the International Fund for Agricultural Developinent (IFAD) and (GOT). It was started in 1993 and is schieduled to end in

54 Reduced VEO Farmer ratio Prior to the initiation of NALERP, the VEO: farmers ratio was 1 to With NALERP the ratio was narrowed to 1 VEO serving an average of 452 farmers at the time of Mid-Term Review (MTR). This situation was brought about by the increased nuinber of extension agelits recruited in the extension service and also the result of utilizing one and thie same VEO for both crop and livestock enterprises. However, the ratio was high at the titne of NALERP completion i.e. 1:844. Tile nuimber of farnieus and villages without VEOs is likely to increase due to natural atli itiun, retrenchinent and by the fact that recruitment of VEOs ceased,rii ice 19'93. lincreased operational efficiency antd f[c.rtiers' coverage. With NALERP, it was easier-for MOA to unify the crol) and livestock mtfiinsion servi(;e. lie ullificatioll aspect has reduced costs by reducing.lr.'ipli:aalim of efflots anld use of scm ce resouices. The managetileeit and vruu iizatio011e s)ltrlkalure imnpaited discipline ailiolig the extensioti staff at all lervels. The above situation miade about 2.14 millionl farr ers equivalent to 70 percent of the target to be regularly contacted by e.aemrsion staff. -i'le farners have appreciated the merger prt ocrss anid have an impact to thern as milost of thiein practice inixed fariniilg Moreover, the project provided logistics etiuipimient and housinig to its staff. Amilong the facilities provided include the veihicles, exterisioun kits and soine houses for divisional extension staff (see Table 2). TIhis afforded the staff to reach rnore farnmers easily and also afforded regular supervision at all levels.. Increased techniical skills aimorig extensionl staff The project enabled regular traininig to be condiucted for all fronitlille extension staff (Montilly Training Sessions -MTSs), while those at district level were trained once every two molnithis (Bi-mnonthly- worksilops - BMWs). At NALERP completion, a total of 3164 MTs and 69 BMWs liad been conducted. The achievemilent is equivalent to 81 anid 72 percent respectively. The regular training helped to upgrade the skills of the staff in order for them to keep abreast with current technical packages developed by research. Also, special courses and studies were undertaken inside and outside the country. Thie extension staff have acknowledged that their credibility and confidenice has been enhaniced as the result of the training and supervision received.

55 * Linkages witli other Agricultural knowledge systems. During NALERP implemilenitation, some linkage mechanisms between research and extension took place in the form of joint training sessions, fniruming systems research, on farm trials, professional group meetings and preparationi research hand-outs to extension. The areas of joint field trips and appointmtlent of Research Extension Liason Orficers were not implemented as planned nor have other means of institutional co-ordination been substituted. Among the constraints that hindered the creation of the strong links between research and extension were the structure and funding priorities of MOA. There was some joint decision making by. research and extension in setting the research agenda. Where good coordination was achieved, much progress in the dissemination of extension advice was realised. Increase in adoption of improved technical recoinmendationis by farmers From the impact assessmernt study 'carried out recently, it was revealed that farmers' awareness of improved technology increased by about 92% in the operational area as a result of increased regular contact with extension staff. The basic husbandry recommendations to major enterprises have been adopted. About 67% and 43% of the farners contacted adopted improved technologies on crop arid livestock enterprises respectively. Moreover, there have been increases in yields of sorne crops and livestock products for adopters as compared to non-adopters, although this cannot be attributed to extension service alone. The achievements stated above can be surrminarized as shown in table 1. Mid-Term Review Iniitiatives The Mid-term Review (MTR) was carried out imainily by-the local expeerts in 1993, the results of the study made the Government (MAC) to introduce various initiatives which improved the irnplementation of the service and thus its performance. Among the introduced initiatives are: To elevate extension service to a full department so as to reflect the core functions of MAC i.e. research and extension. Four more regions which were previously not earmarked to be covered by the project were incorporated. These included Kigoma, Coast, DSM and Tanga. The objective was to enable the farming cominunity in those regions benefit 4

56 from accomplishments of the extension service. Kigoma region joined the project in 1993 while Tanga, DSM and Coast regions were incorporated in the project in At NALERP completion, all regions of Tanzania mainland were being served by one and cornmon extension program. Extension is- one of the core functions of MAC. The on-going structural changes will ensure that extension is placed in a high rank in the MAC organizational structure. * Under qualified SMSs were to be trained or removed from their posts. All untrainable VEOs were to be retrenched. With the continued ratiorialization exercise of MAC, extension being a core function is strengthened with key professional manpower redeployment to the section. Moreover, about 902 untrainable VEOs were already retrenched at NALERP completion as one of the measures to strengthen extension service. The MAC also re-defined the requisite qualifications for SMSs at different levels. Re-positioning of the staff was going on at NALERP cornpletion time. * There was a need of developing a Metlhodology Training Maniual and update the Tecllhnology Manual so that the later meets area specific needs. At NALERP completion, this activity was not implemilented. Its imnplementation is now planned to be during NAEP II. i-however, Training Needs Assessment was carried out. All VEOs were to prepare individual extension programs for the villages they cover and all such extension programs be supported by ways and ineans (strategy) for their implementation by district and regional staff. At NALERP completion, a number of VEOs succeeded to prepare their work programs as it was during the same period, the VEOs were supposed to re-schedule their visiting timetables for formation and working with farner groups. * The visiting schedule of VEOs were to be flexible and the visiting frequency was to take into account the type of enterprise, the season and other factors. After MTR, VEOs schedules were flexible whereby most VEOs made 3 to 4 visits in a day instead of 6 visits However, more farmers were contacted throughi farmer groups approach. Also VEOs visiting hours were chianged to match the working hours of farmers i.e. between 6 am and 12.00pm. * The target of VEO coverage was to be reviewed given that the nuinber of VEOs was dropping down due to retrenchrnent, retiremenits and natural attrition coupled with geographical difficulties. Regions were advised wherever feasible to increase the VEOs working area by 5~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

57 adjding nearby villages to their working areas. Improvement of the trarisport facility could allow the expansion of this program. mrhe size of adoption plot (10xli0m) was small and needed to be increased. Also there was a need to use the whole livestock unit rather thani a part of it. The NES allowed flexibility to be made on tile size of AP/livestock adoption unit. Farner groups were given the opportunity to decide on the size, type and location of AP/AUs so as to increase the sense of clientele belonging and boost cohesioni. ^ Transport facilities shiould be provided according to needs and physical features. On ordering the bicycles for field workers, considerations were made according to needs and physical features. It was not possible to provide motorized facilities to geographical difficulty areas due to financial constrainits. This also involved the CMUs whilch were built-in-type instead of tthe former towinig type * Establishment of strotng Research-Extension-Farners linkiage mechanism through:- i) Joint Planning ii) Pre-extension trials and observation plots iii) On-farm trials iv) Practicals for technical discussions anld follow up v) Give attention to ITK vi) Field days/farm tours vii) Use of participatory approach With the exception of research participating in Bi-mnonthly workshops, on farm trials and for technical discussions (through Zonal Techiniical Coordinating Committees) tthe linkage activities were not strong. There was no regular budget for joint planning and budgeting for linkage activities. * Establishment of extension oriented project/ngqs National and Regional the Coordinating Committees for extension activities. The established coordinating committees did not function as supposed particularly in the regions. The activities bs the NGOs were uncoordinated resulting into unoptimal use of resources. Efforts in few areas were made to coordinate NGOs activities. More efforts have to be done to accomplish the coordination. * Increased farmers' involvement in agricultural shows. The agricultural shows were taking place mainly at National Level Organized by,,

58 Tanzania Agricultural Society (TASO). Regions and districts hield the agricliltural shows using their own resources.. Re-designing the Extension MIS and strengthen the M & E Unit so as to improve its implementation capacity including collection of sufficient data on program impact. Until NALERP completion, the MIS for NALERP was not yet prepared. The shortcoming was to be resolved at the start of NAEP il. The baseline data for NAEP 11 war collected. This is one of the inputs for re-designing the M&E system.. Timely transfer of funds from NALERP HO/NBC HQ to the regions. Agreements were reached between NALERP and NBC management on the modalities for speeding up the transfer of warrant of funds to the regions. The situation thence irnproved tremendously. 7

59 Table I KEY PERFORMANCE INDICATORS ;,I Prograim Inputs NALERP start Base end % chanige No. of OMWs conducted 72% No.-of MTSs conducted 81% Training programs held (staff, farmers 60% Nos. train:ed, Cournterpart funds provided (% to annual target) relative (b) Prouram Outputs No of farmers contacted 2.14r 1 (70%) No. of adoption plots/units 238,000 (c) Program Impact* Adoption Rate l 50% Yields of Major Cominodities: (kg/ha) Coastal zone _ Maize Rice Cassava (dry) Cashew nut Western & Central zones Maize Sorghum/millet 550 ' Cotton Northern zone l Maize G00 33 Coffee * Based on Surveys

60 3.0 Organiisation anrd Matnagement The first task before implementation of NALERP was the merging of tle crop ancd livestock extension services into a multidisciplinary system. This involved the restructuring of the Ministry of Agriculture Organization structure under which the Agriculture and livestock departinenit were unified headed by a Comiiiissioner for Agriculture and Livestock Development (CALD) reporting directly to the Principal Secretary (PS). The CALD is assisted by five Assistant Cominissioners, one of thiein being an Assistant Comrnissioner for Extensionl Services (ACES) - head of the ExtLension Unit - (Annex 1). At regional level the Regional Agricultural and Livestock Develuoptmenit Officer (RALDO) is assisted by the three staff - the Regional Crop Officer (RCO), Regional Livestock Officer (RLO) and Regional Extension Officer responsible for extension activities. The latter is assisted by two SMSs from crop and livestock. At district level the DALDO is the head supported by the DEO, DLO and DCO. The DEO is supported by two SMS - Crops and livestock in day to day activities. Below the district Agriculture and livestock activities are undertaken by the DiVEO at divisional and VEOs at viliage level operating un(der a single line of command. The NALERP interventioni on the organization aid maniagemlielit structure has all the evidence that enhanced the implementation of the project as expected. At management level the structure has streamlined the line of command anid easy message delivery arid feedback practice. The unification has led to thie effective use of resources, as overall planning, budgeting implementing, managing monitoring and evaluating the extension program became the responsibility of CALD as stated in the NALERP-SAR assisted by ACES. However, the structur,e being in place supported the extension operations in terms of workplan preparation implementation and overall supervision. At village level the unification favored the farminyg cominuniity generally practicing mixed farming and the utilization of human resources and becamne much more efficient. However, there were some deficiencies that the single line of com'mimand could be observed in technical matters related to extension whiic goes 9~~~~~~~~~~~~~~~~~~*

61 frorn ACES, REO to VEO and another which is administrative which runs froin the PS-MoA to CALD, RALDO and DALDO. The existence of these two chains of command became a constraint in the implementation as regards to tecdhnical and administrative answerability. from the District to National Level. As result, some staff in the villages were not attended to as far as administrative issues were concemed. As regards to SMSs, at Regional and District Level under REO and DEO, were supposed to range between 3 to 5 personnel, but only two SMS at each level were engaged. 3.1 Procurement: * Transport Facilities: Transport facilities provided during project implementation period include 169 4WD vehicles, 896 motorcycles 7503 bicycles, 6 buses, 5 media vans and one truck. 4WD vehicles were provided for MAC Extension headquarters, Regions and Districts for operational activities. Motorcycles were for SMSs and DIVEOs while bicycles were provided for VEOs. Procurement of transport equipment have always been effected through International Bidding as per World Bank Procurement Guidelines. 4WD vehicles, motorcycles and bicycles, provision in the first batch did not consider geographical conditions of users and convenience of use in that respect seemed inappropriate. Maintenance of vehicles is only possible with fund allocation. Good servicing and maintenance was carried out through dealers or government appointed agents. Difficulties were faced where servicing and maintenance facilities are not closer to users location. Due to these difficulties some regions for example Singida had to send landrovers to Arusha to get services, Tabora to Mwanza. Such distances brought higher cost in terms of travelling and repair. For motorcycle and bicycles these were provided on loan basis where users carried out service and maintenance out of the maintenance allowances provided by the project. However, it was observed that the allowances provided was inadequate to over fuel, service and repair. This led to the grounding of some of these transport facilities. Effectiveness of Other Equipment & Facilities: Other Equipment procured include Desk Computers, laptop computers, phiotocopiers, electric and manual typewriters, duplicating machines, l()

62 office furniture and fittings, veterinary, VEO/DIVEO kits, fax machines, Land Use equipments, generators and various farmers education equipment'see table 2. Thesa equipments and facilities ; lave been effective in the implementations of the project. Office equipment has made office operations smooth compared to the time before NALERP where there were no such facilities, like computers, photocopiers, duplicating machines, eiectric typewriters and manual typewriters in some district offices. Report ywriting and timely dissemination improved through use of typewriters and computers for word processing. Although the use of computer facility couldn't go to the extent of computerizing project records due to lack of skills. Communication facilities like fax machines have improved communication between regions and MAC headquarters. As regards to implementation of the project and other departments of the Ministry, Farmers' Education equipment meant for mass communication and publicity were used and contributed in the delivery of messages to farmers. This was facilitated through farmers' magazines, leaflets, radio, radio programs, booklets, video shows and posters. Some equipment like Compact Mobile Unit have been useful, only that they were sophisticated and difficult to use by field staff and that took a considerable time before they were fully utilized. The use of CMU is limited to a few people at a time, does not provide a wider screen to enable displays in public this was considered not cost effective. Also the mobility of CMUs has not been easy by using ordinary motorvans because of its weight. As regards to extension kits, they have been useful except that need assessment for end users was not considered before procurement as a result the list of contents per kit and the 1 luality could not completely satisfy the demand. 3.2 Performance of Technical Assistance: The project had a provision for Technical Assistance both on short and long term. I The long term assistance included Agricultural Extension methodologist, Procurement Specialist, Finance Specialist and Monitoring and Evaluation Specialist supported by local counterparts. The latter were to understudy the experts and take over the responsibility in two years time. The performance of this component was not very Ii

63 satisfactory. The Methodology expert handed over the task to the local expert, but the Monitoring and Evaluation expert failed to fulfill the terms of reference leaving the project without a designed M & E system. The procurement specialist left before the planned time and the local counterpart did not assume full responsibility as it was handed over ti Ute Finance Specialist. Terms of reference for he FS were fulfilled except that after two years his service was provided without a local counterpart and therefore at the request of the government the contract was extended up to end of the project. Two training consultants and a management consultant were contracted on a short term basis. Short term consulbancies on computer services, cotton research methodologies and communications were also hired and proved to be effective. 12

64 TABLE 2: NATION4AL AGRICULTURAL & LIVESTOCK EXTENSION REHABILITATION PROJECT. PROCUREMENT STATUS AS ON MARCH 1997 S/NO ITEM PLAN AS PER ACTUAL PROCUREMENT SAR FOR TOTAL FOR PROJECT PROJECT 01 4 WO VEHICLES MOTORCYCLES BICYCLES AUDIO VISUAL MOBILE UNITS BUSES MEDIA VAN COMPUTERS ELECTRIC TYPEWITERS MANUAL TYPEWRITERS PHOTOCOPIERS DUPLICATING MACHINES OFFICE FURNITURE AND FITTINGS TAPE RECORDERS PHOTOCOPIERS DUPLICATING MACHINES CAMERA AND ASSESSORIES SLIDE PROJECTOR BLACK FLANNEL BOARD DiVEO HOUSING DiVEO EXTENSION KITS VEO EXTENSION KITS AC ACCUMULATTORS STUDIO FOR RECORDING I STUDIO MIXER 1 I 25 STUDIO RECORDER STUDIO MICROPHONE STUDIO MICROPHONE = TYPESETTING MACHINE PLATE EXPOSING MACHINE 1 _1 30 POLAR CUTTING MACHINE DARK ROOM PROCESSING 1 1 CAMERA _ 32 LAB EQUIPMENT LUMPSUM 4 SET 33 LAND USE EQUIPMEN T LUMPSUM 4 SET 34 FAX MACHINE EDITING EQUIPMENT SET GENERATORS TRUCK 1 l 38 LAP TOP COMPUTER MOBIILTEL COPY PRINTER

65 3.3 Civil Works Accommodation problems have been facing front line staff forcing tlhein to stay long distances from their place of work and thus making it difficult to deliver their services to farmers. To address this problem NALERP had provision for the construction of 300 houses for DiVEOs in the 12 project regions. The plan was that the project would provide building materials while labour would be contributed by the village communities on self help basis. Due to implementation difficulties envisaged on self help basis, construction by contractor was undertaken and with that approach funds were limited to 160 houses. Some delay to start construction resulted in cost escalation and thus reduced the number of houses to 141. Construction began in 1992 and the contractor was to complete- the work in a period of 100 weeks. During implementation the contractor proved inefficient and very slow and therefore the contract was terrninated and tendering process was initiated again. So far 67 houses have been cornpleted and the reinaining 74 ar-e at different stages - as shown in the table below. Table 3: STATUS OF CIVIL WORKS AT NALERP COMPLETION REGION NO. OF STATUS HOUSES Dodomna) completed Singida ) Morogoro 20 Completed Arusha 19 Completed Mwanza 28 Construction in progress Shinyanga 24 Mobilization has already started Tabora 22 It has not take off In general the performance has not been satisfactory as ti;is facility has been delayed to reach the targeted VEOs. The project had also a provision for the rehabilitation of four Training Institutes responsible for training field staff. These include MATI - Ukiriguru, llonga, Naliendele and LITI Mpwapwa. The work has been completed. 14

66 4.0 Extenision Metliodology anzd Teclinology The Staff Appraisal Report (SAR) for thie National Agricultural and Livestock Extension Rehabilitation Project (NALERP) States that the existing extension activities will be integrated into a single delivery system and that the Training and Visit (T & V) extension methodology drawing strengths from experiences gained from other donor extension activities and results of the pilot operation, would be adopted (WB, 1989; p.17). It was envisaged that Village Extension Officers (VEOs) would visit and provide relevant and curren.t extension information to farmers and livestock keepers in groups in a regular and systematic manner. The use of adpption plots (AP) on farmers own fields was emphiasized and the larger the number of farmers trying recommendations on APs would signal good quality extension work. Contact farmers were expected to lead in the adoption process considering they would constitute the best choice in representative farming-systems. Also the SAR provides for supervision of activities at various levels. 4.1 T & V Field Implementation: T-he classic Training and Visit (T & V) extension methodology was adopted and project activities initiated in phases as stipulated in the Staff Appraisal Report (WB 1989: p.10). The introduction of the new methodology was implemented through a series of Orientation Workshops conducted to appraise all key players at all levels on their roles and expectations. The front-line extension staff i.e. Divisional Extension Officers (DIVEOs) and Village Extension Officers (VEOs) were assigned work areas depending on topography and distances but generally a DIVEO was assigned 8-10 s VEOs to supervise and a VEO was assigned 1-2 villages. The VEOs were also assigned to draw maps of their work areas, divide the maps into 8 cells and in each cell select 6 contact farmers with the assistance of farmers/livestockeepers in that particular cell. Therefore, each VEO worked with 48 contact farmers. At each contact farmer point on conrtact farmers were listed so that they would assemble at that point on their VEO's visit day to discuss and receive recommendations for the following fortnight. o The front-line staff also regularly attended Fortnightly Training' Sessions (FTS) and by and large used adoption plots and livestock adoption units on farmers fields, herd or flock to convince farmers and livestock keepers to try out technologies before adopting to whole farms herds/flocks. The staff were also assigned to list all major enterprises and kept diaries in which they recorded most important basic data of their work area as well as major achievements and problems on a daily basis. To achieve tlhe is

67 above each front-line staff prepared a schedule of activities refered to as visiting schedule. Supervision of Activities Supervision as an activity was performed by national, regional, district and divisional level staff. The major role of supervisory teamns was to give guidance and support to the levels below. At the oriset of the project activities supervisory teams concentrated efforts on the basic T & V field organizational aspects like VEOs maps, visiting schedules, contact farmers setting up adoption plots etc. The aim here was to give tle syst'em a fare chance for a good start. * Achievements: = One of the major and significant early achieveinents associated withi the introduction of T & V methodology was the unification of the existing extension delivery modes into a single delivery system. Thlis enabled the service to shift some frontlinie staff from villages with two staff to others with none. This move widened the extension/farner contact compared to the previous systern where two staff were placed in the same village. = It was observed that the extension service was activated and the staff were eager to learn and seek for more inforniation r Villagers, on the other hand, who had no staff suddenly felt they were missing an important asset and made demands. = The extension service became more professional and streamlinied in that the extension officers who previously performed all types of jobs were now concentrating efforts on deiivering, in the right maninler, relevant and current information and technologies to their clients. = The staff had some work program and some systematic way of performing their duties. = The adoption plot concept gave farmers a voice, pride and confidence and had a multiplier effect when placed where visible to passers by. 16

68 . Problemns Once the system was considered off the ground, some shortcomings were noted. The training frequency of the adopted classic T & V model became difficult to follow relative to the country's conditions. It was therefore decided that the Monthly Workshops be modified to Bimonithly while the Fortnightly Training sessions were changed to Monthly Training sessions. Shortly afterwards, the Quarterly Workshops were considered impractical and hence changed to Bi-mnonthly workshops. Two major reasons necessitated these changes namely: The cost involved in terms of time and money was becoming prolhibitive. The financial bill for staff allowances and vehicle fuel and maintenance was practically impossible to sustain the project activities for the planined period of time. Another major reason which necessitated these modification-s was associated with loss of otherwise productive time which was required for travelling to and from training venues. Some VEOs and DiVEOs used two full days, one prior to and one after, the training session solely as travel time due to distances involved, unreliable transport facilities to and from training venues and also dangers of wild life and even humans between residences and training venues. Another problem which was observed at the very early stages had to do with the multidisciplinary role of the extension officers at village level. The VEOs had not received any prior preparations for their new roles hence had no confidence in themselves. The farmers and livestock keepers likewise had misgivings and mistrust on the technical efficiency of the VEOs relative to their new roles especially in those areas where commodity extension had been active e.g. coffee, cotton,tobacco, dairy husbandry etc. 4.2 The Mid Term Review The Mid Term Review (MTR) which was provided for in the Staff Appraisal Report (WB; 1989: p20) was carried out in late 1992 to ascertain, among others, the performance of the project and the impact of the new methodology under a unified service. The assessment was done by a multidisciplinary task force whose members made field trips to 8 -~~ ~~~-~sampi~''egibns Thut-~~thF Ih& 'then' -13 regi'ons' uinder -the"' project. Questionnaires for individual responses and guide questions were used 17

69 to interview farmers, extension staff at all levels, researchers, trainers, NGOs and many other relevant institutions to obtain direct practical experiences, and perceptions of the various individuals at field level. Below is an outline of some of the major MTR findings: By the time of MTR the T & V concept had generally been understood and extension staff and the service as a whole had became quite active. Villagers without extension officers were dernanding for some and the staff, through the regular training, had gained some confidence technically. The multidisciplinary role, however, was still generally difficult for the agents to perform especially the livestock oriented staff Who still demonstrated some resistance. The farmers and livestock keepers mistrust had generally waned off as staff demonstrated their technical competence and capabilities on various agricultural issues. Thie retraining program instilled further conifidence in farmers ti-at the government was serious with the service especially as more anid more staff became retrained and came back to the service with new zeal. 4.3 T & V Tools and Pillars r & V extension approach is hinged on a nurnber of tools and pillars which make it different from other approaches and the project performance is dependent upon the performance of each of these. The MTR revealed some misconceptions and imnplementation difficulties associated with each of the tools and/or piliars as discussed below: * Visiting Schedule Maps and visit schedules are integral parts of the T & V extension system and are the lst steps towards an organized professional activity. The MTR revealed that while 64% of VEOs kept proper maps and understood their visiting schedules, they were, however, unable to follow them strictly. This resulted from large distances between contact groups; in appropriate transport facilities (especially on high terrains and - during rains), insufficient time for practicals and also farmerneo timing. Some farners start work at 6.00 am and leave the fields between noon while extension officers work between 7.30am and 3.30pm. It was observed that the VEOs and their visiting schiedules were too rigid and except for a few dynamic VEOs who adjusted their schedules to match those of their farmers, the majority simply pointed an accusing finger at the prescribed schedule. Most VEOs interviewed suggested the need to reduce the number of contact farmers per VEO to

70 The MTR recommended therefore that VEOs should adjust their visiting schedules to conform with or match those of their clients (i.e. farmers and livestock keepers) in order to expand the farnerneo contact. Apparently while thie MTR clearly recognized the VEOs difficulties in following their schedules, did not give any recommendation to this effect. It was not until 1994 in a project progress review meeting that a decision to let VEOs work with 3-4 groups/day was reached. On farmers awareness of the VEOs visit schedules, 49% of farmers interviewed responded positively. It was learnt that most VEOs depended on contact farmers to remind the non contact farmers regarding tle scheduled meeting day. * Farmer Groups in Extension The MTR recornmended the use of contact groups in extension as a result of misconceptions regarding the contact and non contact farmer concept by a substantial number of VEOs. Where as the guidelines required VEOs to work closely with farmers and livestock keepers in the selection of representative rnembers, it was observed in some instances that this was not followed resulting in some non contact farmers resenting to participate. It was also noted that some extension workers misunderstood the roles of the contact farmers (CFs) in this system and therefore worked with the CFS alone and reiied on thiese CFS to convey or pass oni the technical messages to non contact farrners. The MTR observed that while an abundant number of women arid youth groups exist in rural settings not many VEOs exploited thlis situation. This apparent lack of initiative and flexibility delayed the use of groups in extension. * Adoption plots o The adoption plot concept was also misunderstood in soliie cases. The extreme case was noted where a farmer wanted to adopt on whole farm but was discouraged by the extension staff who insisted on the 10in x 1Om adoption plot as the book says. The 1Om x 10in plot was considered too small by some early adopters who suggested bigger plots of A2-1 acre size. The level of technical competence of some extension staff was considered a factor in some of these misunderstandings: The MTR recommended flexibility in this issue and that those VEOs wiho were considered unworthy be retrenched. 19

71 Supervision By MTR time, it was noted that a lot of misconceptions accruing from the new methodology had been minimized as a result of supervision. Most of the initial organisational aspect functioned weli due to consistent advise, support and guidance of supervisor to front-line staff. The MTR, however noted that supervision targets were too ambitious and rarely met. The DiVEOs supervised close to 75% of their targets, the dist;ict staff achieved 60% of their targets while the regional level staff achi'eved only 43.6% of their targets. Major reasons for failure to achieve target were cited as limited funding for the activity, large distances involved, low staff motivation, low supervisory activities during slack farn activities and transport facility inadequacies. * Development of Technical Messages and Impact Points The introduction of T & V extension system brought about this systemlatic way in which research and extension expects sit as partners, discuss, agree on and simplify technical messages and impact points for final use by farrners. During the first year of NALERP implemnentation, the procedure was rather mechanistic and top-down. But by MTR, the frequent visits by extension, the continuous feedback from VEOs and the regular discussions with researchers, most messages and impact points were farmer problem oriented. This procedure was made possible througi tihe regular Bi-monthly Workshops in which Extension and researchers, NGOs etc. meet to develop/synthesize messages which are transmitted to front-line staff during MTS and finally reach the farmers/livestock keepers. The MTR found out that these sessions were highily appreciated by the staff. However, the review team also recognized that extension staff paid little attention to providing their clientele with basic and necessary information such as prices and availability of inputs, produce, farm implements, grades and grading, marketing issues etc. The MTR recommended that extension staff at all levels concern themnselves with all aspects of agricultural development and constantly pay due attention to farmers current problems and practices as the sure way of serving them adequately. 21)

72 The MT'R also noted that most extension staff were not cost conscious relative to messages they delivered (input/output relationship), while farmers were already very concerned about the costs of production. Thie review thus recommended delivery of economically viable messages/recommendation. The unavailability of appropriate farm implements was found to be a limiting factor to technology adoption hence a challenge to research. In Singida for example, use of draught power had been adopted widely. However weeders were not easily available. Diring this study it was concluded that livestocki message adoption rates were lower than the crop message adoptions. The main reasons were found to be the large cash needs for most livestock improvement messages coupled with the length of time required before results. The MTR challenged extension to concentrate on husbandry messages needing less cash outlay and move on to higher cash needing messages as livestock keepers appreciate the improvements. The use of Indigenous Technical Knowledge (ITK) was recognized (e.g. use of medicinal ebb's or burning of lymph nodes to cure some animal diseases; also inter-cropping, farm level indigenous storage facilities or use of ashes for grain storage etc however, little research has been done to verify and/or standardize their use. It was recommended that researchers direct attention to ITK and see how they can be incorporated with modern technologies. In summary the MTR major recommendation in so far as Extension Methodology and Technology Developmnent are concerned are outline below (Not necessarily in priority order): * VEOs visiting schedule as well as sizes of Adoption Plots should be flexible. a Women and Youth groups as well as any exiting formal and inforin groups should be identified and used as contact groups in technology delivery.. Agriculture information delivery should forn part of VEOs and extension service responsibilities. * Research should work on ITK Extension should deliver economically viable recommendations. 21

73 4.4. NALERP Final Review At project completion time, a multidisciplinary Task Force was selected and conducted a study through field visits in which farmers, extension oriented NGO representatives, leaders, trainers and extension staff at various levels were interviewed. The Task Force produced a report named Phase II Draft Report of July, Generally the team observed that concerted efforts had been made to implement the extension methodology MTR recommendations. However, the level of accomplishment varied depending on the complexities and implementation difficulties of the individual recommendations. Apparently, the draft report was not explicit on achievements pertaining to implementation of MTR recommendations rather limited its concentration on those areas and MTR recommendations which further required emphasis. * VEO Visiting Schedule VEOs continued to express difficulties in meeting their visiting obligations due to same reasons as in MTR although there is evidence that through supervision efforts many VEOs were able to adjust their working hours to match those of their clients. Data gathered 31so showed that despite these difficulties, 70% of targeted farmers had contact with extension albeit in varying frequencies, while 80% of target villages were reached. * Farmer Groups in Extension The use of farrner groups was still observed to be weak althiougl tlhere was evidence of efforts inade to this effect. On average VEOs inade between 3-4 visits per day to a combinatiun of individual contact farmers and groups where dynamic VEOs and hlighily motivated groups existed.- One of the major reasons pertaining to the unsatisfactory use of groups by extension relate to low tecihnical competence of VEOs in the subject. Formation and use of groups is a new area to extension which necessitate acquisition of knowiedge and s~kills not currently possessed by the extension staff. This is explained further by failure of some VEOs to attempt working with existing groups e.g. youth and women groups. * Adoption Plots After MTR, supervision teams concentrated efforts on guiding front-line staff on the use of APs. The instituted flexibility on size was explained 22

74 and site selection was also given more emphasis so that most APs would be easily observed by other farmers hence act as farm level classrooms. In 1992/93 and Seasons adoption plots/livestock adoption units reached 42% - 64% of annual targets respectively. This indicated that the adoption plot concept was acceptable and on the increase. However, the choice of size was the farmers/groups responsibility. Extension Program Development The procedure and program component relevance was challenged in that tqo much emphasis was placed on major enterprises for too long while igrforing minor but very important enterprises for certain microclimates. The procedure also limited the involvement/participation of beneficiaries, and was not gender sensitive. * Extension Communication Methods A coinbination of methods were found 'o be miiore effectives. H1owever, most field staff were not competent in the use of the various methods limniting themselves in the use of method and result demonstrations. Field days were needed to a limited extent. Extension and veterinary kits were supplied to staff. Mass media was used to a limited extent. Radio programmes were aired between 3.00 and 7.30pm. Farmers prefered the 7.30pin. Even then it was noted that only about 30% of farmers/livestock keepers listen to the radio due to irregular supply of batteries in the rural areas. Publications were produced, however, due to old age of the printing machines the quality and quantity has been poor. Production and use of visual aids has been found to be very useful at farmer level, however, production has been limited due to large cash requirements for the various materials and for the various levels of staff. Use of video cassettes, subject matter modules and filns has been limited due to transport problems. * Delivery of Technical Messages and limpact Points After MTR a lot of improvements were made more practical skills teaching to front-line staff. Attempts to widen subject matter areas and topics were made. However, it was noted that extension staff lacked knowledge and skills in some of the envisaged important topics such as farm budgeting, plant protection, farm economics, land use etc. There were somie inprovements towards information delivery especially on produce markets and input availability and prices. 23

75 As regards use of ITK not much appears to have been done. This is probably because research communities have other priorities. 5.0 Staff and Farmers Traininiyg: Basing the efficiency and effectiveness of tlhe rehiabilitated extension system on sustained regular and continuos.traiiiing, the SAR provided for rehabilitation of the infrastructure of four training centres, uparadilng equipment of farmers education publicity section and provision of sholrttd'rn training specialist. The training offered to both staff and farners would be skill focused, continuous and practical oriented. Furthermore, the SAR stated thiat farmers particularly, women and youth would receive special attention under the project. Existing Farmer Training Centres (FTCs) would focus on rural youthl anid women and selected innovative farmers would participate in short subject matter courses the FTCs to speed up their transformation from. subsistence to commercial farning. Staff Training Would Concentrate On: * Regular and continuous training through Bimonthly workshiops anld Monthly Traing Sessions. * Retraining of VEOs for 3,082 staff * Training of trainers for 210 staff * Overseas training for MSc/PGD 29, short courses 26, study tours and seminars 100 staff. Broadly Training Would Be Based On Four Areas:-. Performance * Job description * Career development and promotion opportunities * Changes in needs Field Implementation & MTR Finding: * Regular Training: The introduction of the T&V extension methodology to a new project area was preceded by a three days orientation -workshop for senior headquarters, regional and district extension staff, researchers and extension related NGO representatives. 24

76 Initially WB staff from Nairobi were the major resource persons; however, after the first two years, it was a joint effort between WB staff, and senior headquarters staff and eventually MOAs responsibility. limmediately after these workshops, the regional and district staff conducted one day orientation sessions for front-line extension staff and also carried out public relations exercises to orient leaders (technical and political), other MOA staff input suppliers etc. on NALERP implementation procedures and plans. By the time of the MTR a total of twelve orientation workshops, had been conducted for the thirteen regions as well as the four regions in the Southerin Highlands under the IFAD. Sustainable regular and continuous training was accomplished througlh Bi-monthly workshops for regional and district staff in which technologies were discussed and impact points developed for eventual use by frontline staff. Seventy such workshops had been conducted by MTR time. There were, however, some pertinent problems identified in relation to these workshops. By and large, theory dominated the sessions so that most subject matter specialists, while rating them useful recommended more well focused practical sessions for increased efficiency and effectiveness. It was also noted that researchers, whose presence as eitlher resource persons or participants was considered essential, proved rather inadequate. This limited the levei of interaction between research and extension hence suffocating the smooth and steady flow of ideas and technology transfer mechanisms. Training for front-line extension staff was regularly conducted through monthly training sessions of which 2126 such sessions had been conducted by the time of MTR. Most of the staff interviewed during the cause of MTR responded that these sessions were very useful but had similar problems of inadequate practical skill learning sessions. With the recommended shift in emphasis from contact farmer to contact group, the MTR further recommended that front-line staff be trained in communication aspects, and group organization and dynamics concept. Retraining Programme: This programme intended to retrain 3,082 VEOs, of these 2,037 were crop oriented and 1,045 livestock specialized, in a period of 3 years. Thie purpose of the programme was to cotnvert the crop or livestock 25

77 specialized VEOs into multidisciplinary officers equipped with knowledge and skills to perform general agricultural advisor and educator roles. Formally the program was intended to last for a duration of ten (10) months, however, it was shortened to 5 months to reduce the length of time large numbers of VEOs would be abcent from their work places and also the cost element was considered. The performance of the program was not anywhere near the planned levels since only 18% of target was achieved by the time of MTR. Tile low achievement level was probably due to the fact that there was no solid pre-determined and elaborate post training recognition. Also initially, the MOA had not made it clear that thiis was the adopted policy and one would be a misfit without undergoing thie retraining. The pioneers of the program were positive about the outcome of the training received relative to their new roles. Most of thetn, however, considered some of the subjects taught to be rathier irrelevant to their practical situations. It was noted that the crop specialists were much more eager to receive livestock training than the livestock specialists in receiving crop training. It was found out from interviews of tutors and the retrained staff that the livestock discipline and especially animal health aspects were considered more beneficial to the individuals than the crop discipline. Training of Trainer. This 3 weeks programme was especially designed for Regional and District Extension Officers and the subject matter specialists with the intention of providing knowledge and skills for planning and conducting effective training sessions. It was targeted that 210 staff would receive this training by MTR, however only 66 individuals had been trained by MTR time giving a 31 % achievement of target. Individuals interviewed responded that the training was very useful, but that more practical skill learning would have been appreciated. They also thought the duration was short which necessitated very tight daily schedules. Responding to how effective and efficient the trained staff were in performing their training roles, the front-line staff who are second- level beneficiaries (as they receive training from the first level beneficiaries) felt that the District Staff after attending these courses demonstrated a lot of 26

78 comipetence in terms of lesson plans, tiliye imanagemilent and presentation skills etc. Overseas Training: It was targeted that a total of 92 officers would be offered trainiing outside ttie country. By MTR, 70% of target had beenl achieved. This programlilme included study tours, short courses and long courses. Training Plans and Strategies: As e'arly as 1990 just one year after the initiation of the NALERP, the Ministry developed a trainiing plan in which a tlhree year general certificate course in Agriculture featured prominently. The existing specialized Diploma curricula were revisited. and field requirement situation studied leading to reductionin the number of specialized diplomas (froin 15 to 10) and the curricula for the remaining 10 diploma courses revised to colforrim withi the new outlook. About the same time a short terrn consultant recominended the introduction of a general diplorna in Agricultire with only 2-3 specialized diplomas in aniinal healthl and land use. * Farmer Training: The FarmTers Education arid Publicity Unit (FEPU) was revitalized tlhroughl the provision of equipment arid transport necessary to enhance extelision materials developillenit and message transfer to farmlers. By MTR timne, nine (9) regions in the project area had received various equipment including tape recorders, still picture cameras, video cameras, monitors, video editing equipment, Compact Mobile Units (CMU) and one media van for the FEPU head office. The FEPUJ runs soime Farmnes Traininig Centers, whichi according to SAR, were to focus on rural youth and women to bring them into the stream of technology adoption, unfortunately they were not funded undernalerp. Training of farmers under MOAs meagre funding continued in the various institutes. Between a total of 1010 farners/livestock keepers had attended 1 day to 2 weeks seminars and courses on various subject miatter areas. The MTR had also recominended that the trainable field auxiliaries undergo a 2 year course in general agriculture so that they qualify as VEOs. Thiis was not achieved and in the course of changing policies, this cadre has almost ceased as the majority have been retrenched. 27

79 NALERP Final Review After MTR, the training programme continiued withl its focus on regular and continuous training, retraining, training of trainers and overseas traininig. Regular and Continiuous Training: Two orientation workshops were coriducted for incortming regionis of Dar es salaarn, Coast and Tanya regions during after MTR. Orientation sessions were conducted for new staff memirbers entering any of the project regions in order to acquaint thern with the impleimenitation prgcedures. Bi montlhly workshiops continued with a target of G sessions per year. This was not always accomnplished. hlie review revealed that the frequency, timeliness, duration, relevance of imipact poinits developed were rated satisfactory. However, researchers participationi was considered inadequate most probably due to poor fundirig, distarnces involved and soimetimes researchers perception and attitudes towards this extension activity relative to their researcth priorities. Monthly training sessions were carried out at a level of 85% of targets. Normally 12 sessions were planned but some District Extension Staff claimed to have failed to conduct betwieen 2-3 MTS per year due to untimely availability/release of funds arid also transport problemls. It was clearly stated by VEOs and DiVEOs that practical skill training was not emphasized and this was attributed to time constraints and insufficient planning and execution of sessions. Thlere was also a general feeling that topics were repeated too rmuch probably due to focusinig on techiniical issues only. Retraining Programmi1e: By the time of NALERP completion review, a total of 1,095 certificate holder VEOs had been retrained ( ). Of these 684 were retrained in livestock discipline and 411 in crop discipline. Thiis was about 52% of the target. The original target figure of 2,081 however, was the saime pool froil which candidates for in service diploma courses were being drawn every year. Consequently only 600 VEOs had remained to be retrained reducing the pool to 1,695 instead of 2,081. In this case the achievemnent level was around 65% of new target. 2$1

80 The original figure 3082 (MOA: MTR P68) had been reviewed down to 2081 (MOA Phase II Final Draft Report. P.45) At the samie timiie as tihis has the same pool for in service diploma candidates, the final review indicated only 600 VEOs were to be retrained. Apparently, as tlhe retraining programme became popular and deemed essential by VEOs, the diploma holder VEOs also recognized the need for therni to be retrained for increased efficiency. Urnfortunately this cadre was riot retrained in phase I although the MTR had recomimiended so. Training Of Trainers (TOT) 'Of the total 210 officers targeted for the TOT courses, 114 were trainied giving an achievement level of 54% by -,ompletion review timie. Fuliding was a major impediment to TOT impleinentationi. * Mlanagement Courses: The MTR had recommriended that senior extensioni staff be train)ed in management aspects. This was in relation to shiortcomiiings noted by MTR that most senior staff lacked essential skills and knowledge in planning, budgeting, motivating staff, coordinating issues and people, report writing, decision making etc. The project in collaboration with the Institute of Development Management (IDM) Mzumbe, Morogoro worked out a programrne of study for a duration-of 3 weeks. It was then planned that 120 staff would attend this course, however, by project comipletionl review timne only 63 people had attendied. This was a 52% acihievemilenit. * Study Tours and Seininars: As T & V systemi hiad been adoptedj ill somie countries, the idea of sending out senior staff to these countries was recognized as opportunities to study, observe antd/learn fromii experiences of these countries. 100 staff were targeted for study tours to countries like Ii dia, Indonesia, Malaysia, Thailand and Uganda; However, the number was exceeded to 106 at an achievemtlerit level of 106%. 4 staff attenided serninars out of planned 6 (67%). * Postgraduate Studies and Short Courses: o Agricultural extension was the priority field of study during NALERP. It was planned that 29 staff would be sponsored for MScfPGD courses, however only 18 were trained (62% achievemiient) whiiie 2G were targeted for short courses but only 15 received training (58% of target). Z9

81 FEPU staff training took place. Apart from 6 persons wlho received academic training at Msc and PHD in extenlsioni; all regional publicity officers and RSMSs attended two, 3 week training courses on use of CMU equipment. Also Video production and editing course was offered to FEPU headquarters technical staff. Thlere were conducted by a shiorterim training specialist. I-armer Traininlg: Tile NALERP did not give due attentioni/eriiphasis to farimier trainiing in Farmer Training Centers althiouglh the SAR hiad recognized and stated the 'peed for this activity. There were, however, organizations like TFA, SG2000 and NGOs wiho sponsored some specialized training to farmers and livestock keepers. Such training is justified in (hat the regular VEO visits to fariimers were tiiiie constrained hience limiiting develepierit opportuniities for specific problems of farmers (Youth Womien), for exarmiple, construction of farim structures, simple food processing procedures, nursery manageimient anld the like. Those farmers who received trainiing responded that thiey were very useful and beneficial to their agricultural developmenit. The total number of farmers who received specialized training was 079, out of those 148 were womeni (17%). These courses were condlicte(d in thie Farmers Traininig Centers in the project area namiiely Msolwa in Morogoro, Bihawana in Dodoima and 3uheimba in Mara Reyionis. Iln addition to this the total number of farmers wlio received trainingy iln tlle MOA Institutes by 1995 was 16,036. This is, however, a very smiall figure considering the millionis of farners extensionl woiks with. * GCominunication Support: Considerable support in termis of materials anid equipimient was provided to the FEPU. By 1995, all regions in the project had received 12 CMUs equipped with professional modules in various subject mnatter areas like I-lorticulture, soil manageinent, irrigation, cattle maniagemnelnt etc. Olhers are 18 tape recorders, computerized type setting macthine for desk-top publishing and place exposure machine, VH-IC Video Recorders (11), VCR (13) and VCR monitors (13). Other equipimient earmarked for purclhase during NALERP, however, were not received are photocopiers, duplicating machines, polar cutting mactlines, dark room camera and radio studio facilities. The CMUs proved inefficient as they had to be pulled by vehicles. This situation necessitated takinig out individual items and equipmenlt's froin.30

82 CMUs for use in the field. Most CMUs have been left standing in packing lots. The recomniendation whichi sought to focus trairning on rural youtli ancd womeni was not accomplishied although the nianagement was conivinced of the need. This was due to budgetary constrainits considerinig that NALERP did not provide funding for FTCs. G.) Researcih Extenisioni Fariner/Likilcage T-he kindj of linkages envisaged by the SAR were to be based on comimlrion decis1on by researcth and extension on types of farmer problemils to be solved; researchers cominunicating solutions to extension workers; feedback of farmers additional field probleins from extension to researcil; anid research trying to solve these problemts. Extension messages would be based on researcih conducted in agro-ecological zones they are intenided for (WS: 1989; p18). The linkage was perceived to be iriteractive and research products relevant to farmers needs. The farrning systeiiis research pbtelitial was recognized and the appoin(tment of Research-Extenision Liaison Officers (RELOS) would foster close coordination conitacts between research arid extension and also would be incharge of evaluating feasibility and econornic viability of recomimlendations. The liaison officers would also ensure interactiorn between research and extension at Bimonitlily workishops. Two annual workstiops to be held at zonal level would erisure fariners and extensioninput into research agenda. A pre-season worklshop to be held at zonlal level would evaluate the on-far-iii trials imtplemnerited by FSR and discuss niext years on-farimi trials. 6.1 Field liplemnentation and MTR findings:- Ideally the two institutionis, research andl extetnsioni are interdependent on one another witl one comminon client the "FARMER/LIVESTOCK KEEPER". The two entirely agree that stronig links between 'theii are essential for the success of sustainable agricultural developmielnt, while at the same time recognizing that creation and maintenance of such lintks is not an easy task (MOA, 1993A: p.74). Thie initiatives elaborated in SAR were to facilitate the linklage process, however, by MTR time (1992) only two RELOs had been appointed and just before the MTR the RELO position had been abolished. The RELOs activities and responsibilities were assigned to Regional Extension Officers (REOs). Anothier shortcoming relates to the annual pre-season wortkshops which.were not held. The MTR noted thiat there were some occasional meetings and activities between research and extension, however, tilese were limiited to 3'

83 field days organized by research centers under FSR programme, extension implementing some FSR diagnostic surveys, and also some interaction during the regular extension OMWS. These interactions and relationships were however, considered inadequate and that with all due respect and recognition of the FSR potentials and responsibilities in providing linikages, the involvetienlt of extension in FSR activities was superficial and of low profile. Extension staff were hardly involved in the planniniig process nor in the analysis of data pertaining to diagnostic surveys for ofi farin research. At iilst, extension staff were involved in organizing farmers into groups and 'irnterviewing them. It was also observed that where there was a link, it was limited to the frontline staff especially the VEOs. In some cases neither the regional staff nor the distr ict staff weme informed of the existence of on going researchl initiatives in their are as of jurisdiction. Farmers involvemient in thie trials was also considered inadequate. The MTR thus concluded that little progress had been miiade to foster stronger relationships between research/extension and farniers from project inception to MTR time and therefore recommtienided joint execution of activities ie. from planning of both extensioni and researci agendas to data analysis and budgeting for each others activities. 6.2 Indigerious Technical lknowledge: Duririg the cause of impleietinyg tile NALER1P, extensioni staff at valious levels recognized the existence of a range of indigenous technlical knowledge (ITK) withiin the rural farming comi1tlunities. Except fur a few ITK, however there has been no extensionl messages developed and dissemiiinated in verification to ITK. This has been attributed to general lack of or little scientific verification of ITIK by researchers. Mixed cropping is perhaps one of a few ITKs whiichi hias received recogniitiuon arnd imluch research carried out and recomnineidations released altltoughi it appears to spread rather slowly. The use of water rnelons as a sole water source for ruminants is another ITiK which has received some recognitioll and research undertaken. In general, however, there are a lot of ITI(s whiich could, if verified, assist in agricultural developrmet t anid environmental conservation. 6.3 Adoption/Observation Plots: Since the inception of NALERP, a substantial number of adoption plots were implemented with technological content related to the selected mnajor enterprises extension concentrated on and based on officially research released recommendationis. Since research priorities were determined 32

84 nationally, most recominendatiotis whichi were tried on APs were of ublanlket" nature lacking the area/location specificity necessary for true agricultural developrnent. Recognizing tlis as a problem, a national initiative was launched for subject matter specialists in the various ecological zones to develop and document recomrnendations based on ttheir own experiencesb and knowledge froin research on various agricultural activities. The APs, however, were farmer based in that farmers selected site with only one conditioni that they (APs) be placed in areas in the field where they can be visible to passers-by. Farmers imnplemented them and provided all necessary and recommended inputs. This arrangement compared very favourably to the former technology d6jnonstrations whicth were performed by extension staff and inputs bought by a third party. Of course, this does not entirely disapprove such observation/demonstration plots because some of them, for example, thle fertilizer observation plots have been cause for wide spread adoptions. 6.4 Development of Impact Points: This essential undertakiing occurs in the regular BMWs wihich are attended by regional and district extension officers (REOs,DEOs), SMS and researchers. In these meetings feedback from the field is discussed anid dec:ision made as to whiether problemns deserve to be channeled to researcih or a solution can be found. Some key players like NGOs, input suppliers, crop marketing institutions were to be represented in these workshops. However, it was not always the case, hence narrowitng thle scope and diversity of ideas and activities. It was also noted that the inability of researchers to regularly attend these workshops was limiting the process of technology development and transfer. 6.5 Field Days, Tours and Agricultural Shiows: Field days and tours can provide inforinal but productive interactiolis between farmers/extensionlresearch. Responses froii interviews, indicated that during the period before MTR, soine field days anid tours took place but not adequately. Major reasons for this inadequacy were financial constraints particularly in relation to transport. Where this happened, farmers played a leading role in explaining to other farrners and staff the irnplementation of on-farm trials. The above were FSR initiated. There is evidence that extension did conduct some field days and farm tours for farmers but ttlere is no evidence of research anid extension together organizing tours of field days around adoption plots. This demonstrates lost opportunities. Both research and extension participate in agricultural shows as well as NGO's and the private sector. These shows are organized by various institutions such as the Tanganyika Farners' Association annual agricultural show; the lkagera 3 1

85 Region permanenit exhibition at Kyakairabwa stadium and the farmier annual 818 event. Agricultural shows thave helped change somie farmiiers and other individuals attitudes towards adopting recommendations. 6.6 Professional Societies: Within the MOA, there are a nurnber of professional societies wliich aimn to develop their particular professions and usually give recomtimlendations to t-le Ministry. Most of these meet annually and bring together researchers and extensionists. Many papers are presented and discusssed with a lot of sharing experiences. The MTR noted that these societies play a big role in linkcing researchers and extensionists. Perhaps the ensuing argumiient lies on ihow best farmers could be represented in these rneetings. Below is a summary of MTR major recommendations in relation to Linkages. * Adequate funding and joint planning research and extension activities mnust be provided.. Developed technologies and recommendationis must be related/answer farmers problems and be economicaily viable. * Research and Extension should give due attention to ITIK. * An inputs schemne in collaboration with credit institutionis shiould be established to ease the problem of inputs availability. * Zonal Research Advisory Corinmittee should be reactivated and rrieet regularly as planned. 6.7 NALERP Completion Review: After MTR a number of initiatives were taken apart from the already instituted BMWs wlhich continued. T'hese Include: A meeting held in Murogoro in November,1992 betweern the commniissioners of Researcih and Training (CRT) and Coiminissiolners of Agriculture and Livestock Development (CALD), where all agreemilent was reached to create and maintain linkages throughi provision of adfequate resources. The Assistant Commissioners of Extension and Farming systems Research were charged with the responsibility of providing the linkage contact at national level, while zonal coordinators were to link with Regional Extension Officers. The village Extension Officers were 34

86 instructed to help in the implenmentation of FSIR activities. There has been evidence that the later, ie, VEOs contact and interaction witli research through FSR has improved. Other initiatives include Extension services working paper regarding forination of a National Tectinical Recominendationis Committee as a follow-lip to the Novem)ber, 1992 agreement. This was endorsed by tlhe National Pre-season implementation Planning Workshiop held at suy-a Research Institute, Kibaha in October In 1994 Septeniber, a proposal by the extension services was formulated to forn a number of Regional Donor Cuordinating Comnirittees to improve efficiency of 'gxtension and research efforts through creating linkages between donors. In November, 1993, in an Aide-Mernoire by World Bank missioni, it was proposed that observation plots be initiated and maniaged by VEOs. These were to allow initial testing of ideas proposed by extension and farmers. These Plots were to compare one to three practices witil farmiers supplying the necessary inputs while technical advise would conie from VEOs. An ambitious figure of such plots were targeted. This idea while impressive became rather impractical considering the trainirig and organlizational implication1 and VEOs already tight sclhedules. Perhaps one positive linkage incidence supported by NALERP is tlhe orqanization of farm tours for farmers from Kagera and Kigonia Regions visiting fellow farrners in Uganda to observe and learn about cultural practices on bananas. The aforesaid gives an indication of attemnpted efforts to create arid miaintain linkages however not very much has been achiieved most probably due to budgetary constraints for practical implementation of thle various aspects suggested. It is thus generally accepted that a lot has to be done to create and maintaini meaniingful linkages. 7.0 Coordiniationi of Extensiotn Orienited Activities The National Agriculture and Livestock Extension Policy and implementation guidelines formulated in 1992, stipulates that MAC has to provide coordination of all extension programmes operating on Tanzania mainlarnd to ensure effective extension services are provided to the farming cornmunity and to make efficient use of available resources. During NALERP implementation two subject niatter specialist in crops and livestock at regional and district levels were fully involved in the project. Most specialised staff in other disciplines have not been utilised fully and even resource persons from Research and Training Institute have not 35

87 been well coordinated and utilised. In that respect coordination within MAC staff proved unsatisfactory. Initenninisterial coordination has been effected at district level wilere various ministries/local government meet in District Management Teaiii (DMT) at which heads of department discuss various development pianls for further approval. These plans form regions plans discussed at Regional Management Team (RMT) whichi are consolidated into Regiornal plains presented in a Regional Developinent Committee. However. tlese meetings could not discuss in detail the extension programmne to allow for coordination of resources. J Coordination with other extension ori4nted progranmnes/projects was carried out though not satisfactorily mainly because many projects have different entry points some are at National, Regional, District and some times at ward level. These projects use various approaches in extension ranging froai modified T&V, client based, integrated, input supply, participatory, coommodity to private consultants. At the time of NALERP inception in 19389, tliere were 14 projects doing agricultural extension in the country. At the M-VR the number increased to 26. Up to end of NALERP there were 75 projects involved in Agricultural Extension. These include Cashew & Coconut Tree Crops Project, Smnall Scale Dairy Development Project in the Southern Highlands, Sasakawa Global 2000 operating in 7 regions, KALIDEP - Kagera, HPI in 9 regions, Southern Highlands Extension and Rura' Financial Services - Sl-HERFS, World Vision International operating in 4 regionis comlinunity Developimlelit Trust Funds (CD TUF) in 3 regions, CSPD - UNICEF, Mogabiri Farm Extension Centre - MFEC. Projects which are directly under MoA were easy to coordinate in terms of resource use cornpared to those operatirig from different authorities. Examples include the cashew & Coconut Tree Project, SIHERFSP. Surme few NGO's like Sasakawa Global 2000 and MFEC whiere coordinated in terms of physical resources. 8.0 Monitorinig & Evaluationi The primary objective of M $ E systeim was to provide timnely anid appropriate information to the extension managemnent so as to imiprove its decision making. 36

88 As per SAR, the implementation of the above was to be associated with the preparation of reports every six monthis. These reports were to record the physical and financial progress, and to some extent the project imnpact. Generation of the information required a well designed M & E systern containin9g the Managemnent Inforination Systein (MIS) and Overall Evaluation Systein (OES) together witlh capable mianagemenet arid itlpleinentation capacities and logistical support. The Techinical Assistant whio was assigned to design the M & E system1 did rtpt accomplislh that task. Without MIS, implemilentation of M & E activity be came complicated and resulted it to lag behind in performiance. Thus the MTR recoinrnended the followinig improvemnemlts on M & E systelt: (i) (ii) (iii) (iv) (v) (vi) To re-design and implnlemiienit comlprehienisive MIS for the project. Assure the project impact data (e.g. far rrmers' yields and other extension related imnpact) are collected, analyzed and reported. Timely availability of logistical support including funds to M & E uniits for timely submission of thie required reports. Strenglthen the management and imupleimlentation capacities of M & E staff through appointment of qualified staff and training. linproved filing systemt and data base creatiorn. Information sharing and communication across all levels Actjal Implernentation ( G) i:e. After MTR Following the above MTR recommnenidations concerning M & E system, the forernost thing agreed was for the project to recruit a short term consultarit for re-designing the MIS and OES. Thiis however was not done until NALERP coinpletion. The inforrilation supplied continued to base on tihe uncompleted MIS designed by the foriner Technical Assistant. Despite of the above discrepancy, the infornation flow withiin the project and between thle project and the associated organizations (such as the IDA, ADB, Planning Commission etc) was satisfactory. Among those reports included the Annual Work Plan and Budgets (AWPBs) and quarterly progress reports (see Annex II). The performance indicators were establishled and monitored regularly. 37

89 Project Impact Studies: According to SAR, the M & E systenm had the responsibility for conducting annual imnpact evaluation (adoption rates and yield) at the end of each cropping year. Moreover, they were supposed to conduct special case studies to complement thie above studies. Imiiplementation wise, anilual impact surveys/yield data surveys were conducted and reported in periodical progress reports. Moreover, there were three special studies carried out were three. These were; "An Evaluation of NALERP by Beneficiaries" carried out in 1995; Farm Budget case study carried out ill 199$ and Assessmenit of tile effect of Retraining prograinmer carried out in Berieficiar ies The beeneficiaries of thie NALERP were froriline extension staff and the farning comninunities especially rural ones where womiieni and youth play a big role in subsistence farming. Thie NALERP services hlave reachied about 2.14 million farmers in sixteen regions. Thie services has resulted into a streamlined extensioni service capable of timnely responses to farners' needs. Dur,ing the implementation some policy and strategies were adopted to foster research extension-farmers linkage and coordination witi supportive services and other extension providers, sucil as NGOs. Suchi arranigemenit has resulted inlto cost effective utilization of resources allocated to agricultural sector development. Thie National extension service has been able to effectively deliver technical messages, throughi the uise of 4113 VEOs, at a ratio of about 745 farmer per VEO; who were in regular contacts withi farmners to disseminiate recornmendationis. The production and productivity of both food crops and export crops as well as livestock enterprises has increased as indicated in Table 4. The project has therefore raised income and indirectly proving to be. a viable economic venture for rural labour force (self-employment). Sonie specific benefits can be higlilited under the following aspects: Awareness and Adoption rate The has been significant increase of awareness of imiproved technological recommendation and adoption rate has been recorded at 67% and 43% for crop and livestock respectively withi consequence of creating high demand for input, efficient marketing systeiii and other supportive services. x8

90 * Iricomne IllTere are marked chaniges wh icli is above the target set as indlicated in table 4. For instanice the target were to increase maize production by 350, 250 and 300 kg/lia in the coast, Western and Northern Zones respectively; the survey result from these zones showed an achlievernent of increment by 650, 750 and 465 kg/iha respectively. Livestock keeper by adopting basic husbandry measure have reduced mortality rate and hence increase the 'number of animials. * Diversification Th-ie use of multidisciplinary fronitlinie staff hlas created a dynamic envirotirnent for mnany farmilers to diversify their fai-rn enterprises. The VEOs are now capable to offer both crop and Livestock extension with com idenlce. Throghl residerit and on-site farnriners training about 879 fairtmers recieved traininig on oxenization horticulture irrigation arid post harvest technology. Farmers practice horticultural fariniiig (irrigationi)as well as simiall stock raising during slack period and ackowledge considerable nutritional arid income imnprove. Institutionalization of Research-Extenision -Farmers linikage has miade it possible for the developrment of appropriate packages for difrerent agro-ecological Zones basing on farners priorities. Also the emphasis on group approach has facilitated the promiotion of Indigerious Knowledge. Mortality rate Imimpact assessmiient revealed that, about 50% livestock keepers had adopted basic animal lhusbandry practices due to increased contacts with extension staff for extension advices. Such husbandry practice included improved housing, feeding plami, improved calf rearing, parasites and disease control anid breed improvement through selection or cross breeding. The mortality rate for calves, local chicken and shoats has been reduced from over 85% to a range of 15 to 25%. 39

91 Mechanization Through residential fariners' traininrg in collaboration withi NGOs, research and specifically Farmiing System Research it has been possible to introduce and or prornote oxenization in order to reduce draggery of land village and weedinig. For instance Farmiing System Research Lake Zone, were able to develop a prototype weeder which could be manufactured locally and affordable by farmers. 'Agriculture Mordernisation: Modernisation of agriculture though depenedent on a coimbination of various factors such as input supply, marketing system, credit and otlhers, extension services are important to achiieve such a target. Mordenisation of the agriculture sector in terms of more capital investment and development, rnachine and irrigation is taking place mainly due to promising profitability potential shiown by hiiglher productivity of farm enterprises by adopters. Farmers are seeking advanced technology for integration of farm enterprises e.g Biogas plants. Farmiers recognize the importance of market infornation froin various source like extension staff, attendinig agricultural shows, field days and publications..sustainability: Thle NALERP has been able to institute orofessionalisin among extensioln staff through various traininrg. The achievement were at MSC 6, shurt courses 63 for Management (IDM), 15 overseas, TOT 114 and study tuurs 106. The training has equipped local human resource with skills and knowledge to carry on extension service tlhrough a streamnlined organizational structure. On the other hand a coordination instrumenit "Policy guideline for extension Provider' has beeni adopted natidnal wide by extension providers including NGOs. The policy guideline facilitate rational and wise use of scarce resources at the disposal of the Extension Service. Tile on going economic reforms encourage bottoin up initiatives; where the introduction of PRA and group approach creates an conducive environment for farming community to exploit this opportunity. Sustainability of agriculture itself has been addressed by the use of technologies which safeguard the delicate balance of agro-e co systems. *.10

92 Aspects of sound integrated pest management (IPM) practices are being extended, for instance in Shinyanga cotton farmers do practice pest counting to minimise the use of pesticides. Practices on soil and water conservation, use of organic fertilizer/manure have been adopted by farners. Women and youth being the majority of work-force in farming have been the cominoni contact persons either in groups or individually. Gender-based extension messages have been developed and promoted to reflect their important role in farning systern. Women's contact groups fosterconfidence and peer pressure among rural women to take a leading role for technology adoption and income distribution. T'he nunber of fernale extension workers comprises 12% of all extension staff in Tanzania. The number might be higlher if we include those working for various international and local prograrns promoting women involveinent developmz1ental issues such as Heifer project for Dairy Productioni, sm1all stock (goats), oil press inachines, flrlits and, vegetable preservation technology, etc. Table 4: Farners performance in terms of production. COASTAL AREA (kg/ha) 199G/97 i_lkg/ha) Maize Cashewnuts Cassava Rice Milk (Indig. Covv)lts/dy Egg(Local 45 chicken)eggs/yr WESTERN/CENTRAL Maize Sorghum/Millet 550 i00 Cotton Milk(lndig. cow) Its/dy Eggs(Local 47 Checken)eggs/ yr NORTHERN l 41

93 APPENDIX 3 TANZANIA NATIONAL AGRICULTURAL AND LIVESTOCK EXTENSION REHABILITATION PROJECT (CR TZ) MISCELLANEOUS TABLES

94 OAA ( IVf ( I I(.. I.~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~I _ IIVI 0R)1 (I'IV.).INI Wl5111: ' NI ~~~.V&L )INI Il I \}l_!l'lel:l'ls *li.tnizi,i g 11 RBNN: }~~~~~~~i :~~~~~~~~~~~~~,

95 ... t, r. NA'TI'ONAL EXTENSION SElRVICE PIIYSICAL CUMIULATIVE ACIIIEVEM ENT AT NALEII' COMP'LE TION ~ klge Ctttllitt cpmtrup L NrsOts(wrsvrrr1Es Unait NIcan.nrc :tilt. TI'agct AV. CEumant1.AdW1k * INSrRril'T1ON BUILING Fiv [990i lh. Numier of village reaiced Nuuiiber Niuiaibr of' rhtuner reacited Nttilicer 2800UUU U 75 Numitcr of active VEos Number g0 '!I Number ofactive DiVEOs Number 5S U Nutiiber of niaers groups per VEO Numoiber Numbirct of'adoption plots(copilives.) Nuielicr U Supervision bv lleadcliantcrs stall' Coveragc _ iiu Supervisicnt by Rcgional tar Cveragee IUU 50 SO Sulervision bv Vistrict sttdr C'overa1e" 10t) Sstpen'isiotn by ViVC(s IOvcrUge% i Motlyt Traillitig Session (NUU'S) Sesions 39( S1 B3i-Nluntisily Wotksaiop Scssions UiVIE; hottse constructioll Nnttitlcr t Inlittltos Rchabiliilatioll Numbher Iimt U RESARMCII-EXlENSION LINKAGE Rcsearc Co-ordinatuig itieeting Iccillng' 6 67 Natioul 'crscason I'latminz \V4St1ohp I I 100 Nalional Technical Vomniiilee,Mccling.l 2 I so ljonlols Conifetecnce Numbics Tot. 2 PJ National Agricultuie Show Shows (oti'l) 5 4 S0 S Al;FF TlrALINING_ Re- ITtanilrm I'clsons (Tut. 21J 1 1l44I6 69 RetiesherTru r Pevsoull (Tot. 210 i 14 5S' Relresher Miliagemlieilt Persolts (Tol. 12U Comuter 'rai;ug Cunllscs [4) 4 40 OVERSMIS PosI (Jradualc Pcisolls (';lt StiUdY 'outs ToLi,s (rui) I OU I Ul) 106 ShortIt Courscs CL,urscs (Tot. 26 i5 57 FARIt ERtS EDUcATIrN & PUBLICITl'Y _ Radio Progranunes No. Ptogtanlttte 20S UookleLt Titles E.xtension News Letter Issttes _f 83 Maumners Maganzitles Issucs Leatiets Titles It) 6 60 I'osters Titles _ Video Episodes kpistdcs [U ) Video Shows Shows Residential armiersl'rainiitg I'cPrsows M.NIONUIORING & EVELUArION Yietl/Adoptioni Rate Survev Study t Itai) Loeistics Inventoty Study Sludv (I'utal) 2 _ 50 ANwrB Reviev Workshops \V/Shop 100 Special (Case) Studies Sludv (Total) rec'liil ASSISrANT r Exictsion Nielisodolog Specialist Ycars (I'Ial) 2 _ 2 _ 10(1 Financial Specialist Ycats ( i'ulal) Procuremient Specialist Yers (Tulal) honitoring & Evaluation Specialist Years ('ot11) 2 2 IOU 1 ii,1t. 44 It

96 ' t;'exii * Lt.iSexistedi Ri & IT 1It.ports and Frequeniccy of Rteporting I ypc of RIepjort Frlequency Mlea:nis of lpreparationi Coiiselilieig of ill tile Y:er til_ lie Rtelort Aniniual Woik Plrogramiis Onicc Asseibldb lcli II:)NAUB t (AWI's) ii' (district/ dregio onal '.::>" ~~~~~~~~~~~extensionl tar,gels UiSillg Wo rk Programis tables f;. ~~~~~~~('NP4 & Quarterly Ilrogiress Report Four Stpliplied oti NALI.lRP' IDA/AUB P'rogress leloi t T'ables ('trtii, 4 and(l 5) by divisional, district alld ;regional extelsioln ollices. Aniniual Action Plan Omice Supplied on NlOi\ NIOAJPl a.0nlnimmg standard(i floniis Coiimmissioni/ IKILIM1O/APl (Action 'ITr easury Quarterly l'rogress Reports Fuur Using Ni 0A standard NIOiVPlannintg fois 1(1s ILIM10/1'PR I to Commiiilissioni/ 7. Th1e souir ce of dlata is Ireasurv ; thlle N A l..er P 'R T 5. S1up1ervisioull ReCprs Several lfutilmationi cullected by IProject linie I IQ stairsulpcrvisionl mnallagelllent visits to project rcgiulls. M1 & E reports l'criodic Data fioii NALERIP Project liine Pi'R' R forms, surveys management!/ conducted in tile regiotis Donors/NI & E and supervision reports. Unlits. _Plan). I.i ' ;' 45

97 TANZANIA NATIONAL AGRICULTURAL AND LIVESTOCK EXTENSION REHABILITATION PROJECT (CR TZ) ANNEX 3 YIELDS AND PRODUCTION OF MAJOR SMALLHOLDER CROPS

98 Tanzania - Yields of Major Smaliholder Crops Three Year Moving Averages) [- -4 I_E Q _ ~~~~~~~~~~~~~~~~~~~~I CASSAVA 30.f _.- N -- ; -crs Tanzania - Production of Major Smaliholder Crops (Three Year Moving Averages3 1.4 *ei '~ 3- > _.-IS.A 1.2 St - -; -,SCGHUM ~-CASSAVA 4,- -S -- SEANS CRY Soures: faostat 'Vild Agnoibir llnfortnhcoe Cenwe

99 i1 U G AN D A!D BUKOBA -USeMA;< - -,L_ 'PBUKOBA UESOMAE~ N l PROJECT YEAR I IBRD // RWANDA s j.,.<asexkmara K E N Y A PROJECT YEAR II -,( j.,o I;. N ri PROJECT YEAR 111 j KAGERA ~MAZ RAZ o~on ov t-,< NZA S ( / LoWAoo, i W fkwanzv Z BURUNDI <\ -v,oodo H o \, KIGOMA K ybolirof 7 Oz Nzeg \ hlwedukonaf r Bft$ '- PROJECT PROJECT YEAR V YEAR V W S SINOIA NKon o 7 M 1 V_ f,,.i 6 - I -4, 60060_/. < su.,t8 ty \ Lj4i LUviozo a Id WoloSor OKolioo TARORAJ ; 0< / \TAP! 4G AGAWEE UNDER PAD -ETJ E ',, TANDA (L I SI~~~~~~~~~~~~~~~NGIA TAt4Gd 0 OMA Nz.. /, 7 / HECT PEAR P O J VsIc, -u 4u 12 RO CAPITALS DO OMA REG~~~ZAZIAR* AIONA CAPITALS TAOR k_6<3 /OOiR 0 ip,-o* O ES SAETE Pb -- INENTOANL CIT S TOWNDAIS ) Mpooopo0 [~~~ OIoIoo'B~~~ 0 Bo ZANZIBARRNAIONAL RCNARITAL / w,h.h, D MOROGRO ~~y DR ES SALAAM 'ARRESSALAAMREINLBUDIS INTERNATIONAL ROUNDARIES T A N Z A N I A - Moheo 9 ~~~~ / / K/zoo M 06 0 k 0 K/zoo Kivinie / I 6 1~~~~ ~ ~~ood CHAD DIOT Io ro ~~~~~~~~~~~~~~~~ I ~ ~ -~~~SUA / '0 ~~~~~~~~~~~~~~CENTRAL 3 ~~~~~~~~~AFRICAN REPUBLIC ETHIOPIA 7.SOMALIA (D Z A M B ~~~~~~~~~~~~~~~~~~~~~~~~ F 0 ~~~~~~~~~~~~~~~/ KENYA~ D0 EM REP LIONO NADP'> < TINDI 0 ~~~~~~~~~~BURUNDI,' NATIONAL AGRICULTURAL AND LIVESTOCK MTFWARA ianzanian EXTENSION REHABILITATION PROJECT (NALERP) om-i /zoor COVERAGE BY REGION MonIzTAA'- A N G KILOMETERS 0,,,A ANMOLA ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ "0ALAWI~~~?ALWIM Z AM BI A_ 5,. MOZAMBIOUE Th.,o.op'Lov-oM,-0,, T,O 0TO,, IT-.. -'00- vo,-k z,i gh wo Z U A E M B I Q ~ ~ ~ y-~.~-madagascar ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~,, I ~~~~~~~~~~~~~~~~UNE WE99